CHAPTER-I

INTRODUCTION
INTRODUCTION
The study titled "A study on the role of motivation on employee performance at rubber tech
(Pvt) limited Alappuzha". The main purpose of this study intends to get the response on what
they (the employees) feel are best factors that could motivate them.
Motivation by definition refers to what activities direct human behavior and how this behavior is
sustained to achieve a particular goal. Also it can be defined as the set of processes that arouse,
direct and maintain human behavior towards attaining some goals. The term is generally used for
humans but it can also be used to describe the causes for animal behavior as well. According to
various theories, motivation may be rooted in a basic need to minimize physical pain and
maximize pleasure, or a goal, state of being, ideal, or it may be attributed to less-apparent
reasons such as altruism, selfishness, morality or avoiding morality. Motivation is related to, but
distinct from emotion. Motivation is said to be intrinsic or extrinsic. Intrinsic motivation refers to
motivation that is driven by an interest or enjoyment in the task itself, and exists within the
individual rather than relying any external pressure. Extrinsic motivation comes from outside of
the individual. Common extrinsic motivations are rewards like money and grades, coercion and
threat of punishment.
The main aim is the gathering of information and opinions about the money factors in a
systematic manner in order to identify the factors that motivate employees as it has great impact
on their performance at work

REVIEW OF LITERATURE
This is the related literature for a research on employee motivation. This paper discusses the
definition, theories and forms of motivation. The managers role, and strategies that the manager
can adapt are also included. This paper also discusses the benefits and effects of motivation,
employee retention and satisfaction, & commitment of employees for the survival of the
organization.
In the current competitive climate, the organization must have an intense interest in maximizing
the resources at hand. Leadership must be alert to the ways in which fluctuating outside
conditions and internal changes can dramatically impact the group's dynamics required for peak
performance. This will best be accomplished by motivating everyone to work together.
Motivation is the art of creating conditions that allows everyone to get their work done at their
own peak level of efficiency (Gellerman, 1992). It helps people to focus their minds and energies
on doing their work as effectively as possible. It is the inner force that drives individuals to

accomplish personal and organizational goals (Lindner, 1998). Through motivation, skilled
leaders can bring out hidden or untapped capabilities of their people. At the same time, this will
give each person involved a greater degree of job satisfaction and make them more successful as
individuals.
Employees have the need to be motivated for survival. Motivated employees are needed in the
rapidly changing workplaces. Motivated employees are more productive, and they help
organizations survive. To be effective, managers need to understand what motivates employees
within the context of the roles they perform. Employees, on the other hand, must be willing to let
managers know what motivates them, and managers must be willing to design reward systems
that motivate employees.
Identifying the factors that affect the quality and quantity of employees' job performance is an
important issue in the study of work and the workplace. Managers routinely make
assumptionsabout the characteristics that enhance or detract from performance. It is generally
assumed, for example, that greater organizational commitment contributes to better performance
as more committed employees should be more motivated to work hard on their organizations
behalf. Performance is also assumed to be affected by structural and task characteristics such as
whether employees are able to exercise autonomy and discretion in their work, the extent to
which their tasks are clearly defined, and whether they are rewarded for hard work (Cheng, et al,
1996).
Of all the functions a manager performs, motivating employees is arguably the most complex.
This is due, in part, to the fact that what motivates employees changes constantly. A manager
should be conscious of what motivates employees, what energizes, what makes them feel more
optimistic, and what type of rewards encourage them. These are the important things that make
employees reach their full potential. Once high performance has been demonstrated, rewards can
become important as inducements to continue. Internal, self-administered rewards that can occur
following high performance include a sense of achievement based on attaining a certain level of
excellence, pride in accomplishment, and feelings of success and efficacy (Kleinbeck, 1990).
Organizations use different motivation theories for motivating employees. In Hertzberg's theory,
management should begin by focusing on hygiene factors such as pay and job security, before
focusing on motivator factors which include interesting work and full appreciation of work done.
On the other hand, in Adams' equity theory, management should begin by focusing on areas
where there may be perceived inequities, such as pay and full appreciation of work done, before
focusing on interesting work and job security. Another theory by Vroom's suggests that
management should begin by focusing on rewarding, employee effort in achieving organizational
goals and objectives.
According to Motivation in the Real World by Gellerman (1992), the most effective motivation
systems in successful American companies are: selectivity in hiring, generous pay and benefit
programs, and encouragement of long-term employment. Other strategies include flexible
implementation of policies, rather than rigid rules, cooperative unions, or no unions at all, and a
conscious policy of putting employee motivation above all other priorities.

On the other hand, a research by Lindner (1998) on Understanding Employee Motivation,

determined the ranked order of motivating factors. The top answers were interesting work, good
wages, and full appreciation of work done. These factors are followed by job security, good
working conditions, promotions and growth in the organization. Feeling of being in on things,
personal loyalty to employees, tactful discipline, and sympathetic help with personal problems
ranked low on the results.
Other methods of increasing employee motivation include job enlargement, job enrichment,
promotions, internal and external stipends, monetary, and non-monetary compensations. Job
enlargement can be used to make work more interesting for employees by increasing the number
and variety of activities performed. Managers can also use job enrichment to make work more
interesting and increase pay by adding higher level responsibilities to a job and providing
monetary compensation (raise or stipend) to employees for accepting this responsibility.
To effectively motivate employees, the leader has to learn how to communicate effectively with
the employees. The leader should first spell out what he/she wants them to do, reassure them that
if they're willing to try, they really can do what the leader has asked them to do, and finally,
convince them that it's very much in their best interests to try (Gellerman, 1992). The leader
should also learn the skill of how to listen to what the employees have to say. Employees are
motivated when they are given the opportunities to take part in achieving the objectives of the
organization, and made to feel that what they say and do have worth.
Acknowledging efforts is also essential for a motivated and satisfied work force (Denton, 1992).
It stimulates new ideas and encourages better performance and team spirit. In consensus decision
making, employees are given the opportunity to contribute their ideas and take part in creating
decisions. It does not mean that everyone has to agree, only that people believe that the right
facts and right reasons are used to make the right decision. The real benefit of this process is not
getting an answer but going through the process to get the answer. Good employees keep pushing
and keep digging for facts until everyone agrees on a decision. Consensus decision-making
makes the employees think about the decision, and the leader gets commitment and motivation
from the process.

Restructuring jobs can improve workplace, and motivate both managers and employees. This
broadening and restructuring jobs can be a partial answer to motivating today's work force
(Denton, 1992). One way to do this restructuring of work involves broadening job
responsibilities. For instance, a process of reducing the number of managerial layers within its
organization can be implemented. To improve motivation and allow more lateral movement
within the organization, there can be reduced pay grades so managers in different disciplines
could move easily across the organization. It also broadens the responsibilities of many of the
managerial positions, believing that broader responsibilities would increase the challenge and
satisfaction within the organizations.

Giving employees diversity of experience is also a form of motivation. When it is considered that
it is not uncommon for companies to do nearly half their sales in foreign markets, it is easy to see
why companies see Foreign Service as a real plus. Working overseas is not the only foreign
experience that companies are finding to be both motivational as well as beneficial to the
company. Many are sending their most promising managers and employees back to business
schools and training programs. Employees are trained to do several tasks so they can handle
more jobs, work faster, and make fewer mistakes. They are also trained to increase their
knowledge and skills to achieve corporate goals. Other types of training include product/process
specific training and special management training. In this way, both the employees and the
organization benefit from the training. The employees are motivated to improve their
performance at work. The organization, on the other hand, will achieve its objectives through its
highly skilled personnel. Another motivational tool is using lateral moves. While pay, managerial
level, and, in some cases, even titles remain the same, the challenge of each new job keeps
employees motivated (Denton, 1992).
Once the organization finds good employees, it is essential to find ways to keep them (Denton,
1992). Career advancement and awards program as incentives increase the odds of being able to
retain people. These incentives are designed to reinforce desired behavior, such as quality work
and a focus on the customer. They help employees to deliver high-quality service and keep them
motivated.

