Project Report On STUDY ON EMPLOYEE MOTIVATION IN BHL.

Submitted in Partial Fulfillment for the Award of the Diploma of Post Graduate Diploma in Management (Session 2010-12)
DEPARTME NT OF MANAGEMENT

INSTITUTE OF NOIDA

MANAGEMENT STUDIES,

A UGC Recognized Institute A-8B, Plot C, Sector-62, Noida

Project Guide:Mr. Sandeep Sharma (Sr.Officer HR)

Employee Motivation Project Report,(Asha Tariyal)

SUBMITTED BY:Asha Tariyal

Roll No :-PGD-10029
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INSTITUTE OF MANAGEMENT STUDIES, NOIDA A UGC Recognized Institute A-8B, Plot C, Sector-62, Noida DECLARATION

I Asha Tariyal bearing Roll No PGD 10029 Class PGDM 3 rd Trimester Section B of the Institute of Management Studies, Noida hereby declare that the Project Report entitled Study on Employee Motivation in Bajaj Hindusthan Ltd. Noida, is an original work and the same has not been submitted to any other Institute for the award of any other diploma. The suggestions as approved by the faculty were duly incorporated.

Signature of Student Countersigned Signature of Faculty Guide

ACKNOWLEDGEMENT
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I take this opportunity to express my gratitude towards those, whose guidance and co-operation has helped me immensely during the completion of this project. This project bears the imprint of many people who are directly or indirectly involved in successful completion of this endeavor. With great esteem and reverence, we wish to express our deep sense of gratitude towards the employees of BAJAJ HINDUSTHAN LTD. who took time for me, from their busy schedule and provided us such a valuable knowledge. For their unstinted and invaluable guidance, I wish to express my heartfelt gratitude to my guide Mr.Rajeev Bhatnagar (zonal head HR), Mr. Sandeep Sharma (Sr.Officer HR). My special thanks to the internal guide of my college Ms. Praachi Aggarwal for giving me the opportunity to undergo 2 months of summer training and for guiding me throughout the project. Stepping as a raw individual into the big business world so confidently would never have been possible without their support. I also convey my thanks to my friend Vidushi Bhardwaj who lend a supportive hand by giving their views, ideas, thoughts and opinions which inspired me to accomplish this assignment. To conclude I would just like to state that this internship proved to be an immense source of learning for me and the 2 months of rigorous training in the field of practicality that I underwent at BAJAJ HINDUSTHAN would out beat any other source of learning in comparison. Thank you every one, once again Asha Tariyal PGDM Institute of Management Studies Noida .

EXECUTIVE SUMMARY

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

CONTENTS
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Sl.No. 1.

2. 3. 4. 5. 6.

7.

8.

9. 10. 11. 12. 13.

Particular Introduction Brief about BHL Indian sugar Industry World sugar market History of Sugar Sugar production process By products Process of making sugar Sugarcane material balance BHL sugar Units BHL Spread Hierarchy Vision, Mission & Value Introduction of HR in BHL Meaning MBO HR Policy Procedure Employee motivation in BHL Objective of the study Research hypothesis Research problem Significance of the study Research methodology Literature Review Concept of motivation Definition of motivation Significance of motivation Motivation process Theories of motivation Types of motivation Analysis & interpretation of data Findings Limitations Bibliography Appendices

Page no. 6-16

17 18 19 20 21-25

26-30

31-38

39-53 54 55 56 57-60

INTRODUCTION
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A.

