INTRODUCTION

INTRODUCTION TO THE COMPANY

Super Cassettes Industries Private Limited, doing business as T-Series, is an Indian music
record label and film production company founded by Gulshan Kumar in 1983. It is primarily
known for Bollywood music soundtracks and Indi-pop music. As of 2017, T-Series is one of
the largest Indian music record labels, along with Zee Music and Sony Music India.

Kumar, initially a fruit juice seller in Delhi, founded T-Series as a small company selling
pirated Bollywood songs, before the company eventually began producing its own
Bollywood music. Their breakthrough came with the soundtrack for the
1988 Bollywood blockbuster Qayamat Se Qayamat Tak, composed by Anand-Milind and
starring Aamir Khan and Juhi Chawla, which became one of the best-selling Indian music
albums of the 1980s. They eventually became a leading music label with the release
of Aashiqui (1990), composed by Nadeem–Shravan, which sold 20 million copies in India
and became the best-selling Indian soundtrack album of all time. However, Gulshan Kumar
was murdered by the Mumbai mafia syndicate D-Company in 1997. Since then, T-Series has
been led by his son Bhushan Kumar and younger brother Krishan Kumar.

The T-Series YouTube channel, which primarily shows music videos as well as film trailers,
is the most-viewed YouTube channel, with 53 billion views as of 6 November 2018. With
73 million subscribers as of 2 December 2018, it also ranks as the second most-subscribed
channel behind Pew Die Pie. In addition, T-Series has a multi-channel network, with 29
channels that have more than 135 million YouTube subscribers as of November 2018 and
61.5 billion views as of August 2018.

T-Series was founded on July 11, 1983 by Gulshan Kumar, at the time an obscure fruit
juice seller in the Daryaganj neighborhood of Delhi. It was initially a small company selling
pirated Bollywood songs. T-Series' first original film soundtrack release was for Lallu Ram in
1984, with music scored by Ravindra Jain.

The company's breakthrough came when it released the soundtrack for the
1988 Bollywood blockbuster Qayamat Se Qayamat Tak, directed by Mansoor Khan and
starring Aamir Khan and Juhi Chawla. The Qayamat Se Qayamat Tak soundtrack, composed
by Anand-Milind, became the best-selling Indian soundtrack album of 1988 and the eighth
best-selling Indian soundtrack album of the 1980s. T-Series later became a leading music
label with the release of Aashiqui (1990), a film soundtrack album composed by

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duo Nadeem–Shravan, which sold 20 million units in India, and is the best-selling Bollywood
soundtrack album of all time. Many of the other best-selling Bollywood music albums of the
1990s, particularly those composed by Nadeem–Shravan, were released under the T-Series
label. Besides music production, the company also began venturing into film production.

In 1997, T-Series founder Gulshan Kumar was murdered by the Mumbai mafia syndicate D-
Company. His assassination also led to T-Series losing its most prolific musicians at the
time, Nadeem–Shravan, due to Nadeem Akhtar Saifi initially being accused of involvement
in the murder, before later being exonerated. After Gulshan Kumar's death in 1997, the
company has since been led by his son Bhushan Kumar and younger brother Krishan Kumar.

As a film production company, the highest-grossing T-Series film production to date is the
critically-acclaimed sleeper hit Hindi Medium(2017), written by Zeenat Lakhani, directed
by Saket Chaudhary, and starring Irfan Khan and Saba Qamar. It grossed ₹3.224 billion ($50
million) worldwide, including $34 million in China alone, becoming one of the top
20 highest-grossing Indian films of all time. T-Series is producing a biopic film based on the
life of its founder Gulshan Kumar, called Mogul, which is currently under production and is
scheduled for release in 2019.

Shri Gulshan Kumar a legendary philanthropist established. T-Series group of companies

over three decades ago. Besides being No. 1 Music Company of India, also diversified to
other fields of products such as consumer electronics and fast moving consumer products.
Shri Bhushan Kumar took reins of the company in 1997 at the tendered age of 19 years as
CMD. In a short span of period, he proved his innate and inherited wits, humor and plain
speaking. With his impeccable knack for Music drive and grit with determination for
innovation upgraded T-Series at international level and fame in Music. He has many
accolades to his feather of being ‘FIRSTS’. He is deeply involved in film making of different
standards commiserating to people requirements.
We take an opportunity to introduce ourselves as – India’s No. 1 music company having over
80% market share and a pioneer in the field of Home Entertainment Electronics Product for
the las over 32 years is hugely popular & today ranked among the top companies providing
technology at affordable price.
In our Consumer Electronics range such as LED TV’s, Multimedia Speaker System, Semi-
automatic washing machines, Air Coolers, Small home Appliances etc. being marketed under
T-Series brand are products of high quality at affordable prices. All products pass through
rigorous quality and R&D tests before being placed in the market.

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T-Series has PAN India Presence with a Strong market base in North India. T-Series products
are sold through more than approx. 175 distributors & approx. 5000 retailers’ outlets spread
across the country. To facilitate the channel partners and for the smooth flow of logistics,
Company has 10 fully equipped branch offices having warehousing facilities across country.
Company has strong service network of highly qualified & efficient service engineers for
effective & prompt after – sales service. T-Series consumer electronics products are regarded
as true value for money.

YOUTUBE Presence

"Music can change the world". T-Series is India's largest Music Label & Movie Studio,
believes in bringing world close together through its music. T-Series is associated with music
industry from past three decades, having ample catalogue of music comprising plenty of
languages that covers the length & breadth of India. We believe after silence, nearest to
expressing the inexpressible is Music. So, all the music lovers who believe in magic of music
come join us and live the magic of music with T-Series.

T-Series joined YouTube on 13 March 2006, but had only started uploading videos in late
2010. Under this channel, T-Series primarily shows music videos as well as film trailers. By
July 2013, it had crossed 1 billion views, becoming the second Indian YouTube channel to
cross the milestone after Rajshri Productions. By February 2017, T-Series surpassed Pew Die
Pie to become the world's most-viewed YouTube channel, and currently has 53 billion views
as of 6 November 2018.

Subscribers to their YouTube channel have reached 73 million, making it the second most-
subscribed YouTube channel after Pew Die Pie. Currently, it is the most subscribed Asian and
non-English-language YouTube channel. Reaching 50 million subscribers, the channel
received a Custom Play Button on September 10, 2018. It is also the second channel ever to
hit 70 million subscribers. Beyond this, the channel earns an average of nearly 150,000
subscribers a day. Social blade, a website which tracks YouTube channel statistics predicted
that T-Series would surpass Pew Die Pie's subscriber count by October 2018.

The T-Series channel also owns a multi-channel network, with 29 channels, which include
YouTube channels such as T-Series Tamil, T-Series Telugu, and Bollywood Classics On top
of this, six of their channels are among the top 100 most-subscribed channels in India,

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including T-Series, Bhakti Sagar, Apna Punjab, T-Series Regional, Lahari Music, and T-Series
Telugu. T-Series' 29 channels have accumulated a total of more than 100 million YouTube
subscribers as of November 2018, and 61.5 billion views as of August 2018. During January–
July 2018, T-Series earned an income of ₹7.2 billion (US$100 million) from YouTube. The
most popular T-Series artist on YouTube is Guru Randhawa, whose 2017 song "Lahore" has
crossed 700 million views on YouTube.

What has caused T-Series' growth in viewership and subscriptions has been attributed
to India's emerging online population. Due to India's online population growing to
500 million internet users, this represents just over a third of the country's overall population
and is continuing to grow at a fast pace. A major breakthrough in India's internet growth came
in September 2016 with India's first 4G networks, Reliance Jio, offering data at very low
costs. India has since emerged as the world's second-largest online population (behind China,
where YouTube is blocked), with YouTube alone having over 225 million monthly Indian
users. India's high demand for YouTube content has contributed significantly to the rapid
growth of T-Series, as well as due to a lack of local content creators.

The growth of T-Series is also attributed to its growing audience outside of India. About 40%
of the channel's traffic comes from outside of India, including 12% from the United
States. The majority of the channel's overseas viewers belong to the global South Asian
diaspora. More recently, the channel's overseas viewership has increased further as a result of
attention and controversy drawn to the channel by foreign YouTubers such as Pew Die Pie
and Mr. Beast.

LEGAL

In November 2007, T-Series filed a lawsuit against YouTube for infringing on the copyright
of its music by allowing people to upload videos of its music onto YouTube, which could be
accessed for free and obtained an interim order against YouTube from the Delhi High Court,
which restrained YouTube from infringing on its copyright. T-Series and YouTube settled out
of court in January 2011.

After initiating legal proceedings against Google-owned YouTube and Yahoo for copyright
infringement, music giant T-Series said that it had issued notices to a host of other websites,
including MSN, My Space, Guruji.com and Bharatstudent.com for a similar offence.