The leader has to know the important distinction between actions that are retainers and those that
are motivators. The primary purpose of a retainer is to keep a person on the job. The purpose of
motivation is to increase performance. To increase performance, management needs to set goals
and then to link the accomplishment of those goals with rewards of value. Money is a reward of
value for many employees. There are as many employees who also have personal goals that have
something to do with job performance and career development. Good supervision and motivation
seek out personal goals and align them with the goals of the organization.
Morale building is related to motivation and recognition, but there are times when it needs a
special emphasis. Downsizing often leads to layoffs. Layoffs are negatives for those left behind.
In the aftermath of a merger or downsizing, managers must involve their employees in the next
steps, whatever they may be. Regular communication about what is going on becomes link
strengtheners.
Job security is also very important for employees. They reach an age and a stage when they
realize that they are no longer building a career, but are in a career and need to perform at top
levels. These workers frequently place less emphasis on salary, assuming it is adequate, and more
on certain intangibles, particularly those that give them some assurance they will be around for a
few more years. Mature employees want opportunity for learning, growth, responsibility. For
these employees, consider continuing education, secure pension plans, a sense of greater
belonging, symbols of seniority such as an extra day off after three years or an extra week after
ten. They also want independence, autonomy, and flexibility. It is interesting that employees who
have a sense of ownership about their work not only reach higher levels of performance, but also

look for constructive criticism. They want to do a good job and they want the leader to know it.
Employees retain their work when they are comfortable in their workplace environment.
If internal and external rewards provide the individual with what he or she wants or values or
considers appropriate or beneficial, the individual experiences satisfaction with the job. Job
satisfaction can be viewed as the result of a positive appraisal of the job against one's value
standards. Job satisfaction is not a result of the person alone nor of the job alone but of theperson
in relation to the job--that is, the job as appraised by the person. Thus, if the job is appraised as a
fulfilling or facilitating the attainment of one's values, satisfaction is experienced; if the job is
appraised as blocking or negating one's values, dissatisfaction is experienced.
More important values have a greater impact on affective reactions than less important values.
The work itself is usually a more important aspect of the job for professional and skilled people
than for others. Thus as a category, the work itself is usually the job aspect most strongly related
to overall job satisfaction for people at the higher job levels. Having challenging and meaningful
work leads to high work satisfaction and, if rewarded by the organization, to high satisfaction
with rewards as well.
In previous studies, it was found that job satisfaction affected organizational commitment that in
turn affected the intent to stay. Researchers found that work experiences that lead to satisfaction
(job scope or challenge, considerate supervision, compatible work groups) were associated with
commitment (Kleinbeck, et al, 1990). Commitment is defined as the acceptance of the goals and
values of the organization; the willingness to exert effort on behalf of the organization; and a
desire to stay with the organization.
Assuming that positive job experiences conducive to satisfaction are a crucial factor in bringing
commitment about, and that commitment is a key factor in getting people to stay with the
organization and cooperate with its members, then presumably committed employees will be
prone to accept organizational demands (Kleinbeck, et al, 1990). Employees who are motivated,
satisfied with and committed to the organization, are more likely to stay, and thus, increase the
survival and success rate of the organization.
Primary objective
To study the factors affecting motivation of employees at Kerala Balers (P_ Ltd, Alappuzha
Secondary objective
To identify whether there is any dissatisfaction among the employees due to the lack of
motivation that leads to employee turnover and absenteeism
To identify the areas which have scope for development by providing motivation through
financial and non-financial incentives
To make recommendations and suggestions based on the study.

RESEARCH METHODOLOGY
A Research generally begins with a question or a problem. The purpose of research is to find
solutions through the application of systematic and scientific method, it is a way systematically
solve the research problem and it describe the research procedure which has been adopted by
researcher.
RESEARCH PROBLEM
The role of motivation played an important role in raising the competitiveness of employees in
every organization and same can be applied to the employees of the Kerala Balers Pvt Ltd
Alappuzha
POPULATION OF THE STUDY
Population of the study was 190 employees working in Rubber Tech Pvt Alappuzha
SAMPLING METHOD
The procedure adopted in the present is convenience random sampling, samples are randomly
selected from the list of total employees.
Random sampling is not chance selection but it ensures the addition of each and every sample of
the population
SAMPLE SIZE
Number of the sampling units selected from the population is called the size of the sample 100
employees of Kerala balers Pvt ltd, Alappuzha was taken as samples

TOOLS USED FOR DATA ANALYSIS

Data analysis was conducted by using percentages analysis method through bar graph ranking
LIMITATIONS
chances of bias from the part of employees may occur
time period of the study was limited
Sample size may not be true representative of the company
INDUSTRY PROFILE

Coir industry occupies a unique place among the rural traditional cottage Industries in India. The
state of Kerala, also known as the, land of coconuts is the largest producer of coir in India. The
coir industry in India is over 100 years until 1940' Small scale industry has been assigned an
important role in Indians development plans. The strategy of the Second Five year plan was to
build up the industry base of the country by concentrating on heavy industries with long
gestation periods and to meet the needs of minimum conception and employment by promoting
small scale and cottage industries.
The coir industry is one of the most important traditional small scale industries in India which
gives employment to about 4 lakhs of people and earns foreign exchange to the turn of Rs. 14
crores per annum.The preparation of coir is a lengthy process' Softened husk is beaten to
separate the fiber from the husk" This is then woven into coir. Coir-foam, rubberized coir is used
to make mattresses and pillow-covers' these have gained popularity due to their softness and
durability. Floor mats, carpets and durries too are made. Other handicraft items like bags, wall
hangings, dolls and animal figures etc. are made. The jeweler made out of coir is fascinating
because of its intricate and delicate designCoir industry in India is now internationally competing
because of its availability. It is highly labor intensive industry, but the productivity levels-seem to
be so low that the average earnings of workers employed are insufficient to maintain even a
subsistence standard of living. The general rise in money wages in recent years consequent on
the inflationary conditions prevailing in the economy is likely to have considerably increased the
cost of production without corresponding increase in productivity. This again may be the cause
for the general feeling that the competitive position of the industry which was essentially based
on cheap labor especially in the external markets has greatly declined.
On the demand side, coir products appear to be facing increasing competition from other hard
fibers in world markets and price fluctuation seem to have become a perennial feature of the
industry. The marketing problem has therefore assumed great importance in recent years, as the
feature prospects of the coir industry depend mainly on the expansion of the domestic as well as
foreign markets for its products. Inefficient marketing is a characteristic feature of
underdeveloped economies and the development of this strategic sector as of vital Importance for
the growth of any industry. But there has not been any study so far of the problems of marketing
and foreign trade in tire coir industry, in any of the traditional small scale industries in India.
Coir industry is the largest cottage industry in India. Its history goes back to 1859. It was during
this year a Spanish born American established in the first coir factory India' His name is Jarnes
Darrough. At that time the coir was mostly used in ships, cable-finder and in rigging. Later coir
began.to be used to maintain a comfortable living in residential building
Indian coir industry is an important cottage industry contributing significantly to the economy of
the major coconut growing States and Union i.e. Kerala, Tamilnadu, Andhra Pradesh, Karnataka,
Maharashtra, Goa, Orissa, Assam, Andaman & Nicobar, Lakshadweep, Pondicherry, etc. About
5.5 lakh persons get employment, mostly part time, in the industry. The exports from this
industry are around Rs 70 crores. Coconut husk is the basic raw material for coir. Products.
Around 50 per cent of the available coir husk is used to produce coir products. Hence, there is
scope for growth of coir industry.

The eighth plan programs for coir industry aimed at increased utilization of coconut husk for
production of coir fiber, growth of the domestic market, strengthening of research and
development to find out new uses of coir fiber especially in the areas of geo-fiber, fire retardant,
cement and gypsum polymer development, acquiring of new technology like PVC-tufted coir
products, encouragement to cooperativisation and providing social welfare, civic amenities and
medical facilities to coir workers. Emphasis would be laid on mechanization in a phased manner
without affecting employment to make Indian coir products competitive in the export market.
Brown coir fiber production would be encouraged by providing seed capital assistance
Modernization of our coir unit has been envisaged by providing incentives for installation of
modern equipment to make coir units industry more competitive in the export market. Special
training programs have been formulated for women artisans.
India accounts for more than two-third of the world production of coir and coir products. Kerala
is the home of Indian coir industry, particularly white fiber, accounting for 61 per cent of coconut
production and over 85 per cent of coir products' Although India has a long coastline dotted with
coconut palms, growth of coir industry in other coastal States has been insignificant. Not more
50 per cent of the coconut husks is utilized in the coir industry, the remaining being used as fuel
in rural areas. Production in the cooperative fold is not more than 20 to 25 per cent
The development programs so far undertaken aimed at revitalization of coir cooperatives,
improvement in quality and products diversification. Efforts were also made for exploring wider
export markets for coir and coir products. Judged from the increase in production and
employment, the progress has been rather slow and exports in physical terms have remained
more or less static.
WORLD SCENARIO
Currently, the global annual production of coir fiber is about 3, 50, 000 metric tons (MT). yet,
even in the world's top two producers, India and sriLanka, which account for about 90% of
global coir fiber production, combined, this renewable resource is underutilized; local coir mills
process only a function of the available husks, which accrue more or less year round as a waste
during coconut processing' Traditional uses for the resilient and durable coir fiber include rope
and twine, brooms and brushes, doormats, rugs, mattresses and other upholstery often in the form
of rubberized coir pads.
In the 1980's and 90's, global export of coir fiber fell by almost half as western consumers shifted
to synthetic foam and fibers. Then since 1990, rapidly growing domestic demand in
India more than doubled global production benefiting exclusively the Indian coir industry.
Finally, since 2001, a rising Chinese demand for coir, an expanding market for coir-based
erosion control products and the spread of coir pith as a peat most substitutes in horticulture has
further pushed up global production and prices. In turn, other coconut growing countries
including Philippines, Thailand and Vietnam are now expanding their production and exports of
coir fiber. This change are also reflected in the international trade in coir.