INDIAN SUGAR INDUSTRY

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India is a major source of sugar and sugarcane. The sugar industry of India is the second biggest manufacturer of sugar after Brazil. At present more than 5million hectare of land is allocated for sugarcane cultivation with a productivity of 69 tonnes on each hectare. Over the past few years, the Indian to the common man by increasing the sugar industry is giving sleepless nights domestic prices to a great extent. The

price rise has attained new heights due to supply scarcity. The consumption demand of sugar in India is around 23 m tones while the production is less than 16 m tones a year. 2010 Budget Sugar Industry Expectations are the decontrolling of the sugar industry by the government in terms of costs and tariff allocation, re- establishing sugar trading measures, abolition of release order device, improving productivity by introducing improved technology, revitalization of financially unwell units via disinvestments, tax exemption till another 5 years and promotion of ethanol. The sugar industry expects the administration to include the ethanol schemes under section 80-IA of the IT Act. The industry also expects tax relief as well expansion of the income tax advantages to the ethanol schemes.

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B.

WORLD SUGAR MARKET- INDIAN SUGAR MILLS ASSOCIATIONS

The second revision of the world sugar balance forecast for the period from October 2009 to September 2010 shows a widening gap between world consumption and global output. The world sugar economy is facing the second consecutive year of a significant gap between world consumption and production. World production is now put at 157.160 million tonnes, raw value, up by 4.678 million tonnes or 3.07% from the last season. Generally sugar crops in the worlds leading producing countries with the exception of the EU, Russia, and, probably, India are now likely to be lower than expectations at the beginning of the season. World consumption is expected to grow at a rate significantly lower than the long-term 10 year average (1.48% and 2.66%, respectively). The lower growth is attributed to soaring world market prices as well as some lingering impacts of the 2008/09 global recession on sugar consumption growth rates. The ISO does not anticipate that the projected renewed global economic growth will significantly stimulate sugar consumption in the course of 2009/10, particularly taking into account high world market prices. Even so, global use of sugar is expected to reach 166.585 million tonnes. Therefore, the growth in global production is far too small
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to cover anticipated increases in sugar consumption, and the world statistical deficit is expected to reach 9.425 million tonnes as against 7.247 million tonnes projected in November. A summary of the revised world sugar balance in 2009/10 is provided in the table below.
World Sugar Balance 2009/10 2008/09 Change in mln t 4.678 2.432 4.213 2.086 -7.300 in % 3.07 1.48 8.41 4.17 -12.09

(mln tone, raw value) Production Consumption Surplus / Deficit Import demand Export availability End Stocks Stocks/Consumption ratio in% 157.160 166.585 -9.425 54.281 52.156 53.068 31.86 152.482 164.153 -11.671 50.068 50.070 60.368 36.78

Source: ISO quarterly market outlook, February 2010

C.

HISTORY OF SUGAR

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The discovery of sugarcane, from which sugar as it is known today, is derived dates back unknown thousands of years. It is thought to have originated in New Guinea, and was spread along routes to Southeast Asia and India. The process known for creating sugar, by pressing out the juice and then boiling it into crystals, was developed in India around 500 BC. Its cultivation was not introduced into Europe until the middle-ages, when it was brought to Spain by Arabs. Columbus took the plant, dearly held, to the West Indies, where it began to thrive in a most favorable climate. It was not until the eighteenth century that sugarcane cultivation was began in the United States, where it was planted in the southern climate of New Orleans. The very first refinery was built in New York City around 1690; the industry was established by the 1830s. Earlier attempts to create a successful industry in the U.S. did not fare well; from the late 1830s, when the first factory was built. Until 1872, sugar factories closed down almost as quickly as they had opened. It was 1872 before a factory, built in California, was finally able to successfully produce sugar in a profitable manner. At the end of that century, more than thirty factories were in operation
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D.