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T-Series, which has a catalogue of over 35,000 albums and about 30,000 film and video clips,
accused all the above companies of allowing users to upload its copyrighted content onto
their platform. It is my view that anyone who facilitates or provides a platform for others to
upload illegal content that has been acquired without paying is equally guilty of the crime of
copyright theft, said T-Series V-P (digital content) Neeraj Kalyan to ET.
T-Series is arguing in court that MNCs such as YouTube and Yahoo cannot seek shelter under
the Digital Millennium Copyright Act or DMCA. Its contention is that if the owner of the
copyright is Indian, the Indian Copyright Act 1957 will come into play. The company said
that Guruji.com, which is essentially a search engine, is offering Meta data listing and tagging
of songs instead of merely displaying links related to the search term.
Bharatstudent.com also lets users upload and share videos on its site, most of which is
naturally copyrighted and thus restricted.
Guru ji founder Anurag Dod strongly the allegations. Yes, we have received a notice from T-
Series, but we are doing nothing that is outside the purview of any search engine. The music
search function on the site leads the user to songs that he or she could have accessed using
any other search engine or directly from the website. We aren't hosting any of this content. So
T-Series needs to tell us exactly what infringement we’re supposedly guilty of.
T-Series had filed suit against YouTube late last year while the action against Yahoo video
was taken recently. The music company, which has about 60% of market share in the Indian
music industry, is going it alone in its war against piracy.
We’re willing to prolong this fight for as long as it takes. Why should Indian music
companies keep getting robbed by MNCs? Asked Mr. Kalyan, adding:
However, we’ve kept all channels of communication with the other sides open. He denied
that there was any sign of an out-of-court settlement.
Universal Music India MD Rajat Kakkar said: We’re concerned by the use of copyrighted
content by third parties. While our parent company has reached settlements with some of
these companies abroad, in India we continue to file complaints against such parties through
the Indian music industry.
The Delhi High Court in India passed an interim injunction on Friday that
prohibits Yahoo Video from streaming copyright content from Indian music company, Super
Cassettes Industries, according to the lawyer representing the Indian company in this case.
The court, after finding a prima-facie case, also issued a notice to Yahoo and its Indian
subsidiary.

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The music company, which uses the brand T-Series, is seeking a permanent injunction and
damages for the alleged dissemination and display of its copyrighted content on Yahoo Video.

Yahoo will not comment on the case as the matter is before a court, a company spokeswoman
said. Super Cassettes Industries last year sued YouTube, owned by Google, for similar
reasons. It obtained an interim restraining order on YouTube in that case too, though the case
has not been finally disposed.

A "cease and desist" notice regarding the streaming of the copyright content was served on
Yahoo and its Indian subsidiary in late February, Super Cassettes Industries' lawyer Rahul
Ajatshatru said Monday. Yahoo did not remove the content identified in the notice, and
instead asked the Indian company to follow procedures laid down by Yahoo for reporting
misuse of copyright content, Ajatshatru said. Yahoo ignored a second notice sent by the
Indian company in March.

Super Cassettes Industries has filed the case against Yahoo under Indian copyright laws. The
disputes pitting Yahoo and Google against Super Cassettes Industries points out to the
differences between Indian laws and the copyright infringement and take down provisions of
the U.S. Digital Millennium Copyright Act (DMCA).

While Internet companies like Yahoo offer to remove copyright content that has been put up
on their web sites without permission, after sufficient proof is provided of the ownership of
the copyright and its misuse, Indian content providers demand that Internet companies take
responsibility for identifying misused copyright material and taking it down from their sites.

Super Cassettes publishes large numbers of videos and music cassettes, and it is not possible
for the company to spend time and resources to monitor copyright infringements on sharing
sites like those of Google and Yahoo, Ajat shatru said.

With its interim order, the Delhi High Court also appears to have put on Yahoo the onus for
identifying and removing misused copyright material from Super Cassettes Industries on
Yahoo Video.

What does T in T Series stand for?

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The correct answer is Trishul. The Trishul is a symbol of Lord Shiva, whose worshipper
founder of T-series, Gulshan Kumar, was. Gulshan Kumar was one of the most religious
businessmen in the Hindi film industry and there are many stories of his donations to
religious institutions.

OUR VISION

 To pursue excellence in quality with the future mind.

 To keep abreast of changing consumer perceptions.

 And to provide comprehensive value for money to our discerning consumers.

IN THE FUTURE
The promise of tomorrow starts with today. For all of the 16 years of our existence, we have
never believed otherwise. An ear finely tuned to
the ground has certainly helped. With the exemplary vision of Shri Gulshan Kumar, the group
rose to phenomenal heights. And, inheriting the same farsightedness and ability to capitalize
on small opportunities, the present Managing director, Mr. Bhushan Kumar, leads the group
into the future, with the same fixity of purpose. Today, we are a diversified group with $ 90
million in our core business of Consumer Electronics, CD’s, Audio/Video Magnetic tapes and
cassettes. All of which has achieved through keen perception of the changing consumer
practices, infrastructure investment, technological upgradations and a skilled, cohesive
workforce. Above all, an aggressive commitment towards quality through technical and
professional perfection.
The company here we are concerned with is SUPER CASSETES INDUSTRIES LTD. This is
the biggest music company in Asia. It had started in the year 1982-83.
The operations at T-series are guided with a vision “That the world is getting closer”. It is the
vision that propelled T-series from a non-entity to a well-diversified conglomerate with an
annual turnover exceeding US $ 80 million. In just 20 years it has risen like a phoenix to
capture a market share of 65% in the pre-recorded audio market & create an image of quality
conscious & innovative industrial group. It has also been involved in exports. All this had
been made possible by a meticulously selected & carefully nurtured team of our people. The
family of T-series is an exuberant, highly motivated, dynamic force of extra ordinary talent.

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In late January, T-Series hit a significant milestone, when it became the No 1 channel on
YouTube with over 14 billion views, besting the likes of Justin Bieber, WWE, Rihanna and
Katy Perry.
It is now also within striking distance of becoming the most viewed channeling of all time.
Nearly two decades after his unexpected rise, Bhushan Kumar, T-Series’ chairman, seems to
have stamped an indelible mark on India’s music and more recently movie business.
When Bhushan took over T-Series two decades ago (1997), he was 19 years old and his father
Gulshan Kumar had just been shot in cold blood. Even though his uncle Krishan Kumar
(younger brother of Gulshan Kumar) was involved with T-Series, people in the company
struggled to deal with the unexpected elevation of the junior Kumar. However, he quickly if
quietly asserted his authority over the company (officially yet called Super Cassettes
Industries).
Today, Bhushan, 39, is in a tear to grow his dominance from music to movies, in the process
building an entertainment behemoth. While T-Series’ music business is seemingly on auto
pilot, with industry observers pegging its share at least 70% (and growing), Bhushan’s
attention is on the company’s relatively new movie production business.
“Making movies is very different from music, I can now make music in my sleep,” he says.
The movies business has been harder work. “We have had mixed success with our film-
making, we had some huge successes such as Aashiqui 2 and Yaariyaan, but there were also
films like Joonuniyat which didn’t work.” To be fair, T-Series is hardly the only movie-maker
to have mixed results. The previous year was extremely hard on film studios: Disney has
suspended film production in India and Balaji Telefilm’s movie business is struggling.
“If you play your cards right and have the right budgets and content, then it is not a difficult
market,” Bhushan contends. “The problem is so many movies were with budgets of Rs 80-
100 crore and did business of barely Rs 30-40 crore.” People who know Bhushan closely say
he’s a rare combination of left-brain and right-brain abilities.
“His uncanny understanding of the movie-going masses, derived from his experience as a
music maker, and his sharp business acumen give his leadership at T-Series a significant
competitive advantage,” says Vikram Malhotra, CEO at Abundantia Entertainment, a film
studio that is coproducing many films with T-Series. “He is also quick in decision-making,
which is a powerful asset in a business that offers limited windows of opportunity.
To try to win this game, T-Series will be investing about Rs 300 crore per year on mid-budget
films with forecasts of at least Rs 400 crore in box office collections. “The year 2017 is
crucial for our moviemaking business.” An avowed fan of Amitabh Bachchan (he claims to

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have seen Satte Pe Satta “thousands” of times), he says the success of content-centric movies
such as Pink, Neerja and Kahaani have given him much food for thought. Filmmakers say
Bhushan, as a movie producer, does give his directors plenty of creative leeway but closely
monitors the numbers of note. Just like his music business, he isn’t ceding control with
movies.
I am not a passive investor in movies rather, I am active producer I am tough on budgets and
not the type of person to let a director spend any amount on a movie, just for passion’s sake,”
he says. While he may be able to tightly control the purse strings, ideation may be another
matter. In some cases, he’s struck gold – as in the case of Airlift, a movie based on the true
story of airlifted Indians from Kuwait starring Akshay Kumar; and Baby, where opposition
started with the movie’s title itself. There have been flops, too, such as Wajah Tum Ho.
T-Series plans to make nine movies in 2017, and has locked in 12 projects for 2018. Plans are
afoot not just for Hindi cinema, but forays into Marathi, Telugu and Tamil too. “We will focus
on content-driven films and not just on stars alone,” says Bhushan. In 2017, he points to the
Irfan Khan starrer Hindi Medium, a rom-com about a couple from Delhi’s Chandi Chowk
keen to be a part of the city’s upper crust. As he transforms T-series from a music centric
business into a broader entertainment entity, Bhushan’s spurned offers to go public or seek
external investment. “I don’t want to take it public and be answerable to anyone,” he insists.
“I am fully in control, growing the business and profits and every big director, actor and
singer wants to work with us.”
A petrol head (he owns over a dozen toped cars, including a Ferrari, Bentley, Audi R8 and
Maybach) and adrenalin junkie, the last few years have seen him give responsibility priority
over racing. “Time changes everything,” he says with the beginnings of a smile. “Now, my
driving is restricted to the occasional drive with my five-year-old son. My love for business
has replaced my mad passion for cars.”
Along the way, Bhushan has had to keep pace with changes in technology for both the music
and movie businesses. In music, T-Series has gone from cassettes to CDs, YouTube and
streaming services to generate revenue. In movies, the goalposts have shifted as audiences
have to be catered to not just at theatres, but on cable TV and increasingly OTT video
services too. In September last year, T-Series signed a pact with Amazon to distribute its
movies. “Earlier, you could escape without being proficient with technology, but now
everything revolves around it,” he says.
“Due to my passion for music and movies I have to be proficient with it.” As T-Series grows,
it may be hard for Bhushan to be in control of everything his company does. Even today, he