Historically, Sri Lanka had been the world's largest exporter of various fiber grades where as
India exports largely value added products-yarn, mats, and rugs while in 1990 about 80
percentage of global production was exported, growth of the Indian domestic market dropped
that rate to below 40%. Global trade value for coir fiber, value added products-yarn, mats, rugsand coir pith now stands at about $140 million per year with India and Sri Lanka respectively
accounting for about $70 and $60 million of that amount. This may not see much but in the
coconut regions of producing countries coir is an important economic factor. In Sri- Lanka, coir
related exports account for 6% of agriculture exports over 1% of all exports and 0.35% of GDP
Moreover, coir milling and value addition, mostly spinning and weaving, are important regional
employers, particularly in rural Southern India and coastal Sri-Lanka. They give work to 5000,
000+ people, many of them women working part time yet, working conditions and productivity
are generally poor. The challenge for industry is too sustainable expands markets for this
versatile renewable resource while maintaining its role as employer for the rural poor. This may
require producers to innovate production, improve product consistency, and in particular develop
novel applications-jointly with their customers in improving countries' Businesses, public
agencies and research institutes now addressing this challenge in multilateral projects
worldwide-setting examples that global trade can be beneficial to all parties involved.
INDIAN SCENARIO
Indian coir industry is an important cottage industry contributing significantly to the economy of
the major coconut growing states and union territories, i.e. Kerala, Tamilnadu, Andhra Pradesh,
Maharashtra, Goa, etc. India accounts for more than 80% of the world population of coconut
fiber. The exports from this industry are around Rs.70 crores
Coconut husk is the basic raw material for coir products. Around 50 percent of the available coir
husk is used to produce given for expansion of home market though publicity and advertisement,
product diversification, adoption of new technology, research and development, training for
artisans, training for artisans, including women and social welfare measures for coir workers,
most of whom are SC/ST and women saltine dotted with coconut palms, growth of coir industry
in other coastal states has been insignificant.
Coir industry employs more than 5.5lakh person and a majority of them are women from rural
areas belonging to the economically weaker sections in the society. Nearly 80% of the coir
workers are in the extraction and spinning sectors. Apart from India, Sri Lanka, Thailand,
Indonesia etc. are the other coir producing countries in the world. India accounts for more than
two-third of the world production of coir and coir products. Kerala is the home of Indian coir
industry, particularly white fiber, accounting for 61%o of coconut production and over 85% of
coir products.
Kerala and the Coir Industry
The history of coir and its association with the states of Kerala dates back to the 19th century.
Sandwiched between the Western Ghats on the east and the Arabian Sea. On the west, Kerala is
one of the most beautiful States in India. A tropical paradise of waving coconut palms and wide

and the men in sandy beaches, this thin strip of coastal territory slopes down from the mountain
Ghats in a cascade of lush green vegetation and varied fauna tree. One of the most commonly
seen tropical trees in Kerala is the coconut tree. In fact, even the name Kerala is derived from
this tree. Everything from Kerala's culture to its dishes is evolved around the coconut Alleppey is
the nerve center of Kerala's famous coir industry. Here, one can see coconut husks being beaten
into fiber for making beautiful mats and other coir products. Both men and women are actively
involved in the production of coir. The women are mainly involved in the yam spinning sector
the product-weaving sector
Coir industry enjoys the status as the largest cottage industry in the States of Kerala, giving
employment to over a million people. Kerala also has a very fine natural harbor located at
Cochin. From the ancient times itself Cochin had found a place in the minds of Europeans as a
trading center because of its port and spices. Some of the historical monuments left behindby the
early travelers at Cochin are the Chinese are the Chinese fishing nets that were introduced during
the medieval ages by traders from the court of Kublai Khan. St. Francis Church considered as the
oldest European church in India was built by the Portuguese sailor Vasco Da Gama during the
period 1503 to 1524. The Jew synagogue build by early Jewish settlers in the period 1568 is
another notable historical monument
The economy of the district is predominantly based on agriculture and marine products. Though
the district is industrially backward, some traditional industries based on coir and products,
marine products, handlooms, different types of handicrafts, toddy tapping, etc. have been
dominating the scene from the very early times. The easy available of raw materials and
existence of backwaters and canals suitable for the wetting of green husk and accessibility of
transportation are the main factors for the development of this industry. Arabs had carried on
trade in coir products from very ancient times. The manufacture of mats and matting's was first
introduced in 1859 by Mr. James Durragh, an American who founded the firm M/s DurraghSmail
Ltd., at Alappuzha with officers in London and New York Street is known as the traditional
home. The coir Board was established by the Central Government under the provision of the
Coir Industry Act, 1955. The National Coir Training and Designing center were also established
at Alappuzha in 1965.
From the very early times, Alappuzha proper was considered the Venice of the East and the
interior of the district paved way for its overall development. Consequent on the importance
attained by Kochi, the development of the Alappuzha was considerably retarded. Of late, there is
a ray of hope of industrial development in the district with the opening of the new rail link with
Ernakulum, the Commercial capital of Kerala. Within the next few years, Alappuzha district may
take its old position, provided the working class gives a favorable climate for industrial
expansion of Coir Industry in Kerala
Coir is the most important commodity manufactured in Alappuzha, Kayamkulam,
Kothamangalam, Komalapuram, Mannancherry, Muhamma and cherthalai. Lime shell in
Arookutty and Kodamthuruthu, Plywood in Chengannur, Kontron controls in Aroor, Potassium
Chloride in Mavelikara and coconut in Thanneermukkom are also worth mentioning and figure
in the industrial map of Alappuzha

The most important traditional industry, generating employment, is the coir industry, which is a
standing monument of the toil of nearly 3.83lakhs of workers with nearly 76% of them being
the women folk. Coir industry is an integral part of the economy of Kerala. Coir industry is
second to agriculture as a source of employment in Kerala, providing employment to 3.83 lakh
persons, of whom 3.25 lakh are women. The major products exported from India include coir
fiber, coir yarn, coir mat, coir matting, coir rugs, geo-textiles, rubberized coir, coir pots, coir pith
etc.
The industry has deep routed in economical- social and political field especially in the costal belt
of Kerala. The main reason for forming this industry in Kerala is that the availability of raw
material, plenty of backwaters and availability of man power. In the recent years India has the
top position in the coconut processing countries. Coconut is used in its tender form and mature
form. A major development during the post independent period was the rapid growth of coir
cooperatives.
COCONUT PALM
The coconut palm referred to on different occasions as "the tree of life" is scientifically termed as
cocus "Nucifera"" The meaning of Latin word 'Nucifera" is the one that bears fruit. The palm has
a patropical distribution occurring in coastal areas between 20 degree north and 20 degree south
of the equator' The wild ancestor of coconut may have been from South America dispersed
widely millions of years before domestication in Indo-pacific area. Every part of the coconut
adored in the west and east alike provides food, drink' shelter and livelihood. Coconut the wellknown fruit of coconut palm has various uses' The edible white portion, kernel is mainly used for
extracting oil' The hard outer covering known as the "shell" is used to make handicraft products
and as fuel' The husk of coconut is the raw material in coir industry'
COIR
Coir (also known as "kokos" or "coco") is a natural fiber extracted from the husk of coconut
fruit. The husk consists of coir fiber and a corky tissue called pith' the husk is immersed in water
for 6-9 months. This process is called retting' Retting removes some of the dirt andnatural
enzymes present in the fiber giving it a golden color. The fiber is then extracted by beating it
manually using a mallet or by a mechanical extractor machine. This leaves the outer skin of the
coconut fruit along with the corky pith. Pith finds large scale use in horticulture as a growing
medium.
The fiber thus extracted is then hand-spun to form the golden coir yarn. This yarn is used to
make an ever increasing range of products
The advantages of coir fibers are:100% natural
Bio-degradable