SUGAR PRODUCTION PROCESS

EXPLANATION OF THE PROCESS OF MAKING SUGAR

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Sugarcane is broadly classified into three varieties early, general and unapproved. Cane is sowed during February and October every year. The first seed growth is known as the plant and subsequent growth after harvesting from the stem is known as Ratoon. The early variety has more sugar content than the general variety. Every farmer within the command area of the Mill is provided with a calendar, which tells him when he can expect a Mill Supply Ticket (Purchy), against which he will deliver the sugarcane. He then harvests the cane and transports it either in a bullock cart or tractor trolley to the mill. Cane is also bought at the mill's own centers within the command area. This cane is then transported in trucks or through rail to the mill. Cane is weighed using an electronic weigh bridge and unloaded into cane carriers. It is then prepared for milling by knives and shredders. Sugarcane juice is then extracted by pressing the prepared cane through mills. Each mill consists of three rollers: 1. Extracted juice mixed with water is weighed and sent to the boiling house for further processing. Residual bagasse is sent to boilers for use as fuel for steam generation 2. This juice is heated and then treated with milk of lime and sulphur dioxide. The treated juice is then further heated and sent to clarifiers for continuous settling.
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The settled mud is filtered by vacuum filters and filtered juice is returned to be further processed while the oliver cake is sent out
3.

The clear juice is evaporated to a syrup stage, bleached by sulphur dioxide and

then sent to vacuum pans for further concentration and sugar grain formation. Crystals are developed to a desired size and the crystallized mass is then dropped in the crystallizers to exhaust the mother liquor of its sugar as much as possible. This is then centrifuged for separating the crystals from molasses. The molasses is re-boiled for further crystallization Thus, the original syrup is desugarised progressively (normally three times) till finally, a viscous liquid is obtained from which sugar can no longer be recovered economically. This liquid, which is called final molasses, is sent to the distillery for making alcohol. The sugar thus is separated from molasses in the centrifuge is dried, bagged (50 Kg and 100 Kg), weighed and sent to storage houses. F. BY PRODUCTS MOLASSES Molasses is the only by-product obtained in the preparation of sugar through repeated crystallization. The yield of molasses per ton of sugarcane varies in the range of 4.5% to 5% Molasses is mainly used for the manufacture of alcohol, yeast and cattle feed. Alcohol in turn is used to produce ethanol, spirit, potable liquor and downstream value added chemicals such as acetone, acetic acid, butanol, acetic anhydride, MEG etc. The state government controls the export of molasses through export licenses issued every quarter. Molasses and alcohol- based industries were decontrolled in 1993 and are now being controlled by respective state government polices. Nearly 90% of molasses produced in consumed by the industrial alcohol manufacturers and the remaining 10% is consumed by the potable alcohol sector. BAGASSE
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Bagasse is a fibrous residue of cane stalk that is obtained after crushing and extraction of juice. It consists of water, fibre and relatively small quantities of soluble solids. Bagasse is usually used as a combustible in furnaces to produce steam, which in turn is used to generate power. It is also used as a raw material for production of paper and as feedstock for cattle. For their power supply as it can procure up to 90-95% of its total power requirement through captive generation from steam turbines. FLY ASH Fly ash is the residual output from the boiler furnace after bagasse has completely burnt out. This fly ash is used as a substitute for firewood. It is rich in potassium and is also used by local farmer for cultivation. PRESS MUD Press mud, also known as Oliver cake or press cake , is the residual output after the filtration of the juice. It is mixed with spent wash from the distillery and cultivated to produce high quality bio- manure.

The process of making sugar

Todays working culture demands a great deal of commitment and effort from the employees, who in turn naturally expect a great deal more from their employers. Sugarcane, is broadly classified into three varieties early, general and unapproved. Cane is sowed during February and October every year. The first seed growth is known as the plant and subsequent growth after harvesting from the stem is known as Ratoon. The early variety. Every farmer within the command area of the Mill is provided with a calendar , which tells him when he can expect a Mill Supply Ticket (MST) Purchy, against which he will deliver the sugarcane. He then harvest the cane and transports it either in a bullock cart or tractor trolley to the Mill. Cane is also bought at the Mills own centers within the command area. Sugarcane Juice is then extracted by pressing the prepared cane through Mills . Each mills consists of three rollers :Employee Motivation Project Report,(Asha Tariyal) Page 14