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admits, he’s devising the way forward for the company not only when he’s awake but even in
his sleep. Despite external appearances, those who know him well say he’s learned to
delegate and is willing to listen to others. “His core strength is that he understands music
from a consumer and listener point of view,” says Devraj Sanyal, CEO, and South Asia, at
Universal Music Group.
“Today, when the country’s largest song label makes a film without songs (Baby) you know
that the organization’s vision has truly matured,” says Malhotra of Abunduntia. “A significant
and critical chapter in T-Series’ journey has just begun.” He’s come a long way, baby.
In July 1997, some of the leading personalities from the Indian music industry gathered for a
meeting at a five-star hotel in Chennai. Among those attending were representatives from
music companies like Venus and Tips Industries (Tips) and the owner of Super Cassettes
Industries, Gulshan Kumar (Gulshan). The meeting had been called to persuade Gulshan to
co-operate with the other music companies.
One of the representatives pleaded with Gulshan, "You've ruined the market. No matter how
hard we try to sell, you undercut us. We owe huge amounts to lenders. For God's sake, ease
up on your business so that we can carry on with ours." To this, Gulshan calmly replied, "I
won't do it anymore." Though the others did not really believe him, the meeting ended on a
peaceful note.
But Gulshan could not continue run his music empire for much longer. A few days after this
meeting, he was shot dead, allegedly by the Mumbai underworld.
Two of Indian film industry's prominent names - music director Nadeem Saifi (Nadeem) and
a promoter of Tips, Ramesh Taurani - were arrested for conspiring to kill Gulshan. 1 The case,
covered extensively in the national media, was still being fought in the courts in November
2001, with Nadeem hiding in UK and Taurani out on bail.
Gulshan's death brought to the attention of the nation the story of a man who had allegedly
built an empire on music piracy and plagiarism. Super Cassettes 'T-Series' had completely
changed the way the Indian music industry functioned, allegedly by successfully exploiting
the loopholes in India's anti-piracy regulations.

T-SERIES & MUSIC PIRACY

Initially, Gulshan's cover versions featured only old Hindi film songs. Gulshan got unknown
singers to sing these as their rates were low and Gulshan was able to make good margins on
the overall deal. Soon, he began making cover versions of new movies as well. Though the

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cassettes always made it clear in small print that these were not the original recordings, the
consumers were not always savvy enough to read the small print.
During the early 1990s, Gulshan released a number of albums featuring religious songs.
These were fairly successful. He even acted in, sang for and directed a few of the videos of
such songs. These were run on the state-owned television channel Doordarshan. T-Series also
began producing Hindi films. One of the company’s first ventures, the musical ‘Aashiqui,’
was a huge success. This was followed by many more movies, a majority of which flopped.
However, the music of these movies was a success in almost all the cases. The success of
'Bewafa Sanam,' one of the many mediocre T-Series movies starring Gulshan's actor-brother
Kishen Kumar, took the whole industry by surprise. Gulshan even invented the concept of the
'music bank' where tunes were stored till a movie or a record was identified to 'fit' them into.
Things were going on rather smoothly - till Gulshan released a cover version of what was
reportedly one of India's biggest blockbuster movies, 'Hum Aapke Hain Kaun' in 1997,
violating the three-year waiting period stipulated by the Supreme Court. This time around,
the attack on GCI's profits was too strong to be ignored and the company filed a suit against
T-Series. In the same year, a few music industry players approached the former finance
minister V P Singh, demanding that Gulshan be punished for violating copyright laws and
pirating music.
However, V P Singh reportedly6 dismissed them saying, "Don't come to me with your hard
luck stories. You've no marketing strategies so you haven't discovered the marketplace.
Gulshan has. And you want me to punish him for his entrepreneurial ability? "As the 'Hum
Aapke Hain Kaun' case went to the courts, Gulshan was murdered. With Gulshan's death
began a period of uncertainty for the T-Series group. The music company was not doing very
well as Gulshan had stopped buying music rights from outside7 and the T-Series' films had
failed. The other businesses were all relatively new and not yet well established. There were
reports of infighting in the family regarding the control of the various businesses.
Saregama, Tips and Venus, who had emerged as the leading players in the Hindi film music
segment, had also ventured into film production. Though Saregama's movies did not do well,
quite a few Venus and Tips movies were huge successes. The December 1998 Delhi High
Court ruling in the 'Hum Aapke Hain Kaun' case, which put an end to the cover version
recordings, was the biggest blow to T-Series. The High Court order said that the makers
of version recordings relied upon a special provision of the Indian Copyright Act [S 52(1)
(j)].

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Taking advantage of this provision, the pirates claimed that copyright owners of the
compositions and lyrics were only entitled to a statutory license fee. They also said that once
the owners received the license fee, they had to allow the fee payers to make sound
recordings.
The Delhi High Court held that there was no provision for such automatic licensing and the
sound recordings could be made by third parties only after they had obtained permission from
the copyright owners. The Court held that under the Copyright Act, assignments and licenses
could only be made in writing. They had to be signed by the assignor/licensee. As GCI had
categorically refused to grant a license assignment in favor of T-Series and had also returned
the cheque for the royalty amount sent by T-Series, it was able to win the case.

Though GCI had won this case against T-Series, the problem of music piracy still plagued the
industry. The music companies were handicapped by the legal definition of copyright
violation wherein piracy was not a cognizable offence. The companies had to prove that
cassettes were being pirated before getting a warrant of arrest. According to certain reports,
music pirates were always tipped off about police raids in advance.

The nexus between the film/music industry and the Dubai/Mumbai underworld was another
problem. The mafia controlled a large portion of the Mumbai music piracy business. This
nexus was so strong that after an IMI raid in the early 1990s in Mumbai, IMI officers were
beaten up and its Mumbai office was destroyed. After this, all the markets in that area were
closed for 15 days in protest against the raid. According to IMI estimates, almost 95% of the
distributors and dealers were involved in piracy and on an average, only 40% of the stock
was genuine. Analysts claimed that except for giving leads to the police and initiating raids
on pirated music vendors, even the music companies had done precious little to curb music
piracy.
The problems associated with the distribution network in the music business also
substantially helped the pirates. Market observers claimed that around 50 distributors had an
absolute control on the music industry's distribution network.
Distribution was the most profitable part of the music business.

The average cost of a cassette for the distributors was Rs 19. The selling price ranged from
Rs 38 (large retailers) to Rs 44 (small retailers) for a cassette. The retailers added their own
margins to the price. The price for the customer thus ranged between Rs 50 and 60. The
problem was compounded by the fact that in the case of film music, if supplies were not

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made available immediately, the demand shifted either to pirated cassettes or to some other
album that was easily available. Thus, it was imperative for the music companies to sell in
bulk to the distributors.
The companies realized that they had a lot to gain by bypassing this network. The logical
solution, though time consuming and costly, was to set up their own music stores.

The biggest initiative in this direction had come from Saregama, whose owners; the RPG
group had successfully established the Music World chain of music retailing outlets all over
the country. The emergence of organized music retailing outfits like Planet M and Internet
based stores such as fabmart.com was expected to help the companies improve their
performance.

Company’s Strategy for Motivation

As being searched for, motivation level is already high in SUPER CASSETTES

INDUSTRIES LTD. employees. After this study, it is being seen that co. always keep
motivating it’s employees by following some or other policies.
1. For monetary benefits-
Annual increments for Junior Management Cadre & Senior Management Cadre level
workers i.e. 10 % annual increment on salary.
2. For workers level-
Dependent on their category & date of joining, increments are given Categories are as
follows-
HIGHLY SKILLED
SKILLED WORKER
SEMI SKILLED WORKER
UNSKILLED WORKER
3. Attendance benefits-
Those who are regular to their work & punctual of time, they are given awards as in terms of
attendance. Those who give good performance they are given extra attendance & therefore
extra salary
4. Emotional & moral support-
The workers are being treated as a family of super cassettes industries ltd. Their problems
whether related to work or personal is treated equally & is always sorted out to the extent to

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which mgt. can solve it. A separate labor welfare officer is appointed for this purpose.
Company always tries to work on good relations of management with workers & workers
among workers.
5. Free conveyance-
The most efficient & influencing motivation to employees is the free conveyance provided to
all the workers irrespective of their work. Those who comes from faraway places, they are
really benefited by this facility.
6. Above salary RS 7500
Ones who are above the salary of RS 7500 they are not given treatment in ESI but they are
being provided by:-
a. Medical allowances
They are given one-month salary in a year or max. RS 1500 whichever is less for medical
expenses & also 10 days sickness leave
b. Group accident policy
For any accident, company has made an insurance policy & that person can claim that
expense from insurance co. on event of any accident. Also casual leaves i.e. 7 in a year are
given to employees of all level. And earned leaves i.e. on every 20 working days, 1 leave is
given & previous yrs. Working days are also included.