Made from infinitely replinishable resources

Natural golden brown color-fits any dcor
Hard and resilient fiber provides excellent scrubbing action-ideal for door/entrance mat
application
High water retention
Coir mattings ad rugs : hard wearing, rustic and elegant
Moth and rot resistant
Good insulator for heat and sound
COMPOSITION OF COIR
17

CHEMICAI" AND PHYSICAL PROPERTIES

Coir is a lignocelluloses material. It is bio - degradable. The physical and chemical properties of
coir is given in the following table
Physical properties of coir, fiber
Ultimate's
Length in mm

0.6

Diameter / width in micron

16

Single Fibers
Length in inches

6-8

Density (g/cc)

1.40

Tenacity (g/tex)

10.0

Breaking elongation %

30

Moisture regain at 65%R.H(%)

10.5

Swelling in water (diameter)

5%

Company Profile
The company came into existence in the year 2003 with a vision as well as an ultimate aim of
providing quality goods to customers .By adopting many quality measures in the making of the
product as well as proper waste disposal they have reaffirm their commitment to a customer
oriented as well as a socially responsible organization.The employee and associate proffesionals
who are held esteem in their sphere of work be it for planning,implementation and quality
control
The company is guided Mr.george who wish to accomplish a goal of value for money and
customer satisfaction
Priority is given to customer satisfaction by recognizing and understanding the customer needs
and providing the product according to client wish

The companies export turnover comes around 5crores per annum

Rubber tech private limited was incorporated in the year 2003 under the propeitorship of
Mr.George.The registered office of Rubber tech private limited is situated on
thiruvizha,Cherthala
Rubber tech is a member of :
(1)Federation of indian export organization
(2)Export promotion council
The Company export its product to united states of America,Europe,Italy,Poland,spain,Russia
The associate frims of rubber tech are as follows
(1)CoCo firm ,kalavoor
(2)S.S rubber products
COMPETITION
The indian coir industry is facing high competition in and around the major local
competetors of rubber tech are as follows:
(1) Charanghatu coir
(2) Kerala bailers
(3)poopaly Coir mills
(4) Konchery Coirs
(5) Nc John and sons pvt ltd
(6) TMMC
(7) Palm fibre
COMPANY DETAILS
NAME : RUBBER TECH
ADDRESS : Rubber Tech Private Limited
S.N puram p.o
Cherthala-688582
CONSTITUTION : Sole Propreitorship
COMPANY SITUATION : thiruvizha,Cherthala thaluk,Alappuzha district

Quality policy of Rubber Tech

We are committed to enhance customer satisfaction through reviewing and improving our
performance. We remain committed in all spheres of our activities"
Vision of rubber tech
(1) To increase the turnover of the company
(2) To increase the number of the new customers
(3) To make a mutual relationship with the society
FUNCTIONAL DEPARTMENTS

The first real task is designing an organizational structure is the identification of activities and to
group them properly. The process of grouping the activities is commonly known as
departmentation. The basic advantage of the specialization lies in the terms of efficiency with
which the work is performed because a person focuses his attention on a narrow aspect of the
work and he gets mastery over that aspect. Naturally this results into performing the work more
effectively
DEPARTMENTS OF RUBBER TECH

Marketing department
Production department
Finance department
Documentation and logistics department
Quality control department
Purchase department
Human resource department

BUYERS OF Rubber Tech(P) Lt

Bavcova Guild Ltd
Medic888
Boston ware house trading crop
Habitat
Kerala balers Direct Exporting TO:

Wal mart shoes

Smith and Hawken
Agert stores
Rubber Tech purchase the raw material needed for processing is obtained from in India as well as
in foreign countries
Raw material like coir produced in India .Raw materials like sisal machine , spun, jute etc. are
imported from Thai land , Bangladesh etc.
Marketing is a societal process in which individual and group obtain what they want and needed
through creating, offering and freely exchanging products and services of value with orders
Marketing place several rules in helping their company define and deliver high quality goods and
services to targeted customers needs and requirements
The main marketing technique is attending international and national trade fares like.
Honker in Germany
Demotex in Germany
Canton in China
These are attended only by directors to keep the privacy of order. There are
Personnel in this department; who are managed by marketing manager. The personnel are
divided into two groups, with group leader's supervision then. The personnel have been
delegation to find suitable customers and to increase sales, there by contribution more profit
company and also to themselves.

PRODUCTION DEPARTMENT
The production department deals with various activities of production of finished products .It
provides relevant data for production planning and budgeting and performs miscellaneous
functions related to production quality control , production documentation, material handlings,
control of stock, etc...

1.Coir yarn

2.Pvc resin
3.Dop
4.stabilizer
5.Dye
6.Coco flock
7.Floor Co 11
8.Baling
9.Dye House
The coir yarn is collected from the supplier. The important supplier of Rubber Tech (P) Ltd
kaniapuram dept,kottayam dept
PVC resin and Dop are imported. PVC resin from Italy, Saudi, Thailand and Belgium while Dop
is imported from kerala and Singapore

COCO FLOCK
Coco flock is one of the finishing production units of Rubber Tech. The head of the department is
factory manager. Under factory manager two supervisors are there
The machines of coco flock are:
Flocking machine
Driver four numbers
Vibrator
Raw materials:
Flocking power
Flocking glue
The mats are shared and are checked for defects. The design are flocked as per customer
requirements. The mats are inspected for quality and appearance.

Floor Co 11
Floor Co 11 is manufacturing power loom mats and mattings. The units is fully automated. Floor
co 11 has 20 weaving machines and two cops winding machines.
The type of loom
Jacquard loom
Computer loom
Shaft loom
Brush loom
The head of the department is factory manager, two supervisor assist the factory manager in his
work.
27
Raw materials:
Coir yarn
Sisal
Polypropylene
The coir yarn is collected from the local suppliers, sisal and jute imported from Bangladesh and
Pakistan.
The Rubber Tech(P) Ltd starting their business with coir yarn exporting.
Bailing process include report of coir yarn, incoming inspection, weighing, bailing, labeling and
final inspection and dispatch.
DYE HOUSE
In the dye house coir, jute and sisal yarns are dying into different sheds. Dying or bleaching
manufacturing process include receipt of materials, incoming inspection dying or bleaching and
drying after bleaching or dying.
FINANCE DEPARTMENT
Finance is the life blood of every business .Financial management is an internal part of all over
management. It is not only totally independent area. Finance departments is responsible for all

financial activities done by the organization and the management controls all the activities of
financial departments.
Finance department is head with chief accountant then followed by assistant accountant officer,
there computer assistant and two clerk. The main function of finance department is that to
maintain stuffiest fund for the smooth and efficient flow of organization. The company collects
fund by way of shares, long term loans etc.

Important functions of finance department

1.Create and maintaining books of account
2.Keeping of records
3.Calculation of salary of all staffs
4.Preparation of various contract accounts
5.Calculation of commission, stock valuation
6.Preparation of profit and loss accounts, balance sheet etc.
QUALITY CONTROL DEPARTMENTS
Quality control is a process checking the quality both raw materials and products with
predetermined standards of quality...
The Quality of Rubber Tech pvt .ltd are as follows:
"We are committed to enhance customer satisfaction through receiving and improving our
performance we remaining committed to excellence in all sphere our activity"
Objectives of quality control departments:
reduce wastage
reduce internal failure
reduce incoming failure
It is insured that quality and objectives are understood. Implemented and maintained by all
personnel in the organizations.