1. Extracted juice mixed with water is weighted and sent to the boiling house for further processing. Residual bagasse is sent to boilers for use as fuel for stem generation. 2. This juice is heated and then treated with milk of lime and sulphur dioxide. The treated juice is then further heated and sent to clarifiers for continuous settling. The settled mud is filtered by vacuum filters and filtered juice is returned to be further process while the Oliver cake is sent out. 3. The clear juice is evaporated to a syrup stage , bleached by sulphur dioxide and then sent to vacuum pans for further concentration and sugar grains formation. Crystals are developed to a desired size and the crystallized mass is then dropped in the crystallizers to exhaust the mother liquor of its sugar as much as possible. This is then centrifuged for separating the crystals from molasses. The molasses is reboiled for further crystallization. Thus , the original syrup is desugarised progressively (normally three times) till finally, a viscous liquid is obtained form which sugar can sent to the distillery for making alcohol. The sugar thus is separated from molasses in the centrifuge is dried, bagged (50 kg & 100 kg), weighted and sent to storage houses.

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SUGAR CANE MATERIAL BALANCE MATERIALS WATER BAGASSE RECOVERABLE SUGAR MOLASSES PRESS MUD SUGAR LOSSES MEASUREMENT 45% 33% 11% 5% 4% 2%

WESTERN ZONE

CENTRAL ZONE

EASTERN ZONE

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 Barkhera Kinauni Khamberkheda Budhana Maqsoodapur Thanabhawan Gola Gangnauli Paliakalan Bilai

Rudauli Pratappur Walterganj Basti Utraula Kundarki

BHL SPREAD
DIVISION AS FAR:-

HIERARCHY

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VISION, MISION &VALUES IN BHL

HR VISION BHL-HR edge is BHLs people. What BHL-HR consciously do as management is to encourage such people who dare & provide them room- not square feet to dream it. The result, that BHL would be number one. HR MISSION BHL-HR commitment is to create an organization that nurtures the talents & enterprise of our people, helping them to grow & find fulfillment in an open culture. BHL-HR business & growth strategies would be based on a strong HR foundation created through a judicious use of innovative & complementary HR process & systems. HR VALUE & BELIEF SYSTEM BHL-HR values govern the guiding principles of BHL-HR behaviour, attitude & actions. These values have been set out here under to ensure that it would act in unison as a cohesive entity. BHL-HR value respect for the individual irrespective of his organizational position. BHL-HR value integrity in it business conduct. BHL-HR value open, honest & caring communication. BHL-HR value quality in everything it do to achieve excellence. BHL-HR value achieving business objectives without injury to its people. BHL-HR value effective inter-personal relationships, team-work & collaboration with a supportive leadership who serves to get results.
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 BHL-HR value individual & organizational learning to enhance our business success.

INTRODUCTION OF HR IN BHL
MEANING OF HR IN BHL HR means creating a learning organization. HR means physical, intellectual & spiritual self-development. HR means creating conditions for others to develop & remain motivated. HR means more accountability at all levels. HR means more initiative, teamwork & collaboration. HR means trusting & trust worthiness & creation of trusting environment. HR means autonomy & experimentation.

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MANAGEMENT BY OBJECTIVE The principle behind management by objective (MBO) in Bajaj Hindusthan Limited is to create empowered who have clarity of the roles and responsibility expected from employees, to understand the objectives to be achieved & thus help in the achievement of organisational as well as personal goals. Some of the important features and advantages of MBO are: Clarity of goals.

The goals are set clear, motivating and there is a linkage between organizational goals and performance target to the employees.

The focus is on future rather than on past. Goals and standard are set for the performance of the future with periodic reviews and feedback. Motivation- Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment. Better communication and coordination- Frequent reviews and interaction between superior and subordinates helps to maintain harmonious relationships within the enterprise and also solve many problem faced during the period.

HR POLICY
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1. Those who are rated LME continuously for three years may loose their job. 2. Those who are rated DME may loose their job. 3. The rating pattern in each department would be as follows unless and until a department performs exceptionally well. Exceeding Expectation - 5% of the department-population. Meeting Expectation- 45% of the department-population. Largely Meeting Expectation- 45% of the department-population. Does Not Meet Expectation- 5% of the department-population.