On salary calculation
If it is 30 days based then Sunday is included. And if it is 26 days based then Sunday is not
included. In Super Cassettes Industries Ltd. Salary is calculated on 26 days.

15
INTRODUCTION TO THE PROJECT

MOTIVATION
Motivation is the reason for people's actions, willingness and goals. Motivation is derived
from the word motive which is defined as a need that requires satisfaction. These needs could
also be wants or desires that are acquired through influence of culture, society, lifestyle, etc.
or generally innate. Motivation is one's direction to behavior, or what causes a person to want
to repeat a behavior, a set of force that acts behind the motives. An individual's motivation
may be inspired by others or events (extrinsic motivation) or it may come from within the
individual (intrinsic motivation). Motivation has been considered as one of the most
important reasons that inspire a person to move forward. Mastering motivation to allow
sustained and deliberate practice is central to high levels of achievement e.g. in the worlds of
elite sport, medicine or music.

Motivation can be conceived of as a cycle in which thoughts influence behaviors, drive

performance affects thoughts, and the cycle begins again. Each stage of the cycle is
composed of many dimensions including attitudes, beliefs, intentions, effort, and withdrawal
which can all affect the motivation that an individual experiences. Most psychological
theories hold that motivation exists purely within the individual, but socio-cultural
theories express motivation as an outcome of participation in actions and activities within
the cultural context of social groups.

Physiological needs are the lowest and most important level. These fundamental requirements
include food, rest, shelter, and exercise. After physiological needs are satisfied, employees
can focus on safety needs, which include “protection against danger, threat, and
deprivation.” However, if management makes arbitrary or biased employment decisions, then
an employee's safety needs are unfulfilled.

The next set of needs is social, which refers to the desire for acceptance, affiliation, reciprocal
friendships and love. As such, the natural system of management assumes that close-knit
work teams are productive. Accordingly, if an employee's social needs are unmet, then he will
act disobediently.

There are two types of egoistic needs, the second-highest order of needs. The first type refers
to one's self-esteem, which encompasses self-confidence, independence, achievement,

16
competence, and knowledge. The second type of needs deals with reputation, status,
recognition, and respect from colleagues. Egoistic needs are much more difficult to satisfy.

The highest order of needs is for self-fulfillment, including recognition of one's full potential,
areas for self-improvement, and the opportunity for creativity. This differs from the rational
system, which assumes that people prefer routine and security to creativity. Unlike the
rational management system, which assumes that humans don’t care about these higher order
needs, the natural system is based on these needs as a means for motivation.

Self-management through Team work:

To successfully manage and motivate employees, the natural system posits that being part of
a group is necessary. Because of structural changes in social order, the workplace is more
fluid and adaptive according to Mayo. As a result, individual employees have lost their sense
of stability and security, which can be provided by a membership in a group. However, if
teams continuously change within jobs, then employees feel anxious, empty, and irrational
and become harder to work with the innate desire for lasting human association and
management “is not related to single workers, but always to working groups.” In groups,
employees will self-manage and form relevant customs, duties, and traditions.

Rational Motivations:

The idea that human beings are rational and human behavior is guided by reason is an old
one. However, recent research (on satisficing for example) has significantly undermined the
idea of homo economics or of perfect rationality in favor of a more bounded rationality. The
field of behavioral economics is particularly concerned with the limits of rationality in
economic agents.

a) Incentive theories: Intrinsic and Extrinsic Motivation

Motivation can be divided into two different theories known as intrinsic (internal or inherent)
motivation and extrinsic (external) motivation.

i. Intrinsic Motivation

Intrinsic motivation has been studied since the early 1970s. Intrinsic motivation is the self-
desire to seek out new things and new challenges, to analyze one's capacity, to observe and to
gain knowledge. It is driven by an interest or enjoyment in the task itself, and exists within
the individual rather than relying on external pressures or a desire for consideration. The
phenomenon of intrinsic motivation was first acknowledged within experimental studies of

17
animal behavior. In these studies, it was evident that the organisms would engage in playful
and curiosity-driven behaviors in the absence of reward. Intrinsic motivation is a natural
motivational tendency and is a critical element in cognitive, social, and physical
development. The two necessary elements for intrinsic motivation are self-determination and
an increase in perceived competence. In short, the cause of the behavior must be internal,
known as internal local of causality, and the individual who engages in the behavior must
perceive that the task increases their competence.

Students who are intrinsically motivated are more likely to engage in the task willingly as
well as work to improve their skills, which will increase their capabilities. Students are likely
to be intrinsically motivated if they:

 attribute their educational results to factors under their own control, also known as
autonomy or locus of control
 believe they have the skills to be effective agents in reaching their desired goals, also
known as self-efficacy beliefs
 are interested in mastering a topic, not just in achieving good grades

An example of intrinsic motivation is when an employee becomes an IT professional because

he or she wants to learn about how computer users interact with computer networks. The
employee has the intrinsic motivation to gain more knowledge. Art for art's sake is an
example of intrinsic motivation in the domain of art.

ii. Extrinsic Motivation

Extrinsic motivation comes from influences outside of the individual. In extrinsic motivation,
the harder question to answer is where do people get the motivation to carry out and continue
to push with persistence. Usually extrinsic motivation is used to attain outcomes that a person
wouldn't get from intrinsic motivation. Common extrinsic motivations are rewards (for
example money or grades) for showing the desired behavior, and the threat of punishment
following misbehavior. Competition is an extrinsic motivator because it encourages the
performer to win and to beat others, not simply to enjoy the intrinsic rewards of the activity.
A cheering crowd and the desire to win a trophy are also extrinsic incentives.

The simplest distinction between extrinsic and intrinsic motivation is the type of reasons or
goals that lead to an action. While intrinsic motivation refers to doing something because it is
inherently interesting or enjoyable, extrinsic motivation, refers to doing something because it

18
leads to a separable outcome. Extrinsic motivation thus contrasts with intrinsic motivation,
which is doing an activity simply for the enjoyment of the activity itself, instead of for its
instrumental value.

Social psychological research has indicated that extrinsic rewards can lead to over
justification and a subsequent reduction in intrinsic motivation. In one study demonstrating
this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for
drawing pictures spent less time playing with the drawing materials in subsequent
observations than children who were assigned to an unexpected reward condition. However,
another study showed that third graders who were rewarded with a book showed more
reading behavior in the future, implying that some rewards do not undermine intrinsic
motivation. While the provision of extrinsic rewards might reduce the desirability of an
activity, the use of extrinsic constraints, such as the threat of punishment, against performing
an activity has actually been found to increase one's intrinsic interest in that activity. In one
study, when children were given mild threats against playing with an attractive toy, it was
found that the threat actually served to increase the child's interest in the toy, which was
previously undesirable to the child in the absence of threat.

1. Flow theory

Desirable subjective state a person experiences when completely involved in some

challenging activity that matches the individual skill. A state in which people are so involved
in an activity that nothing else seems to matter; the experience is so enjoyable that people will
continue to do it even at great cost, for the sheer sake of doing it.

Flow in the context of motivation can be seen as an activity that is not too hard, frustrating or
madding, or too easy boring and done too fast. If one has achieved perfect flow, then the
activity has reached maximum potential.

Flow is part of something called positive psychology of the psychology of happiness. Positive
psychology looks into what makes a person happy. Flow can be considered as achieving
happiness or at the least positive feelings. A study that was published in the
journal Emotion looked at flow experienced in college students playing Tetris. The students
that they were being evaluated on looks then told to wait and play Tetris. There were three
categories; Easy, normal, and hard. The students that played Tetris on normal level
experienced flow and were less stressed about the evaluation.

19
The activity no longer becomes something seen as a means to an end and it becomes
something an individual wants to do. This can be seen as someone who likes to run for the
sheer joy of running and not because they need to do it for exercise or because they want to
brag about it. Peak flow can be different for each person. It could take an individual year to
reach flow or only moments. If an individual becomes too good at an activity they can
become bored. If the challenge becomes too hard then the individual could become
discouraged and want to quit.

b) Behavioral Theories

While many theories on motivation have a mentalist perspective, behaviorists focus only on
observable behavior and theories founded on experimental evidence. In the view of
behaviorism, motivation is understood as a question about what factors cause, prevent, or
withhold various behaviors, while the question of, for instance, conscious motives would be
ignored. Where others would speculate about such things as values, drives, or needs, that may
not be observed directly, behaviorists are interested in the observable variables that affect the
type, intensity, frequency and duration of observable behavior. Through the basic research of
such scientists as Pavlov, Watson and Skinner, several basic mechanisms that govern
behavior have been identified. The most important of these are classical conditioning and
operant conditioning.

i. Classical and Operant Conditioning

In classical (or respondent) conditioning, behavior is understood as responses triggered by

certain environmental or physical stimuli. They can be unconditioned, such as in-born
reflexes, or learned through the pairing of an unconditioned stimulus with a different
stimulus, which then becomes a conditioned stimulus. In relation to motivation, classical
conditioning might be seen as one explanation as to why an individual performs certain
responses and behaviors in certain situations. For instance, a dentist might wonder why a
patient does not seem motivated to show up for an appointment, with the explanation being
that the patient has associated the dentist (conditioned stimulus) with the pain (unconditioned
stimulus) that elicits a fear response (conditioned response), leading to the patient being
reluctant to visit the dentist.