Office time:
Working hours: 9am -5.30pm
Lunch : 1pm -3pm
General shift:
Working hours: 8am-5pm
Tea time

: 10am-10.15am

Lunch time

: 12pm-1pm

Holidays
Four hours and Nine festivals holydays as per the guidelines of govt:
leave as required by each employee with prior sanction from the manager
Leave the wages as per the rules applicable to the company
PRODUCT PROFILE
Indian coir industry has been fortunate to get boost in the form of the ever increasing awareness
about eco-production. Coir ,being a natural fiber which is environment -friendly is the strictest
sense of the terms, is the fiber of the future today .The eco-friendly quality of coir will help it to
hold its ground even as it battles competition from synthetic fibers in today's developing world.
The development of geo textiles, which helps protect the soil and in turn the environment, by
acting against soil erosion is the best advertisement for coir in recent times
The coir industry in India has a strong position in the export orientation since the early days,
when dominated by European companies. At the beginning of the independence of the local trade
in the hands came a turning point in the history of the coconut industry in India. Structure of
production and relations has changed significantly. The pattern of exports and product mix has
changed very much drastically. With the level fiber and yarn exports, India is an exporter of the
goods with added value. Which in turn led to significant change in total volume and value of
exports. During the year 1950 the average export volume dropped to 73,200 tons per year and
then in the year 1960 the export volume decreased 62,300 tons per year. It was back to 45,700
tons per year in the 1970's and 26,700 tons in the 1980. From an average annual report

realization of rs.80 million in 150 of rs.120 million in 1960, Rs. 210- rs.300 million in 1+970 and
1980 , until the mid-90's it was rs.1,710 million in sales to rs.3400 million in 2003.
HISTORY
The history of coir in India started with the association of kerala state which dates back to the
19th century. Between the Western Ghats the Arabian sea on the west, kerala is one of the most
beautiful state in India. a tropical paradise of waving coconut palms and wide sandy beaches
these thin strip of costal territory of slopes of from the mountain Ghats in the cascade of lush
green vegetation and varied fauna . One of the most commonly sees tropical trees in the kerala
the coconut tree.

In fact, even the name kerala is derived from there trees everything Kerala's culture to its dishes
is evolved around the coconut tree.
Today Indian coir industry has come a long way from manufacturing simple ropes to various
high-end lifestyle products. India established its first coir factory in Alleppey, he might not have
visualized the kind of revolution he was launching in strange land. The Europeans and
entrenched themselves in Indian sub-continent and political revolutions of different hues were
being enacted in various parts of India. but the one that darrah launched by establishing India's
first coir factory in 1859-60's in Alleppey , popularly known as the Venice of the east , was that
has changed the face of Indian costal belt
Golden fiber had captured the European and world markets, today the coir goe-textiles or coir
bhoovastra has shot into lime light which are mainly due to its eco-friendly characteristics. They
are being usually effectively used for improving soil behaviors, preventing soil erosion, and in
helping consolidation of soil. Coir is a 100% organic and biodegradable fiber which has great
water absorber and has greater advantage of coir is that provides an ecological niche for raip
establishment of coir being geo-textiles come mind boggling range of woven and non- woven
varieties available for bio engineering, including geomeshes , grids, geo-beds , anti- weed
blankets , needed felts , erosion, control blankets , geo-rolls , geo-webs , and fanciness' . The
main reason that helped the establishment of the coir spinning industry in kerala are presence of
brackish backwaters and lagoons of the state. Brackish waters had to be replenished by fresh
water at frequent intervals to wash away the water contaminated in the process of retting of
husks, and kerala was naturally endowed with facility. This made an essential establishment of
the industry so firmly in India and particularly in kerala, even though coconut production was
significantly high in several other countries like Indonesia, Philippines, sriLanka, and Thailand
.Indian coir industry is keeping pace with the change in the technology and limping the last
developments in production techniques and designs.
31
MARKET CAPITALISATION

Kerala is the home of Indian coir industry where white fiber, accounting for 61% of coconut
production and over 85% of coir products are from women with 10.5 lakh hectares having
coconut cultivation in kerala, which accounts for 45% of the net cropped area. The coconut
output is estimated at 5759 million nut annually
Size of the industry
Total world coir fiber production is 250000 tons. Today India mainly the coastal region of the
kerala state, procedures 60% of the total world supply of the white coir fiber sriLanka produces
36% of the total world brown fiber out, over 50% of the coir fiber produced annually throughout
the world is consumed mainly in India. Together India and sriLanka produces 90% of the 250000
metrics tons of coir produced every year, recently countries such as Mexico, Indonesia, Vietnam
and certain Caribbean countries have started to supply to the global market in large scale.
DOMESTIC AND EXPORT SHARE
Coir exports from the country have already exceeded the target in 2005-06 and have also
registered an increase of 11% in quantity and 7% in value over the previous year. Exports had
touched an all-time high level of 1,36,027 tones in volume and Rs. 508.45 core in value against
the target of Rs. 490 core set of the year 2005-06. During 2004-05, exports were of the order of
1, 22,927 tones at 473, 44 core so the coir board has set an export target of 560 core in the
current fiscal.
EMPLOYMENT OPPORTUNITIES
Indian coir industry employs more than 1.5 lakh weavers and 4 lakh spinners the industries, has
been going through a bit of rough patch because of the lakh of modernization and marketing
efforts. Indian coir industry is second to agriculture as a source of employment in kerala,
providing employment tip 3.83 lakh persons, of whom 3.25 lakh are women
32
Latest Development
Indian coir industry has a phenomenal share of 89% of the global marketing for a value-added
coir products. The experts has increased from rs.250 core in 1997 to Rs.314 core during 2000-01.
Equally significant is the fact that most of these people are from the comically disadvantages
classes and 80% of the workers are women
The minimum exports price (MEP) appears set to be scraped as coir makers and exporters get
geared up to the faces competition of WTO and global makers. The Indian coir industry that
many thought was breathing its last in the early nineties I waking up to a new dawn and moving
ahead with success which can be called as the great Indian rope trick.

Recently, the experts market development assistance scheme of the board had been modified to
encourage more small exporters of coir with an exports turnover of less than Rs.2 core to
undertake promotional measures like participation in exhibition
study tour, buyer seller meet, etc.
Even with a view to encourage the sale of coir and coir product through the outlet of cooperative societies and PSU's the coir board has been granting market development assistance
(MDA) . During 2005-06, an amount of Rs.170 lakh was disbursed by way of central share of
MDA to various state governments.
33
CHAPTERTSATION
CHAPTER 1-INTRODUCTION TO THE STUDY
This chapter is classified into different parts they are,
introduction
Introduction to the company
introduction to research methodology
Limitations
Chapterization
INDUSTRY PROFILE
COMPANY PROFILE
CHAPTER 2. THEORETIAL BACKGROUND
This chapter consists of definitions from the subject gives of study and the each chapter
reference also.
CHAPTER 3. DATA ANALYSIS AND INTREPRETATIONS
This chapter contains the analysis of data which is done by taking each question and
Analysis was carried out by question and using percentage analysis. In this method all the given
data is converted into percentage and represented in the form of bar graph
CHAPTER 4. FINDINGS, SUGGESTIONS AND CONCLUSIONS

This chapter contains findings, suggestions and conclusions.

BIBLIOGRAPHY
Each reference should give details regarding the author(s), title of book, details regarding year of
publication, name of the publishers, etc.
APPENDIX
Every project report contains necessary annexure wherein the Performa of questionnaire/
interview schedule should be enclosed in original
34
QUESTIONNAIRE
The questions are arranged logical sequence. The questionnaire consists of a variety of questions
presented to the employees for the response. Multiple choice questions, rating scale Questions
were used in constructing questionnaire.
35
CHAPTER II
THEORETICAL BACKGROUND
36
Concept of Motivation
Motivation in the most general sense of the term, is an attempt to explain why behavior occurs
(e.g.: why people do what they do). Many educators believe motivation is a perquisite for
learning. Behaviorists, though, view it as a collateral product of learning because it is, itself,
learned (Richard. 1972).
He force or push, which activates the organism to action, has been variously called need,
motivate, goal and drive or desire. It is necessary to distinguish between the meanings of these
terms.
NEEDS:
A need is a condition of lack or deficit of something required, which the organism finds
necessary to satisfy in order to maintain its existing balance. Needs are of different types. The
need for food or water is a physiological need. The other social needs may be contact with other
persons around is a social need. The other social needs may be contact with other persons around
is a social need. The other social needs may be need for prestige, money status, affection, self-

esteem and so on. A person becomes more aware of his needs when there is a deficit in their
fulfillment .The need may be broadly categorized as primary basic or physiological needs and
secondary or social needs
MOTIVES:
The term motive refers to goal directed behavior and energizing conditions within the organism
that drives behavior. It is generally used to refer to certain conditions within the individual which
besides arousing, actually predisposes him to respond or behave in a way appropriate to the
satisfaction offends. Motives