4. The 360 degree performance feedback would be provided to each employee by his superiors, peers, subordinates, internal customers, external customers along with self-appraisal. 5. The number of persons involved in 360 degree performance feedback and assessment of targets achieved against Key Result Area will be:

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S No. 1 2 3 4 5

Appraisers Internal Customers External Customers Subordinates Colleagues/ Peers Boss Total

Numbers 02 02 02 02 02 10

6. KRAs to be fixed would be stricter, challenging and not about routine regular work. Number of KRAs to be finalized for each employee would be minimum six in number and maximum ten in number. 7. The written 360 degree performance feedback to be provided to each employee would be exactly as written by each respondent and no changes would be made in it. Along with the feedback, HR will provide the score given by each respondent and the overall average score. A blank 360 degree performance feedback form will also be provided to each employee for his reference.

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PROCEDURE 1. HR sends the KRA Form to the Department-Heads who get it distributed among the respective appraisers. 2. Appraisers fill up the Performance Appraisal Forms and return them to their respective Department Heads. 3. Collection of KRA Forms, compilation of ratings and identification of review cases is carried on by HR. 4. The Department Heads does review of specific cases. 5. The Department Appraisal Committee meets for decision on ratings, promotion and other areas. 6. HR compiles the Department Appraisal Committee recommendations to be provided to the Senior Management Appraisal Committee. 7. The Senior Management Appraisal Committee meets to finalize decisions on increment, promotion, job rotation, training, etc. 8. HR undertakes further follow-up action.

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EMPLOYEE MOTIVATION IN BAJAJ HINDUSTHAN LTD.

1.1 OBJECTIVES OF THE STUDY Primary objective To study the important factors which are needed to motivate the employees. Secondary Objective 1. To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. 2. To study the effect of job promotions on employees. 3. To learn the employees satisfaction on the interpersonal relationship exists in the organization. 4. To provide the practical suggestion for the improvement of organizations performance. 1.2 RESEARCH HYPOTHESIS A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the researcher considers the outcome of an investigation will be. It is an informed/educated guess. It indicates the expectations of the researcher regarding certain variables. It is the most specific way in which an answer to a problem can be stated. Research hypotheses are the specific testable predictions made about the independent and dependent variables in the study. Hypotheses are couched in terms of the particular independent and dependent variables that are going to be used in the study. The research hypothesis of this study is as follows.
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Ho: There is no significant relationship between incentives and employees performance. Ho: There is no significant relationship between career development opportunities and the extent of employee motivation Ho: There is no significant relationship between performance appraisal system and the extent of motivation. Ho: There is no significant relationship between interpersonal relationship in the organization and extent of motivation. 1.3 RESEARCH PROBLEM The research problem here in this study is associated with the motivation of employees of BAJAJ HINDUSTHAN LTD, Noida. There are a variety of factors that can influence a persons level of motivation; some of these factors include 1. The level of pay and benefits, 2.The perceived fairness of promotion system within a company, 3.Quality of the working conditions, 4.Leadership and social relationships, 5.Employee recognition 6. Job security 7. career development opportunities etc. Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the organisation. The research problem is formulated as follows: What are the factors which help to motivate the employees? 1.4 SIGNIFICANCE OF THE STUDY The study is intended to evaluate motivation of employees in the organization. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover.
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Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers who can deliver value to the organization. Proliferating and nurturing the number of true believers1is the challenge for future and present HR managers. This means innovation and creativity. It also means a change in the gear for HR polices and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs. 1.5 RESEARCH METHODOLOGY. Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford woody, research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis 1.5.1 Sample Design. A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study. 1.5.2 Universe. The universe chooses for the research study is the employees of Bajaj Hindusthan Ltd. 1.5.3 Sample Size. Number of the sampling units selected from the population is called the size of the sample. Sample of 20 respondents were obtained from the population.
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1.5.4 Sampling Procedure. The procedure adopted in the present study is probability sampling, which is also known as chance sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the sample. 1.5.5 Methods of Data Collection. The datas were collected through Primary and secondary sources. 1. Primary Sources. Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, datas collected through questionnaire. 2. Secondary Sources. Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books. 1.5.6 Nature of Research. Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive research cannot be used to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity. 1.5.7 Questionnaire. A well defined questionnaire that is used effectively can gather information on both overall performance of the test system as well as information on specific components of the system. A defeated questionnaire was carefully prepared and specially numbered. The questions were arranged in proper order, in accordance with the relevance.