The strength of reinforcement or punishment is dependent on schedule and timing. A

reinforce or punisher affects the future frequency of a behavior most strongly if it occurs
within seconds of the behavior. A behavior that is reinforced intermittently, at unpredictable

20
intervals, will be more robust and persistent, compared to one that is reinforced every time
the behavior is performed. For example, if the misbehaving student in the above example was
punished a week after the troublesome behavior, that might not affect future behavior.

In addition to these basic principles, environmental stimuli also affect behavior. Behavior is
punished or reinforced in the context of whatever stimuli were present just before the
behavior was performed, which means that a particular behavior might not be affected in
every environmental context, or situation, after it is punished or reinforced in one specific
context. A lack of praise for school-related behavior might, for instance, not decrease after-
school sports-related behavior that is usually reinforced by praise.

The various mechanisms of operant conditioning may be used to understand the motivation
for various behaviors by examining what happens just after the behavior (the consequence),
in what context the behavior is performed or not performed (the antecedent), and under what
circumstances (motivating operators).

ii. Motivating operations

Motivating operations, relate to the field of motivation in that they help improve
understanding aspects of behavior that are not covered by operant conditioning. In operant
conditioning, the function of the reinforce is to influence future behavior. The presence of a
stimulus believed to function as reinforce does not according to this terminology explain the
current behavior of an organism – only previous instances of reinforcement of that behavior
(in the same or similar situations) do. Through the behavior-altering effect of MOs, it is
possible to affect current behavior of an individual, giving another piece of the puzzle of
motivation.

Motivating operations are factors that affect learned behavior in a certain context. MOs have
two effects: a value-altering effect, which increases or decreases the efficiency of reinforce,
and a behavior-altering effect, which modifies learned behavior that has previously been
punished or reinforced by a particular stimulus.

When a motivating operation causes an increase in the effectiveness of reinforce, or amplifies

a learned behavior in some way (such as increasing frequency, intensity, duration or speed of
the behavior), it functions as an establishing operation, EO. A common example of this would
be food deprivation, which functions as an EO in relation to food: the food-deprived
organism will perform behaviors previously related to the acquisition of food more intensely,
frequently, longer, or faster in the presence of food, and those behaviors would be especially

21
strongly reinforced. For instance, a fast-food worker earning minimal wage, forced to work
more than one job to make ends meet, would be highly motivated by a pay raise, because of
the current deprivation of money (a conditioned establishing operation). The worker would
work hard to try to achieve the raise, and getting the raise would function as an especially
strong reinforce of work behavior.

Conversely, a motivating operation that causes a decrease in the effectiveness of

reinforcement, or diminishes a learned behavior related to reinforcement, functions as
an abolishing operation, AO. Again using the example of food, satiation of food prior to the
presentation of a food stimulus would produce a decrease on food-related behaviors, and
diminish or completely abolish the reinforcing effect of acquiring and ingesting the
food. Consider the board of a large investment bank, concerned with a too small profit
margin, deciding to give the CEO a new incentive package in order to motivate him to
increase firm profits. If the CEO already has a lot of money, the incentive package might not
be a very good way to motivate him, because he would be satiated on money. Getting even
more money wouldn't be a strong reinforcement for profit-increasing behavior, and wouldn't
elicit increased intensity, frequency or duration of profit-increasing behavior.

c) Motivation and psychotherapy

Motivation lies at the core of many behaviorist approaches to psychological treatment. A

person with autism-spectrum disorder is seen as lacking motivation to perform socially
relevant behaviors – social stimuli are not as reinforcing for people with autism compared to
other people. Depression is understood as a lack of reinforcement (especially positive
reinforcement) leading to extinction of behavior in the depressed individual. A patient
with specific phobia is not motivated to seek out the phobic stimulus because it acts as a
punisher, and is over-motivated to avoid it (negative reinforcement). In accordance, therapies
have been designed to address these problems, such as EIBI and CBT for major depression
and specific phobia.

d) Socio-cultural theory

Socio-cultural theory (also known as Social Motivation) emphasizes impact of activity and
actions mediated through social interaction, and within social contexts. Sociocultural theory
represents a shift from traditional theories of motivation, which view the individual's innate
drives or mechanistic operand learning as primary determinants of motivation. Critical
elements to socio-cultural theory applied to motivation include, but are not limited to, the role

22
of social interactions and the contributions from culturally-based knowledge and
practice. Sociocultural theory extends the social aspects of Cognitive Evaluation Theory,
which espouses the important role of positive feedback from others during action, but
requires the individual as the internal locus of causality. Sociocultural theory predicts that
motivation has an external locus of causality, and is socially distributed among the social
group.

Motivation can develop through an individual’s involvement within their cultural group.
Personal motivation often comes from activities a person believes to be central to the
everyday occurrences in their community. An example of socio-cultural theory would be
social settings where people work together to solve collective problems. Although individuals
will have internalized goals, they will also develop internalized goals of others, as well as
new interests and goals collectively with those that they feel socially connected to.
Oftentimes, it is believed that all cultural groups are motivated in the same way. However,
motivation can come from different child-rearing practices and cultural behaviors that greatly
vary between cultural groups.

In some indigenous cultures, collaboration between children and adults in community and
household tasks is seen as very important A child from an indigenous community may spend
a great deal of their time alongside family and community members doing different tasks and
chores that benefit the community. After having seen the benefits of collaboration and work,
and also having the opportunity to be included, the child will be intrinsically motivated to
participate in similar tasks. In this example, because the adults in the community do not
impose the tasks upon the children, the children therefore feel self-motivated and a desire to
participate and learn through the task. As a result of the community values that surround the
child, their source of motivation may vary from a different community with different values.

Social motivation is tied to one's activity in a group. It cannot form from a single mind alone.
For example, bowling alone is naught but the dull act of throwing a ball into pins, and so
people are much less likely to smile during the activity alone, even upon getting a strike
because their satisfaction or dissatisfaction does not need to be communicated, and so it is
internalized. However, when with a group, people are more inclined to smile regardless of
their results because it acts as a positive communication that is beneficial for pleasurable
interaction and teamwork. Thus the act of bowling becomes a social activity as opposed to a
dull action because it becomes an exercise in interaction, competition, team building, and
sportsmanship. It is because of this phenomenon that studies have shown that people are

23
more intrigued in performing mundane activities so long as there is company because it
provides the opportunity to interact in one way or another, be it for bonding, amusement,
collaboration, or alternative perspectives. Examples of activities that may one may not be
motivated to do alone but could be done with others for social benefit are things such as
throwing and catching a baseball with a friend, making funny faces with children, building a
treehouse, and performing a debate.

e) Push and Pull Motivation

Push motivations are those where people push themselves towards their goals or to achieve
something, such as the desire for escape, rest and relaxation, prestige, health and fitness,
adventure, and social interaction.

However, with push motivation it's also easy to get discouraged when there are obstacles
present in the path of achievement. Push motivation acts as willpower and people's willpower
is only as strong as the desire behind the willpower.

Additionally, a study has been conducted on social networking and its push and pulls effects.
One thing that is mentioned is "Regret and dissatisfaction correspond to push factors because
regret and dissatisfaction are the negative factors that compel users to leave their current
service provider." So from reading this, we now know that Push motivations can also be a
negative force. In this case, that negative force is regret and dissatisfaction.

Pull motivation is the opposite of push. It is a type of motivation that is much stronger. "Some
of the factors are those that emerge as a result of the attractiveness of a destination as it is
perceived by those with the propensity to travel. They include both tangible resources, such
as beaches, recreation facilities, and cultural attractions, and traveler's perceptions and
expectation, such as novelty, benefit expectation, and marketing image." Pull motivation can
be seen as the desire to achieve a goal so badly that it seems that the goal is pulling us toward
it. That is why pull motivation is stronger than push motivation. It is easier to be drawn to
something rather than to push yourself for something you desire. It can also be an alternative
force when compared to negative force. From the same study as previously mentioned,
"Regret and dissatisfaction with an existing SNS service provider may trigger a heightened
interest toward switching service providers, but such a motive will likely translate into reality
in the presence of a good alternative. Therefore, alternative attractiveness can moderate the
effects of regret and dissatisfaction with switching intention" And so, pull motivation can be
an attracting desire when negative influences come into the picture.

24
 f) Self-control

The self-control aspect of motivation is increasingly considered to be a subset of emotional

intelligence; it is suggested that although a person may be classed as highly intelligent (as
measured by many traditional intelligence tests), they may remain unmotivated to pursue
intellectual endeavors. Vroom's "expectancy theory" provides an account of when people may
decide to exert self-control in pursuit of a particular goal.

Human nature can be very simple, yet very complex too. An understanding and appreciation
of this is a prerequisite to effective employee motivation in the workplace and therefore
effective management and leadership.