Importance of Motivation
Motivation is an important factor in the learning process. Motivation implies the arousal and
maintenance of interest in the learning. Interest is a basic factor in learning. No learning can take
place without the interest of the learner. This means that motivation plays a vital role in learning.
In fact no real learning can take place without motivation. Motivation brings the learner to the
proper frame of mind for learning. It concentrates the attention and energy of a person on the
activity or knowledge to be learnt (Bhatia, 1977).
One of the heads primary task is to motivate people in the organization to perform at high levels.
This mean getting them to work hard, come to work regularly and make positive contributions to
the organizations mission. But job performance depends on ability and environment as well as
on motivations. It was assumed that motivation had to be generated from outside , but it is now
understood that each individual has his own set of motivating forces. It is the duty of the heads of
institutions to carefully identify and address these motivating forces (Moorhead and Griffin ,
1995).
Managers need to provide organizational climate to ensure that their employees can see that
working towards the organizational goals they are also achieving some of their goals. These
goals could be such things as financial rewards or personal rewards such as the respect of their
colleagues or job satisfaction or a combination of ay number things that the employee considers
to be important. (Peptone and Bruce, 1999)
Motivational Inducement Systems
Inducement systems are those design aspects of an organization which act to energize, direct, or
sustain behavior within the organization. The most commonly studied inducement systems are
the reward, task, managerial and social inducement systems. The reward system involves the
design and implementation of formal reward systems in the organization, such as the
compensation system and the promotional system. The task inducement system is involved with
the motivational aspects of job and task design. The managerial inducement system drives

its motivational properties from aspects of leadership style. Finally, the motivational impact of
the work group or the organization as a social system defines the social inducement system.
Motivational Inducement Systems are the tools that a manager uses to create a motivating work
environment (Leonard et al; 1999)
A managers assumptions about employee motivation and use of rewards depend on his/ her
perspective of motivation. Practicing managers have been interested in applying motivational
concepts in the work place. Three distinct perspectives on employee motivation that have
evolved are the traditional approach. The most recent theories about motivation represent a
fourth perspective called contemporary approaches (Kreitner, 1995).
Kreitner (1995) states: The study of employee motivation really began with work of Frederick
W Taylor on Scientific management that pertains to the systematic analysis of an employees job
for the purpose of increasing efficiency. Economic rewards are provided to employees for high
performance. The emphasis on pay evolved into the perceptions of workers as economic people
were paid strictly to the quantity and quality of their work outputs.
A more sociable employee in managers mind gradually replaced the economic man.
Hawthrone studies at a Western Electric plant, non economic rewards such as congenial work
groups who met social needs, seemed more important than money motivator of work behavior
(Kreitner, 1995)

Human Resource Approach

The human resource approach carries the concepts of economic man and social man further to
introduce the concept of the whole persons. Human resources theory suggests that employees are
the complex and motivated by many factors. This approach believed that earlier approaches had
tried to manipulate that employee are competent and able to make major contributions, manger
can enhance organizational performance. The static or content models of work motivation
provide a somewhat perspective approach to work motivation. On the other hand the more
dynamic theories, often termed process theories are more complex (Kreitner, 1995)
Contemporary Approach
Three types of theories dominate contemporary approaches to employee motivation. The first are
content theories, which stress the analysis of underlying human needs. Content theories provide
insight into the needs that can be satisfied in the work place. Process theories concern the
thought process that influence behavior. (Kreitner, 1995).
TYPES OF MOTIVATION
Motivation can be considered as internal or external. Internal motivators are inside the
individual. These are things that make him want to do a good job for his own reasons such as

pride of accomplishment, a desire to live up to the expectations of a respected superior etc.

external motivators are the things outside the individual that cause him to work such as wages,
the desire to avoid discipline from the boss and so on.
Reeve (2001) STATES: Motivation can come from two sources, the extrinsic and intrinsic.
People may be motivated by factors in the external environment such as pay, supervision,
benefits and job perks, this is referred to as extrinsic motivation. They may also be motivated by
the relationship between worker and the task. This type of motivation is called intrinsic

motivation. These factors simultaneously, but we will distinguish between them as they relate to
specific levels of motivation.
According to Decci (1993), motivation is extrinsic as well as intrinsic and some psychologists
stress the importance of extrinsic motivation. Working for externally determined reward is
extrinsically motivated behavior while peoples desire to learn foe satisfying their curiosity and
feel competent is intrinsic motivation. Both intrinsic and extrinsic motivations are important for
learning. Teachers must balance intrinsic and extrinsic motivation. Especially when there is little
immediate satisfaction in the learning situation. Intrinsic motivation cant sustain all activities.
Extrinsic motivation is often necessary for persistence behavior (Arif, 2003)
Extrinsic Motivation
Extrinsic motives depend instead on needs that must be satisfied by external reinforces. It is
related to tangle rewards such as salary and fringe benefits, security, promotion and condition
of work. It is what is done to or for people to motive them. Extrinsic rewards result from the
actions such as supervisors and more easily controlled by managers. It will be important in
attracting and retaining employees and increasing effort and minimizing dissatisfaction ( Crowl
et al; 1997)
Intrinsic Motivation
Intrinsic motivation, then, is motivation which comes from the inside of a person. It is an
emotional preference for a task that gives us pleasure and enjoyment. Intrinsic motives are those
which are those which are satisfied by internal reinforces. Intrinsic motivations are selfgenerated factors which influence people to behave in a particular way or to move in a particular
direction. They are related to psychological rewards such as the opportunity to use ones ability,
a sense of challenge and achievement, positive recognition and being treated in a caring and
thoughtful manner. They are those that individuals receive for themselves.
Intrinsic motivation arises from having a strong emotional interest in an activity and a sense of
freedom and autonomy related to it (Dec I, 1975)

PRINCIPLES OF MOTIVATION
Basic principles of motivation exist that are applicable to learning in any situation. Principles
directly related to motivation are numerous, but only those that provide the greatest help to the
teacher are listed below:
All behavior is motivated. everyone is motivated ( just not in the same direction )
Motivation derives from needs or desire that are internal to the individual. Therefore, others
cannot motivate an individual. They must manipulate the environment that will attract or repel
individual behavior.
Motivation will not always overcome a poor book. Poor institutions, or a poor learning
environment.
Internal motivation is longer lasting and more self- directive that is external motivation, which
must be repeatedly reinforced by praise or concrete rewards.
Incentives motivate learning
Different cultures use different motivators. Each generation uses a somewhat different set of
motivators.
It is difficult to have a feeling of responsibilities unless one has chosen to attempt the task.
Imposed tasks are ones for which we usually do not feel responsibility.
Much of motivation comes from doing with others , we from communities, which are support to
get security, identity, shared values and people who are like and us. We are motivated to maintain
these communities ( Robbins, 1994)
HUMAN MOTIVES
A motives represent individuals reason for choosing one certain behavior from among several
choice needs. Most people probably can experience the many different types of human needs.
There are, however, large inter and intra-individual differences in the strength of needs or
motives. Some people can be characterized by a strong needs for achievement and low fear of
failure, while others have a strong fear but no need for success.

Primary Motives
According to Luthans (1995), Psychologists do not totally agree on how to classify the various
human motives, but they would acknowledge that some motives are unlearned and
psychologically based. Such motives are variously called physiological, biological, unlearned, or

primary. The last term primary does not imply that this group of motives always takes
precedence over the general and secondary motives.
Secondary Motives
Secondary motives are closely tied to the learning concepts. A motive must be learned in order to
be included in the secondary classifications. Numerous important human motives meet this
criterion. Some of the more importance ones are power, achievement, or as they are commonly
referred to today.
Power Motives
Power is inevitable in modern organizations, according to Luthans (1995), one advocate of the
positive and constructive use of power. It must be used because managers must influence those
depend on. Power also is crucial in the development of managers self- confidence and
willingness to support subordinates. One who is in responsible position in business, government,
unions, education or the military may also exhibit a considerable need for power. The power
motive has significant implications for organizational leadership and for informal political
aspects of organizational leadership and for the informal political aspects of organization
(Luthans, 1995)

Affiliation Motives
Affiliation plays a very complex but vital role in human behavior. Sometimes, affiliation is
equated with social motives and groups dynamics. The affiliation is equated with social motives
and group dynamics. The affiliation motive id neither as broad as implied by the definition of
social motives nor as comprehensive or complex as is implied by definition of group dynamics.
The study of affiliation is further complicated by the fact that some behavioral scientists believe
that it is an unlearned motive (Luthans, 1995).
Achievement Motives
McClelland (1961) identified and wrote about all aspects of need for achievement, each
corresponding to an underlying need that he believes is important for understanding individual
behavior .Very simple, the achievement motive can be expressed as a desire to perform in terms
of a standard of excellence or to be successful in competitive situation. The specific
characteristics of a higher achiever are moderate taking, need for immediate feedback, and
satisfaction with accomplishment and preoccupation with the task (Luthans, 1995)
Status Motives
Status can be simply defined as the relative ranking that a person holds in a group, organization,
or society. Under this definition, any time two or more persons are together, a status hierarchy
will evolve, even if both have equal status. The symbols of the status attempt to represent only

the relative ranking of the person in the status hierarchy. The definition also corrects the common
misconception that status means high status. Everyone has status, but it may be high or low,
depending on how the relative positions are ranked (Luthans, 1995).