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1.5.8 Nature of Questions Asked. The questionnaire consists of open ended, dichotomous, rating and ranking questions. 1.5.9 Pre-testing A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of them were collected back as completed questionnaire. On the basis of doubts raised by the respondents the questionnaire was redialled to its present form. 1.5.10 Sample A finite subset of population, selected from it with the objective of investigating its properties called a sample. A sample is a representative part of the population. A sample of 20 respondents in total has been randomly selected. The response to various elements under each questions were totaled for the purpose of various statistical testing. 1.5.11. Variables of the Study. The direct variable of the study is the employee motivation Indirect variables are the incentives, interpersonal relations, career development opportunities and performance appraisal system. 1.5.12. Presentation of Data. The data are presented through charts and tables. 1.5.13. Tools and Techniques for Analysis. Correlation is used to test the hypothesis and draw inferences.

LITERATURE REVIEW
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Rensis Likerthas called motivation as the core of management. Motivation is the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates. It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term. Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization. Issuance of well conceived instructions and orders does not mean that they will be followed. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities. 2.1 The concept of motivation The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires. There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior.

2.2 Definition of Motivation. According to Edwin B Flippo, Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.
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2.3 Significance of Motivation Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated. 1. The workforce will be better satisfied if the management provides them with opportunities to full-fill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labours turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 5. The number of complaints and grievances will come down. Accident will also be low. 6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business. 2.4 Motivation Process. 1. Identification of need 2. Tension 3. Course of action 4. Result Positive/Negative 5. Feed back

2.5 Theories of Motivation. Understanding what motivated employees and how they were motivated was the focus ofmany researchers following the publication of the Hawthorne study results
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(Terpstra, 1979).Six major approaches that have led to our understanding of motivation are Mcclellands Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. 2.5.1 McClellands Achievement Need Theory. According to McClellands there are three types of needs; 1. Need for Achievement (n Ach); This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement. 2. Need for Power (n Pow) It is the desire to control the behavior of the other people and to manipulate the surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style. 3. Need for affiliation (n Aff) It is the related to social needs and creates friendship. This results in formation of informal groups or social circle. 2.5.2 Behavioral Modification Theory; According to this theory people behavior is the outcome of favourable and unfavourable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives. More immediate is the reward and stimulation or it motivates it. Withdrawal of reward in case of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior. 2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation. The intellectual basis for most of motivation thinking has been provided by behavioral scientists, A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation. Although Maslow himself did not apply his
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theory to industrial situation, it has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations. The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behavior- as Motivators. Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self actualization needs, as shown in order of their importance. Physiological or Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job. Safety: - The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for useable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Such needs are generally met by safety laws, measure of social security, protective labour laws and collective agreements. Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group.

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Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfilment of workers urge for self expression. Some of the needs relate to ones esteem e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals. Self realization or Actualization needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person. 2.5.4 J.S Adams Equity Theory Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation. 2.5.5 Vrooms Expectation Theory Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.

2.5.6 Two Factor Theory Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style. X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives.
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People prefer to be directed Y Theory People view work as being as natural as play and rest People will exercise self direction and control towards achieving objectives they are committed to People learn to accept and seek responsibility. 2.6 Types of Motivation. Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades) 2.7 Incentives An incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa. 2.7.1 Need for Incentives Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like egosatisfaction, self-actualization and responsibility.