1) Motivation is the key to performance improvement

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

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow
and long process. On the other hand motivation can be improved quickly. There are many
options and an uninitiated manager may not even know where to start. As a guideline, there
are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals

25
  Restructuring jobs
 Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace
situation to situation. Essentially, there is a gap between an individual’s 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. It is inducing others in a
specific way towards goals specifically stated by the motivator. Naturally, these goals as also
the motivation system must conform to the corporate policy of the organization. The
motivational system must be tailored to the situation and to the organization.

The ratings for the various factors differed only slightly between men and women, but both
groups considered security as the highest rated factor. The next three factors were:
Advancement, type of work, company- proud to work for.

Surprisingly, factors such as pay, benefits and working conditions were given a low rating by
both groups. So after all, and contrary to common belief, money is not the prime motivator.
(Though this should not be regarded as a signal to reward employees poorly or unfairly)

THEORIES OF MOTIVATION

There are several approaches to the study of motivation. A perusal of the theories will help us
to understand the nature of motivation better. There are many theories which are classified
under two heads:-
 Early theories
 Contemporary theories
But some of the important & well popular theories are discussed here under.
Maslow’s theory, two factor theory, Vroom’s theory

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MASLOW’S THEORY
The need hierarchy of motivation, propounded by “ABRAHAM HAROLD MASLOW” is,
undoubtedly, the simplest & most widely discussed theory of motivation. He hypothesized
that within every human being there exists a hierarchy of five needs. These needs are:-
1. Physiological: Includes hunger, thirst, shelter, sex and other bodily needs.
2. Safety: Includes security and protection from physical and emotional harm.
3. Social: Includes affection, belongingness acceptance, and friendship.
4. Esteem: Includes internal esteem factors such as self-respect, autonomy, and
achievements; and external esteem factors such as status, recognition and attention
5. Self actualization: The drive to become what one is capable of becoming; includes
growth, achieving one’s potential, and self-fulfillment.
We can see the hierarchy of needs in laid by MASLOW as under-

SELF-

ACTUALIZATION

SELF-
ESTEEM

BELONGINGNESS &
LOVE NEEDS

SAFETY

PHYSIOLOGYCAL NEEDS

A SCHEMATIC REPRESENTATION OF MASLOW’S

NEED-HIERARCHY THEORY

27
The essence of theory may be summarized as follows-
1. Human beings have wants, which can influence behavior. Only unsatisfied needs can
influence their behavior, satisfied needs do not act as motivators.
2. Since needs are many, they are arranged in the order of their importance or hierarchy
i.e. from basic to complex.
3. The person advances to the next level of hierarchy, only when the lower need is
minimally satisfied.
4. Further up the hierarchy, the person is able to go, the more individually, &
psychological, health he or she will display.

A. PHYSIOLOGICAL NEEDS
The most basic, powerful, & obvious of all human needs is the need for physical survival.
Included in this group are the needs hunger, thirst, shelter, sex, sleep, protection from
extreme temperature & sensory stimulation. The person who fails to satisfy the basic level of
needs just will not be around long enough to attempt satisfaction of higher need levels. If any
of these needs remains unsatisfied, the individual rapidly becomes dominated by that need,
so that all other needs quickly become non-existent or become decidedly secondary.
E.g. a chronically hungry person will never strive to compose music or build a brave new
work. Such person is too much pre-occupied with getting something to eat.

B. SAFETY NEEDS
Such needs arise when physiological needs are met. Maslow suggested that that safety needs
are more readily observed in infants & young children because of their relative helplessness
& dependence on adults. Safety needs can be, in terms of organization context- correlate to
such factors as job security, salary increase, safe working conditions, unionization &
lobbying for protective legislation.
Other e.g. are when individuals are confronted with real emergence i.e. war, crime, waves,
floods, earthquakes, riots, societal disorganizations, & similar other conditions.

C. BELONGING & LOVE NEEDS

It constitutes the third level in the hierarchy of needs. These needs arise when physiological
& safety needs are fulfilled. An individual motivated at this level longs for affectionate
relationship with others namely, for a place in his/her family or reference groups. Group
membership becomes the dominant goal for the individual.

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 D. SELF-ESTEEM NEEDS
It occupies the fourth level. Maslow classified these needs into two subsidiary sets

SELF-ESTEEM

SELF-RESPECT ESTEEM FROM OTHERS

Self-respect includes such things as desire for competence, confidence, personal strength,
adequacy, achievement, independence & freedom. Here an individual wants to know that he
or she is competent or capable of mastering tasks & challenges in life.
Esteem from others includes prestige, recognition, acceptance, attention, status, reputation &
appreciation. In this case, individuals need to be appreciated for what they can do, that is
recognized and valued by others.
In organizational context- self-esteem needs correspond to job titles, merit pay, peer /
supervisory recognition, challenging work, responsibility & publicity in co. publication.

E. SELF-ACTUALIZATION NEEDS
Finally if all the earlier four level needs are satisfied, then the need for self-actualization
comes to the fore. It is characterized by Maslow as the desire to become every-thing that one
is capable of becoming. The person who has achieved this highest level of need presses
towards the full use & exploitation of his/her talents, capacities & potentialities. In other
words, self-actualization is to become every-thing that one wants to become, to reach peak of
one’s potential.

TWO-FACTOR THEORY
This theory is propounded by the psychologist FREDRICK HETZBERG.
Frederick Herzberg's two-factor theory concludes that certain factors in the workplace result
in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. The
factors that motivate people can change over their lifetime, but "respect for me as a person"
is one of the top motivating factors at any stage of life. This theory is also termed as dual

29
factor theory or motivation-hygiene theory; it is widely accepted by managers concerned
with the problem of human behavior at work.

The name hygiene factor is used because, like hygiene, the presence will not improve health,
but absence can cause health deterioration. The most important part of
this theory of motivation is that the main motivating factors are not in the environment but in
the intrinsic value and satisfaction gained from the job itself.

Some simple examples of hygiene factors include organizational policies and procedures,
supervision, relationships with co-workers and supervisors, physical work environment, job
security, and compensation. It is part of Herzberg's motivation-hygiene theory.

Herzberg's theory has found application in such occupational fields as information systems
and in studies of user satisfaction such as computer user satisfaction. According to Herzberg
there are two factors that affect dissatisfaction & satisfaction. The factors are- Motivators &
Hygiene factors

Satisfaction is effected by motivators & dissatisfaction is effected by hygiene factors.

HYGIENE FACTORS

NO DISSATISFACTION DIS-SATISFACTION
(SATISFACTION)

MOTIVATORS

SATISFACTION NO- SATISFACTION

(MOTIVATION)

CONTRASTING VIEWS OF SATISFACTION &DISSATISFACTION

It shows that if hygiene factors are present at the work place, then the person will not be
dissatisfied. His life is moving normal. But when these factors are absent from the work
place, and then the person will be highly dissatisfied.

30
In case of motivators, if motivating factors are present, then the person will feel satisfied &
motivated to work. But if the motivators are absent from the work place then the person will
neither be satisfied nor dissatisfied.
FACTORS

HYGIENE FACTORS MOTIVATING FACTORS

CO. POLICIES & ADMINISTRATION ACHIEVEMENT

SECURITY RECOGNITION

STATUS WORK ITSELF

SALARY RESPONSIBILITY

WORKING CONDITIONS GROWTH ADVANCEMENT

MOTIVATORS

These are the intrinsic factors i.e. factors which motivate the workers to go to their best in
their performance. Such as- Achievement, Recognition, Work itself, Responsibility,
Advancement & Growth. They seem to be related to the job satisfaction. These are the
motivators, satisfiers or job-content factors.

HYGIENE FACTORS
These are the extrinsic factors. These are job content factors. Such as- Company’s policy &
administration, Supervision, Working conditions, Salary, Status, Security, Interpersonal
relations. These help the worker to work comfortably, so as to achieve desired work at work

31
 place. These help the worker to work comfortably, so as to achieve desired work at work
place.

VROOMS MOTIVATIONAL THEORY

Vroom's expectancy theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized
that an employee's performance is based on individual factors such as personality, skills,
knowledge, experience and abilities. He stated that effort, performance and motivation are
linked in a person's motivation. He uses the variables Expectancy, Instrumentality and
Valence to account for this.
Vroom distinguishes between the effort people put in, their performance and the final result.
His theory primarily relates to motivation within a work environment. When employees can
make choices in their work, Victor Vroom argues that they will mostly choose that what
motivates them the most.
This theory is propounded by VICTOR.H.VROOM. This theory postulates that motivation
depends on the strength of the expectation that the act will be followed by a given outcome &
on the preference of an individual for that outcome. The figure below-

Instrumentalities
Second level outcomes
Expectancy First level outcomes

Outcome 1A
Outcome 1
Motivational
Force Outcome 1B
F = valence
* Expectancy
Outcome 2A
Outcome 2

Outcome 2B
Motivation and organization
Outcome 2C

Motivation & organization are interrelated. Motivation is that function which is necessary to
achieve goals of the organization. In order to have a clearer understanding, motivation to

32
 work must be viewed in the context of organization where it is taking place. It is explained in
much better form in the chart given below:

ORGANIZATION

ROLES

REQUIREMENTS COMPLIANCE SATISFACTORY

RESULTS

SATISFACTION

FULFILLMENT

(ACTION)

PERSONALITY
NEEDS
(TENSION) EXPECTATIONS
EGOISTIC
PERSON SOCIAL
BIOLOGICAL
SUPERVISOR

SECURITY, BELONGINGNESS,
RECOGNITION, STATUS, SELF-
EXPRESSION.