Personal Motives
Individuals interest, attitudes. Self concept and life- goals are the examples of personal
motives. Since interest shows dispositions to act positively or negatively in regard to something,
but both function as motivators. Without an interest one may not like to act in a situation. But
active interest functions as a strong motive. Similarly a persons attitudes will attract him toward
certain situations and repel him from others (Kundu, 1985)
DEFINITIONS
James R Linder (1998) in his research work named understanding employee motivation
studied about role of motivational factors of the employees at the Ohio state University, Piketon
Research and Extension Centre and Enterprise center. He addressed ten motivating factors in the
context of employee motivation theory concluded that interesting work and good pay are key to
higher employee motivation along with job enrichment and promotion, internal and external
stipend , monitory and non-monitory compensation
Bradley E Wright prepared a paper for presentation at the seventh National public Management
Research Conference, Georgetown University ,Washington DC ,2003 titled Towards
understanding task, mission , and public service motivation , a conceptual and empirical
synthesis of goal theory and public service motivation.
Barbara J Riesman, (2002) in his work Insight into employee motivation, commitment and
retention concluded that employee commitment. Productivity and retention issues were emerged
as the most critical work force management challenges of the immediate.

Steve Y Lam and Conard H W Tang ,department of land surveying and geo
informatics , Hong Kong , Polytechnic University , Kowloon, china In their paper titled
Motivation of survey employees in construction projects provides surveyors with a practical
and concise explanation of the management concepts and techniques needed to motivate todays
survey employees in construction projects. It reviews key motivation concepts, describes how to
apply theory into practice.
Ali Dahma Al Aamri (2010) in his work Employee motivation in Private Organization
concluded that effective employment management leads to a competitive advantage in the form
of more motivated workforce by extension improved operational and business performance.

Stefan Seiler ,Bogdan Lent , Malgorzata , Pinkowska and Melanie Pinazza an integrated model
of factors influencing project validated the motivational managers motivation , findings from
swiss survey validated the motivational factory inventory for project managers that factors
related to compensation are less important for project managers in Switzerland.
DalitaBalassanian in her Conference Paper, working draft (2006) , Incentives Systems
: Incentives , motivation and development performance capacity development group
,studied about how the incentives and other motivators can be utilized to mobilize
capacity and to promote development performance.
46
CHAPTER III
DATA ANALYSIS AND INTREPRETATIONS

Table 1
Experience in year

No. of respondent

Percentage

Below 1

15

30

1-3

20

40

3-5

10

Above5

10

20

Total

50

100

120

100

80

no of respondent
60

percentage

40

20

0
below 1

1 to 3

3 to 5

above 5

total

Interpretation
: in this category it is understand that 40% of the people were 25-35 age group only least were
below 25
48

Table 2
Educational qualification of employees
Educational Qualification

No.of respondent

Percentage

SSLC

10

20

Graduate

10

20

PG

20

40

Others

10

20

Total

50

100

120
100
80
60

no of respondent percentage

40
20
0
SSLC
Interpretation

Graduate

PG

Others

total

From the above table we can analyses that 40% of respondent were PG post and Graduates only
least people were SSLC
49

Table 3
Marital status of employees working in the organization
Marital status

No. Of respondents

Percentage

Single

20

40

Married

30

60

Total

50

120

100

80

No . Of respondants
60

40
Percentage

100

20

0
Simgle

Married

Total

Interpretation
From the above table it is understand that 60% respondent were married and 40% were single.
50

Table 4
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

percentage

respondent

63

27

70

37

12

30

11

100

39

100

Financial incentives

Non-financial
incentives

Total

Chart 4
80
70

60
50
40
30
20
10
0
Below 5 years of

Above 5years experience

experience

Financial incentives

Non-financial incentives

Interpretation
It is observed that bot the category, majority of the employees prefer to receive financial
incentives. The proportion of employees who support financial incentives in higher in the people
with above 5 years of experience
51

Table 5
Shows the response of employees on the statement wages and salary provided by the
company it quite satisfactory
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

0
Strongly agree

percentage

respondent

Agree

72

29

74

Neutral

28

12

Disagree

12

Total

11

100

39

100

Chart 5
80
70
60
50
40
30
20
10

0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is understood that majority of employees in both the category are satisfied with the wages and
salary provided by the company. However some of the employees with more than 5 years of
experience shows more dis satisfaction
52

Table 6
Shows the response of employee on the statement bonus paid by the company is quite good
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

percentage

respondent

36

26

66

Agree

55

12

30

Neutral

Disagree

Total

11

100

39

100

Strongly agree

Chart 6
70
60
50
40
30
20
10
0
Strongly agree
Below 5 years of experiencence

Agree

Neutral

Disagree

Above 5years experience

Interpretation
It is observed that in both of the category almost all employees are satisfied with the bonus paid
by company. The category of employees with more than 5 years of experience is highly satisfied
53

Table 7
Shows the response of the statement increase in the salary after a reasonable period of time.
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

18

33

73

37

95

Strongly agree

Agree

Neutral

Disagree

Total

11

100

39

100

Chart 7
100
80
60
40
20
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is observed that in both of the category almost all employees agree that there is good
reasonable increase in salary after a reasonable period of time. The proportion of agreement is
higher second category when compared to first
54

Table 8
Shows the response on the statement of promotion opportunities are effective
opinion

Below 5 years of experience

Above 5years experience

No of

No of

respondent

percentage

respondent

percentage

Agree

74

20

Neutral

18

14

Disagree

23

58

Total

11

100

39

100

Strongly agree

Chart 8
80
70

60
50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is observed the first category of employee, proportion of satisfied employees is high while in
the second category of employee with experience more than 5 years of people are dissatisfied
55

Table 9
Shows the relationship in the organization are motivating
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

3
Strongly agree

percentage

respondent

28

23

Agree

54

25

65

Neutral

18

Disagree

10

Total

11

100

39

100

Chart 9
70
60
50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is observed that the employees having experience below 5 years almost agreed relationship
exist in the organization are motivating. Employees having higher experiencing had opposite
opinion to 10.25% remain neutral and the remaining people are agreeing with this
56

Table 10
Shows the response of the statement support from the coworkers is an important factor with
helps to archive better performance
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

percentage

respondent

27

39

Agree

55

25

47

Neutral

18

Disagree

12

Total

11

100

39

100

Strongly agree

Chart 10
60

50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
Employee with less year service feel that support from co-workers is essential for archiving
better performance .18.18% has no response while the remaining are agreeing with it employee
with more experience have a mixed response
57

Table 11
Shows the response on the statement good employee relation exist in the organization
Opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

18

10

54

25

78

Strongly agree

Agree

Neutral

18

Disagree

50

12

Total

11

100

39

100

Chart 11
90
80
70
60
50
40
30
20
10
0

Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
Proportion of employee agreeing both category is higher (54.54% agree, 18.18% strongly agree
in the first category and 76.92% agree, 10.25 % strongly agree in second category) it is observed
that a good employer employee relation exist in the organization have ever a small shows
disagreement
58

Table 12
Shows the response on the statement trade union is necessary in the organization
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

Percentage

respondent

14

35

Agree

55

24

63

Neutral

27

Disagree

18

Total

11

100

39

100

Strongly agree

Chart 12
70
60
50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is observed that most of the employee in both category is of the opinion that trade union is an
essential element in the organization
59

Table 13
Shows the response to the statement performance appraisal system in the organization
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

19

12

Strongly agree

Agree

Neutral

Disagree

73

26

69

Total

11

100

39

100

Chart 13
80
70
60
50
40
30
20
10
0

Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
It is observed that most of the employees in the organization feel that the performance appraisal
system existing in the organization is not much effective in both the category about 72.73% and
71.77% are dissatisfied with the system.
60

Table 14
Shows the response on the statement challenging work environment and opportunities for
advancement
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

Percentage

respondent

Agree

54.54

13

30.76

Neutral

9.09

5.12

Disagree

36.37

22

56.42

Total

11

100

39

100

Strongly agree

Chart 14
60
50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
In the first category of employee with experience below 5 years majority of people agree that are
provided with challenging work environment while in the second category majority of people
disagree on the statement
61

Table 15
Shows that the response of the stamen on health and safety measures
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

73

38

99

Strongly agree

Agree

Neutral

Disagree

Total

11

100

39

100

Chart 15
120
100
80
60
40
20
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
In both of the category majority of people agree that health safety measures provided by the
company.
62