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INCENTIVES Financial Incentives -Wages and Salaries. - Bonus - Medical reimbursement - Insurance - Housing facility - Retirement benefits. Non-financial incentives - Competition - Group recognition - Job security - Praise -Knowledge of result - Workers participation - Suggestion system. - Opportunities for growth

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

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and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: Job performance =f(ability)(motivation) Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation. There are broadly seven strategies for motivation. Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap.

ANALYSIS AND INTERPRETATION OF DATA

1.1 Response about the support from the HR department. Sl.no. Particular 1. Highly satisfied 2. Satisfied No. of respondent Percentage 20 12 20 4
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3. 4. 5.

Neutral Dissatisfied Highly dissatisfied

20 20 20

2 2 0

INTERPRETATION The table shows that 60% of the respondents are satisfied with the support they are getting from the HR department.

1.2 Management is interested in motivating the employees.

Sl.no. 1. 2. 3. 4. 5.

Particular Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondent 20 20 20 20 20

Percentage 10 4 3 3 0

INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees.

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1.3 The type of incentives motivates you more.

Sl.no. Particular 1. Financial incentives 2. Non-financial incentives 3. Both

No. of respondent Percentage 20 3 20 1 20 16

INTERPRETATION The table shows that 80% of the respondents are expressing that both financial and non financial incentives will equally motivate them.

1.4 Satisfaction with the present incentives scheme Sl.no. 1. 2. 3. 4. 5. Particular Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied No. of respondent 20 20 20 20 20 Percentage 12 4 2 2 0

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INTERPRETATION The table shows that 50% of the respondents have no response and only 25% respondents are satisfied with the present incentive scheme of the organization.

1.5 The company is eagerness in recognizing and acknowledging employees

work. Sl.no. 1. 2. 3. 4. 5. Particular Strongly agree Agree Neutral Disagree Strongly Disagree No. of respondent 20 20 20 20 20 Percentage 0 10 4 2 2

INTERPRETATION From the study, 56% of employees agreed that the company is eager in recognizing and acknowledging their work, no respondent is strongly agreed and only 22% showed neutral response.

1.6 Job Security existing in the company. Employee Motivation Project Report,(Asha Tariyal) Page 39

Sl.no. 1. 2. 3. 4. 5.

Particular Strongly agree Agree Neutral Disagree Strongly Disagree

No. of respondent 20 20 20 20 20

Percentage 3 4 8 5 0

INTERPRETATION The table shows 20% of employees agree with good job security exist in the company.

1.7 Good relations with the co-workers.

Sl.no. 1. 2. 3. 4. 5.

Particular Strongly Agree Agree Neutral Disagree Strongly Disagree

No. of respondent 20 20 20 20 20

Percentage 5 14 1 0 0

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INTERPRETATION The table shows 70% of the respondents agree that they have good relations with co-worker.

1.8 Effective performance appraisal system. Sl.no. 1. 2. 3. 4. 5. Particular Strongly agree Agree Neutral Disagree Strongly Disagree No. of respondent 20 20 20 20 20 Percentage 4 6 8 0 2

INTERPRETATION The table shows 30% of the respondents agree to effective performance appraisal system existing in the company.

1.9 Effective promotional opportunities in present job. Employee Motivation Project Report,(Asha Tariyal) Page 41

Sl.no. 1. 2. 3. 4. 5.

Particular Strongly agree Agree Neutral Disagree Strongly Disagree

No. of respondent 20 20 20 20 20

Percentage 8 12 10 0 0

INTERPRETATION The table shows 60% of the respondents agree with effective promotional opportunities in their present job.