MOTIVATION & WORK

A men work for various reasons, sometimes for a combination of reasons & sometimes for
different reasons at different times. Normally, a vast majority of people works for money, for
livelihood, & maintenance of family. Those who get beyond the stage of “making the two

33
ends meet” may work for good social status or position, to further professional attainment,
freedom & challenge & a variety in jobs & even for the interest in job itself.
Money/pay is the means for survival & livelihood. It also serves as a means to social
position, prestige, status, power, security & to fulfilling individual pursuits like philanthropy,
religious & missionary activities, recreational & outdoor activities & the like. Thus money in
the form of pay or earnings gets inseparably connected with needs & motives of all sorts.
But the commonly held belief that employees work for money only is a fallacious one.
Everyone in the hierarchy of the organization including workmen to have self-respect, expect
fair & human treatment. When self-respect is violated & all the other human aspects are
ignored, it is natural, that then even the pay can bring about only partial motivation & often a
good deal of contentment or empathy along with it.
In this situation, most employees may then tend to treat such symptoms through their adhoc,
manipulative, patchy effort without going to the root cause. If the problem drags on, it may
banish efficiency & productivity out of the organizational system.
Thus this is the most important task of the employer to look after the needs & expectations of
workers working for there, to treat them as humans, respect them & also give a fair treatment
so that desired work can come out of employees of the organization.

OBJECTIVES OF THE PROJECT ARE AS FOLLOWS:-

1. To study the motivational level of employees of respected industry.
2. To study the employees relation.
3. To study whether the motivational factors matches with expectations of the
employees’ interest or not.
4. Motivating human resources in consonance with broader corporate horizon and long
range vision of the organization.

SIGNIFICANCE OF THE STUDY

As this study is being done for some specific purpose it has a wide scope all over in many
areas, as under mentioned-
1. It is useful to aces the capabilities of workers of super cassettes industries ltd. Capabilities
as regard to perform their work efficiently & result in better manner.
2. To know their interest in work i.e. whether they are really interested in doing their work or
they prefer to work only if they are provided with incentives

34
3. It will help in determining the satisfaction level of employees of concerned industry as the
results of production could be assessed with that.
4. This study will help the industry to formulate various policies & programs to motivate
workers so as to-
 Increase their interest in work
 Improve their efficiency & effectiveness in production.
 And to improve their satisfaction level.
5. Which in turn leads to industry’s high turnover, thus profits & sales volume are also
increased.
6. To enable the workers to work comfortably at their work place. This is to ensure that
workers are having no problem in working.
7. To give them a feeling of belongingness by providing them their desired motives &
developing a friendly atmosphere at work.
8. To understand the depth of employees to understand their behavior at work
This can be of great help in providing psychological treatment to employees if & whenever
required.

35
RESEARCH
METHDOLOGY

36
RESEARCH METHODOLOGY
The research can be defined as “logical and systematized mean or techniques to discover new
facts or verify and test old facts, analyze their sequences, inter-relationship and casual
explanations which were derived with an appropriate theoretical frame of reference, develop
new scientific tools, concepts and theories which would facilitate reliable and valid study of
human behaviors”.

RESEARCH DESIGN
Research Design is a framework in which research resides. The research opted is
EXPLORATORY. It is of flexible nature. It is based on secondary data. The rate of custom
duty depends upon the policy of government. The adoption of software depends upon the
decision of the manufacturer. A research design is the set of methods and procedures used in
collecting and analyzing measures of the variables specified in the research problem research.
The design of a study defines the study type (descriptive, correlation, semi-experimental,
experimental, review, meta-analytic) and sub-type (e.g., descriptive longitudinal case
study), research problem, hypotheses, independent and dependent variables, experimental
design, and, if applicable, data collection methods and a statistical analysis plan. A research
design is a framework that has been created to find answers to research questions.

There are many ways to classify research designs, but sometimes the distinction is artificial
and other times different designs are combined. Nonetheless, the list below offers a number
of useful distinctions between possible research designs. A research design is an arrangement
of conditions or collections.

 Descriptive (e.g., case-study, naturalistic observation, survey)

 Correlational (e.g., case-control study, observational study)
 Semi-experimental (e.g., field experiment, quasi-experiment)
 Experimental (experiment with random assignment)
 Review (literature review, systematic review)

SAMPLE DESIGN
A sample is representative of whole population. Researchers while conducting research has to
draw certain sample for study purpose. A sample design is a definite plan determined before
any data are actually collected for obtaining samples for the same study. Sample design of my
study is RANDOM SAMPLING.

37
DATA COLLECTION
Data collection is the process of gathering and measuring information on variables of interest,
in an established systematic fashion that enables one to answer stated research questions, test
hypotheses, and evaluate outcomes. The data collection component of research is common to
all fields of study including physical and social sciences, humanities, business, etc. While
methods vary by discipline, the emphasis on ensuring accurate and honest collection remains
the same.
Collection of data is the first step in statistics towards the goal of conclusion. The data
collection process follows the formulation of research design including the sample plan. Data
that can be secondary or primary can be collected using variety of tools.
Collection of Secondary Data
Secondary data may be described as those “data that already available i.e., they refer to data,
which have already been collected and analyzed by someone else. When researcher utilizes
secondary data, he has to look into various sources from where he can obtain data. Usually
published data is available in:
 Various publications of central, state and local government;
 Various publications of international bodies;
 Technical and trade journals;
 Books, magazines and newspapers;
 Reports and publications of various associations connected with business and
industry, banks, stock exchanges, etc;
 Reports prepared by research scholars, universities, economist, etc, in different fields;
 Public records and statistics, historical documents and other sources of published
information.

Collection of Primary Data:

Primary data may be described as those “data that has been observed and recorded by the
researchers for the first time to their knowledge”. The cost of collection of secondary data is
less than data. Instance the knowledge of secondary data is essential for planning the
collection of primary data. We can obtain primary data either through observations or
through personal interviews. This, in other words, means that there are several methods of
collecting primary data, particular in surveys and descriptive researches. Important one are:

38
  Observation method
 Interview method
 Through questionnaires
 Through schedules
 Through projective techniques
 Depth interviews
 Content analysis
There are two basic methods used in collecting primary data.
1. OBSERVATION METHOD: when data are collected by observation, the investigator
asks a question. Instead, he observes the objects or actions in which he is interested.
Some times individuals make the observation on other occasions; mechanical
devices observe and record the desired information.
2. QUESTIONNAIRE METHOD: A questionnaire consists of a set of questions
presented to respondents for their answers. The responses may be undertaken either
by the interviewer or by the respondents, as the methods of data collection require.
The term ‘questionnaire’ usually refers to a self-administered process where by the
respondent him self reads the question and records the question and records his
answers his answers without the assistance of an interviewer.
While developing a Questionnaire, the researcher has to be very clear on the following
issues:-
a. What information will be sought?
b. What type of Questionnaire will be required?
c. How the Questionnaire will be administrated?
d. What the content of the individual will be?
e. What the form of response of each question will be?
f. How many questions will be used and how the individual questions will be
sequenced?
g. Whether the Questionnaire shall be disguised or undisguised?
h. Whether the Questionnaire shall be structured or unstructured?

Designing a questionnaire involves 10 main steps:

1. Write a study protocol.
2. Draw a plan of analysis.

39
3. Draw a list of the information needed.
4. Design different parts of the questionnaire.
5. Write the questions.
6. Decide on the order of the questions asked.
7. Complete the questionnaire.
8. Verify the content and style of the questions.

40
ANALYSIS
AND
INTERPRETATIONS

41
In this project the information has been collected from the around 30 employees of T-
SERIES SUPER CASSETTES INDUSTRIES LIMITED, to collect the primary data to know
their interest, understanding ,suitability at their job.

SAMPLING FRAME- here is the Super Cassettes Industries Ltd.

Unit-C-25, Sec-3, Noida
SAMPLING UNIT- is an individual employee.

ANALYSIS & INTERPRETATION

Here we will deal with analyses of data collection & interpretation thereof. The data obtained
from the methods stated above will be analyzed & interpreted.
As stated above & earlier data is collected by random sampling method & questionnaire &
observation.
For collecting the data here certain standardized parameters have been set up. And then the
analyses have been done. The parameters are discussed as follows:-

1. PERSONALITY TRAITS OF EMPLOYEES.

120%

100%

80%
male
60%
female
40%

20%

0%
Hard cooperative punctual Take
working initiative
CO
NCLUSION-
As its clear from the above graph that, as regard to personality traits of employees 78% male
workers are hardworking & in female workers 80 % are hardworking. 100 % male & even
female workers are cooperative. 87.5 % male workers & 96 % female workers are time

42
punctual. 75 % male workers & 80 % female workers are in habit to take initiative to work
on their own, without being forced by the employer to work.
So we can conclude that most of the workers of super cassettes industries ltd. are hard
working, cooperative & time punctual. It proofs that co. has good command over their
employees.