Table 16
Shows the response on the statement management never exerts negative reinforcement like
pressure threat of demotion etc.
opinion

Below 5 years of experience

Above 5years experience

No of

percentage

respondent

No of

percentage

respondent

11

100

17

Agree

32

83

Neutral

Strongly agree

Disagree

Total

Chart 16
120

11

100

39

100

100
80
60
40
20
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
All the employee agree that the there were negative reinforcement exist in the company
63

Table 17
Shows the response on the statement periodic counseling is provided in the organization
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

Agree

73

35

90

Neutral

Disagree

18

Strongly agree

Total

11

100

39

100

Chart 17
100
90
80
70
60
50
40
30
20
10
0
Strongly agree

Interpretation

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

In the first category of employee with less than 5 years of experience it is understood that
81.82% are satisfied with their working condition and have job security. In the second category
of employee having more than 5 years of experience about 77% agree and reaming 5.12%
remain neutral
64

Table 18
Shows the response on the statement on degree of communication
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

Strongly agree

percentage

respondent

12

Agree

82

29

76

Neutral

Disagree

18

Total

11

100

39

100

Chart 17
90
80
70
60
50
40
30

20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
In the first category of employee with less than 5 years of experience, it is understood that
81.82% are satisfied with their degree of communication. In the second category of employee
having more than 5 years 77 % are agrees and 5.12% remain neutral
65

Table 19
Shows the response to the statement good performance are always recognized
opinion

Below 5 years of experience

Above 5years experience

No of respondent

No of

percentage

percentage

respondent

73

14

35

N0

27

25

65

Total

11

100

39

100

Yes

Chart 19
80
70

60
50
40
30
20
10
0
Below 5 years of

Above 5years experience

experience percentage

percentage

yes

no

Interpretation
In the first category 73% agree that recognition and appreciation result in increased effort and in
the second category 64% doesnt agree to it
66

Table 20
Shows that the statement good performance are always recognized
opinion

Below 5 years of experience

Above 5years experience

No of

No of

percentage

respondent

percentage

respondent

14

14

35

Strongly agree

Agree

Neutral

Disagree

36

22

57

Total

11

100

39

100

Chart 20
60
50
40
30
20
10
0
Strongly agree

Agree

Neutral

Disagree

Below 5 years of experiencence

Above 5years experience

Interpretation
In the first category 73% agree that recognition and appreciation result in increased effort and in
the second category 64% doesnt agree to it
67
CHAPTER-VI
FINDINGS, SUGGESTIONS CONCLUSION
68
FINDINGS
Employees prefer to receive financial incentives rather than non-financial incentives.
Wages and salaries provided by the company is quite satisfactory. In the second category, some
of the employees are dissatisfactory.
Employees are not satisfied with company's policy of profit sharing.
Employees with the experience below 5 years feel that they are provided with effective
promotional opportunities while employees having above 5 years feel that they are not provided
with effective promotional opportunities.
Relationships existing in the organization opportunities.
Support from the co-workers is considered as important by the people who are having less
experience; while the other people feel that support is not necessary and they are self-reliant.

Almost all employees with experience above 5 years feel that trade union in the organization is
an essential element, while some of the employees with less experience feel that trade union is
not much essential.
Present working condition and job security provided by the organization are quite good.
Performance appraisal system existing in the organization is ineffective.
Employees with fewer experiences feel that they are provided with challenging working
environment and opportunities for advancement while employees with more years of experience
feel that they are provided with challenging working environment and opportunities are limited
in the organization.
Employees with less than 5 years experience feel that there is good communication between
management employees. But employees having more than 5 years experience feel that the level
of communication have to be better.
Employees with experience less than 5 years feel that grade are the most important factors
followed by job security, satisfaction, recognition, relationship, and motivational talks.
Employees with more than 5 years of experience considered job security and satisfaction are the
most important followed by money and grade, relationship, recognition, reward and motivational
talks.
69
It is found that motivation plays an important role in raising the level of employee performance.
SUGGESTIONS
Non-financial incentive plan should also be implemented; it can improve the productivity level
of the employees.
Effective promotional opportunities should be provided to employee especially to those who are
having experience above 5 years.
Most of the employees agree that performance appraisal activities are helpful to get motivated,
so the company should try to improve performance appraisal system, so that they can improve
their performance appraisal system, so that they can improve their performance.
Management should try to include employees while talking decisions, rather than having a
centralized decision making process because decentralized process will increase the morale of
employees.
Skills of the employees should be appreciated.

Better carrier development opportunities should be given to the employees for their
improvement.
Canteen facility should be provided to the employees as it also increase the employee
satisfaction.
70
CONCLUSION
The study conclude that the motivational program in Kerala Balers Pvt.Ltd Alappuzha is found
effective but not highly effective. The study on employee motivation highlighted so many factors
which will help to motivate the employees. The study was conducted among 50 employees and
collected information through structured questionnaires. The study provides findings which were
related to employee motivational programs provided in the organization are satisfactory.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction can still concentrate on specific areas which are evolved from his study in order to
make the motivational programs more effective. Only if the employees are properly motivated,
they work well and only if the employees are properly motivated, they work well and only if they
work well, the organization is going to benefit out it. Step should be taken to improve the
motivational programs procedure in the future.
71
APPENDIX
72

APPENDIX
QUESTIONAIRE
Respected Sir/Madam,

As a part of my main project I would like to gather some information from you which will help
me in depth study of project .I would be thankful if you co-operate with me in fulfilling this
questionnaire. Since the questionnaire id being for academic purpose, the information gathered
will be strictly confidential.
Kindly fill the following
1) Personal details
Age: Below 25 [ ]
35-45

25-35 [

Above 45 [

Designation:
Experience (in yrs)

Below 1 [
3-5

] 1-3 [

] Above [

2) The rank 1 assigned to the factor according to its impact on the motivation are as (rank 1, 2, 3,
4, 5 respectively)
No

Factor

Money and grade

Relationship at the work

Rank

Place

Job security and job

Satisfaction

Motivational talks and

counseling

Recognition and rewards

73
Money and grade
3)Choose the type of incentives that you considered most significant
Financial [ ]Non financial [ ]
4) Tick the following statement
No

Statement

Strongly

Agree

Neutral

Disagree

agree

Wages and
salaries
provided by
the company
are quite
satisfactory

Bonus paid by
the company
are good

Company
share a portion

of its profit
with the
employees

Leave with
pay are
granted

Medical
reimbursement
and ESI are
provided

74
5) The wages and salaries received by me is through :
Straight piece rate system [ ]Time rate system [ ]

6) There is always a salary increase after reasonable period of time

Strongly agree [ ]

Agree [

Neutral [ ]

Disagree [

7) I have provided a salary increase after reasonable period of time

Strongly agree

[ ] Agree

[ ]

Neutral

[ ] Disagree

[ ]

8) My relationship in this organization always keep me motivated

Strongly agree [

Agree [

Neutral

[]

Disagree

[]

9) Support from the co- worker is an important factor which helps me to achieve a better
performance
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

10) I feel that a good employee relationship exist in this organization

Strongly agree [

Agree [

Neutral

[]

Disagree

[]

75
11) In my opinion a trade union is necessary in this organization
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

12) I am very much satisfied with the present working condition provided by the organization
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

13) My opinion about the performance evaluation of the organization

Excellent [

Very good [

Good

[]

Poor

[]

14) I think I am provided with the challenging work environment and opportunities for
advancement
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

15) Organization also provides good health and safety measure for the welfare of employees
Strongly agree

[ ] Agree

[ ]

Neutral

[ ] Disagree

[ ]

76
16) Management takes special care to includes us in decision making which are connected to out
particular department
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

17) Management never exerts negative reinforcement like pressure, threat of demotion etc .,
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

18) Management provides the worker with periodic counseling which result in rise in
motivational level.
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

19) Recognition and appreciation of employees by management will result in increased effort
Strongly agree [

Agree [

Neutral

[]

Disagree

[]

20) I think I am provided with challenging work environment and opportunities for advancement

Strongly agree [

Agree [

Neutral

[]

Disagree

[]

77
BIBLIOGRAPHY
78

BIBLIOGRAPHY
Ashwathappa K Human Resource and Personal Management ,Tata McGraw Hill, Third
edition, 1999
Gupta K Shahi , Rosy Human Resource Management
REASEARCH ARTICLES
R Linder James Understanding Employee Motivation , 1998
E Wright Bradley Towards Understanding Task, Mission & Publish Service Motivation ,2003
Balassanian Dalitha Incentive System, 2006
79
80
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