1.10Good safety measures existing in the organization. Sl.no. 1. 2. 3. 4. 5. Particular Strongly agree Agree Neutral Disagree Strongly Disagree No. of respondent 20 20 20 20 20 Percentage 9 5 4 2 0

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INTERPRETATION The table shows 45% of the respondents are strongly agree that there is a good safety measure existing in the company.

1.11Performance appraisal activities are helpful to get motivated. Sl.no. 1. 2. 3. 4. 5. Particular Strongly agree Agree Neutral Disagree Strongly Disagree No. of respondent 20 20 20 20 20 Percentage 2 12 4 2 0

INTERPRETATION The table shows 60% of the respondents agree that the performance appraisal activities are helpful to get motivated.

1.12Support from the co-worker is helpful to get motivated. Sl.no. Particular 1. Strongly agree No. of respondent Percentage 20 3
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2. 3. 4. 5.

Agree Neutral Disagree Strongly Disagree

20 20 20 20

11 4 2 0

INTERPRETATION The table shows 55% of the respondents agree that the support from the co-worker is helpful to get motivated.

1.13Career development opportunities are helpful to get motivated.

Sl.no. 1. 2. 3. 4. 5.

Particular Strongly agree Agree Neutral Disagree Strongly Disagree

No. of respondent 20 20 20 20 20

Percentage 5 11 3 1 0

INTERPRETATION

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The table shows 55% of the respondents agree that the career development opportunities are helpful to get motivated.

1.14Factors which motivates you the most. Sl.no. 1. 2. 3. 4. 5. Particular Salary increase Promotion Leave Motivational Talk Recognition No. of respondent 20 20 20 20 20 Percentage 11 3 1 3 2

INTERPRETATION The table shows that the 55% of the respondent is responding that increase in salary will motivate them the most.

SUMMARY This document aims at providing employees and management members with the information that can be beneficial both personally and professionally. Every business enterprise has multiple objectives including of adequate profit for payment of a reasonable rate of return to the owners and for investment in business
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through satisfaction of customers, maintenance of a contended workforce and creation of a public image. The basic job of management of any business is the effective utilization of available human resources, technological, financial and physical resources for the achievement of the business objectives. This project entitled as Employee motivation was done to find out the factors which will motivate the employees. The study undertakes various efforts to analyze all of them in great details. The researcher in this project at the outset gives the clear idea of the entire department existing in the company. From the study, the researcher was able to find some of the important factors which motivate the employees. Factors like financial incentives and non financial inventive, performance appraisal system, good relationship with co-workers, promotional opportunities in the present job, employee participation in decision making are very much effect the level employee motivation. It is also clear from the study that the company is so eager in motivating their employees and their present effort for it so far effective. The human resources can play an important role in the realization of the objectives. Employees work in the organization for the satisfaction of their needs. If the human resources are not properly motivated, the management will not be able to accomplish the desired results. Therefore, human resources should be managed with utmost care to inspire, encourage and impel them to contribute their maximum for the achievement of the business objectives.

FINDINGS
The findings of the study are follows: The B has a well defined organization structure.
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There is a harmonious relationship is exist in the organization between employees and management. The employees are really motivated by the management. The employees are satisfied with the present incentive plan of the company. Most of the workers agreed that the company is eager in recognizing and acknowledging their work. The study reveals that there is a good relationship exists among employees. Majority of the employees agreed that there job security to their present job. The company is providing good safety measures for ensuring the employees safety. From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the coworkers in helpful to get motivated. The study reveals that increase in the salary will motivates the employees more. The incentives and other benefits will influence the performance of the employees.

LIMITATIONS OF THE STUDY

The limitations of the study are the following:

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The data was collected through questionnaire. The responds from the respondents may not be accurate The sample taken for the study was only 20 and the results drawn may not be accurate. Since the organization has strict control, it acts as another barrier for getting data. Another difficulty was very limited time-span of the project. Lack of experience of Researcher. CONCLUSION The study concludes that, the motivational program procedure in BAJAJ HINDUSTHAN LTD. is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 20 employees and collected information through structured questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

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