2. Tick the level of satisfaction regarding the working environment.

CONDITIONS (ii) MALE FEMALE TOTAL

V. GOOD 5 9 14
GOOD 3 4 8
SATISFACTORY 5 3 8
NOT 0 0 0
SATISFACTORY

16
14
12
10 MALE
8 FEMALE
6 TOTAL
4
2
0
V-GOOD GOOD SAT ISFACT ORY NOT -
SAT ISFACT ORY

CONCLUSION-
As its clear from the above graph that, as regard to working conditions 14 workers say that
the working conditions are very good in the co., 8 workers say that the working conditions in
the co. are good, 8 workers say that the working conditions in the co. are satisfactory & not
even a single worker say that the working conditions in the co. are not satisfactory.
So we can conclude that majority of the workers are satisfied with the working conditions in
the co. & some of the workers thinks that the working conditions are good & 26 % are
satisfied and 26 % & 48 % think that conditions are good & very good respectively.
3. Are you satisfied with the no. of working hours in T-series Company? Tick on the
appropriate box.

43
 WORKING HOURS(iii)
(iii) MALE FEMALE TOTAL
V. GOOD 0 0 0
GOOD 5 4 9
SATISFACTORY 13 8 21
NOT 0 0 0
SATISFACTORY

25

20

15 MALE
FEMALE
10
TOTAL
5

0
V-GOOD GOOD SATISFY NOT SATISFY

CONCLUSION-
As seen in the above graph, as regard to salary 9 employees thinks of his salary to be good.13
male workers & 8 female workers are satisfied with their salary. And even a single worker is
not satisfied with their salary.
So we can conclude that majority of the workers are satisfied with their salary.

4. Tick the level of satisfaction regarding the technology used in the company.

TECHNOLOGY (iv) MALE FEMALE TOTAL

USED
V. GOOD 8 4 12
GOOD 8 2 10
SATISFACTORY 6 2 8
NOT 0 0 0
SATISFACTORY

44
 12

10

8
MALE
6
FEMALE
4 TOTAL
2

0
V-GOOD GOOD SATISFY NOT SATISFY

CONCLUSION-
As seen in the table above, as regard to technology used in the co. 12 workers says that
technology used is very good. 10 workers say that technology used is good. And 8 workers
say that technology used is satisfactory. So we can conclude that majority of workers are
satisfied with technology used & some others are very much satisfied with technology used in
the co. & no one is seen unsatisfied with the technology.
So we can say that super cassettes industries ltd. is using best technology.

5. Are you satisfied with an increment which is done on periodic basis?

Yes = 9
No = 21

NO

YES
21 Slic
e3
Slic
e4
CON
CONCLUSION-
As seen in the above graph 6 workers are satisfied with an increment which is done on
periodic basis. While the 24 workers are not satisfied with an increment which is done on
periodic basis.
All the above inferences indicate that employees are of opinion to gradually move out from a
traditional exercise. Employees at all levels expect more regarding this. It will help in
development of employees.

45
 6. Are you satisfied with the welfare with the welfare facilities being provided in the
company? Tick the satisfaction level.

WELFARE (v) MALE FEMALE TOTAL

FACILITIES
V. GOOD 8 4 12
GOOD 9 5 14
SATISFACTORY 1 1 2
NOT 0 0 0
SATISFACTORY

1 0

8 V-GOOD
GOOD
SATISFY
9 NOT SATISFY

CONCLUSION-
As seen in the above graph, as regard to welfare facilities used in the co. 12 workers says that
welfare facilities used is very good. 14 workers say that welfare facilities used is good. And 2
workers say that welfare facilities used is satisfactory. So we can conclude that majority of
workers are satisfied with welfare facilities used & some others are very much satisfied with
welfare facilities used in the co. & no one is seen unsatisfied with the technology.
So we can conclude that majority of the workers are satisfied with their welfare facilities
used in the company.
7. Do you participate in the process of management?
Yes = 12
No = 18

46
 12

NO

YES
18
Slic
e3
Slic
e4

CON
CONCLUSION-
As seen in the above graph 12 workers participate in the process of management while the 18
workers do not participate in the process of management
All the above inferences indicate that employees are of opinion to gradually move out from a
traditional exercise. Employees at all levels expect more regarding this.
It will help in development of employees.

8. Is there is any training programming organized by the company?

Yes = 19
No = 11

37%

NO
YES
63%

CONCLUSION-
As seen in the above graph 19 workers agreed that training program is organized by the
company, while11 workers disagree this statement that “training programme is organized by
the company”.
All the above inferences indicate that employees are of opinion to arrange more the training
programmes for all the categories of employees so that they can enhance their skills in that
area.

9. What rating you give to these training programs?

47
 TRAINING (vi) MALE FEMALE TOTAL
PROGRAMMES
POOR 0 0 0
AVERAGE 9 10 14
GOOD 5 4 9
EXCELLENT 2 0 2

13% 0%
2
POOR
9 14 AVERAGE
GOOD
31% 56%
EXCELLENT

CONCLUSION
As seen in the above graph, as regard to rating of training programmes organized in the co. 14
workers says that training programmes organized in the co. are average.9 workers says that
training programmes organized in the co. are average good. And 2 workers say that training
programs organized in the co. are excellent. So we can conclude that majority of workers are
satisfied & some others are very much satisfied & no one is seen unsatisfied with the
technology.
So we can conclude that majority of the workers are satisfied with their welfare facilities
used in the co.

10. What type of Relation you have with Management & Co-workers?

TRAINING (vii) MALE FEMALE TOTAL

PROGRAMMES
V-GOOD 10 11 21
GOOD 4 2 6
SATISFACTORY 2 1 3
NOT- 0 0 0
SATISFACTORY

48
 13% 0%

V-GOOD
GOOD
25% SATISFACATORY
62% NOT-SATISFY

CONCLUSION-
As stated in above table, relations of workers with their management & co-workers are 10
male workers & 11 female workers talks of very good relations & 4 male workers i.e. & 2
female workers talks of good relations. 2 male workers i.e. 1 female worker talks of
satisfactory relations. Nobody talks of dissatisfactory relations.
So we can say that co’s mgt. has maintained good relations with their employees.

11. What type of communication is present in your company?

Formal = 7
Informal = 23
23%

77%
INFORMAL

FORMAL

CONCLUSION-
As stated in above graph, type of communication present in company. 77% workers talks of
informal communication present in the organization and 23% workers talks of formal
communication present in the organization.
So we can say that co’s mgt. has partially both type of communication (formal as well as
informal).

12. Are you satisfied with your job profile?

Yes = 28

49
 No. = 2
7%

93%
YES NO

CON
CONCLUSION-
As it is clear from the above graph that in company 23 or 93% workers satisfied with their
job profile present in the organization and only 2 or 7% says that they are not satisfied with
their job profile present in the organization.
It is concluded from the above inferences that employees as a whole view are satisfied with
their job profile present in an organization.

13. INCENTIVES EXPECTED BY EMPLOYEES

INCENTIVES MALE FEMALE TOTAL

N % i) % a. %
N N

SPECIAL 4 25 2 20 6 23.07
PERFORMANCE

TRAVELLING 3 18.7 1 10 4 15.38

ALLOWANCE

SALARY 1 6.25 2 20 3 11.5

INCREMENTS

50
PRODUCTION 2 12.5 4 40 6 23.07
INCENTIVES

ATTENDENCE 1 6.25 2 20 3 11.5

INCENTIVES

PROMOTIONS 1 6.25 1 10 2 7.6

LEAVE TRAVELLING 2 12.25 - - 2 7.6

ALLOWANCE

OVER TIME PAYMENT 2 12.25 - - 2 7.6

Here N = No. of employees.

13%
24%
13%

6%
6%
19%
13% 6%
SPECIAL PERFORMANCE TRAVELLING ALLOWANCE

SALARY INCREMENT PRODUCTION INCENTIVES

ATTENDANCE INCE. PROMOTION
LEAVE TRAVELLING ALLOWANCE OVERTIME PAYMENT

CONCLUSION

51
As stated in table above, the data clearly shows that workers expect from their co. several
from of incentives are expected by different percent of employees.

14. What is the attitude of employees towards the company?

POSITIVE 27
NEGATIVE 3

10%

POSITIVE
90%
NEGATIVE

CONCLUSION-
So we can see that a majority of workers are having positive attitude towards the co. When
they are asked whether to leave the co. they said no. 90% employees don’t want to leave the
co. It shows their devotion towards the co. Only 10% of employees are ready to leave the co.
So by this it’s proved that how much workers are attached to their company.

15. WHICH MOTIVATING FACTORS YOU PREFER MOST IN THE COMPANY?

i. FACTORS MALE FEMALE TOTAL

MONEY 22 15 37
JOB SATISFACTION 10 5 15
SELF-ESTEEM 5 8 13
SELF-COOPERATION 14 8 22
COOPERATION FROM SUPERIORS 12 15 27
PARTICIPATION IN MANAGEMENT 1 1 2

52
 2%
19%
33%

22%

8%
MONEY JOB SATISFACTION 16%
SELF-ESTEEM SELF-COOPERATION

COOPERATION OF SUPERIORS PARTICIPATION IN MGT.

FINDINGS, SUGGESTION
&
CONCLUSION
53
54
FINDINGS
After conducting the study, analyses have been made & the results are being interpreted there
off. Now after all of the study, observation & personally made queries some findings are
given hereunder:
1) Employees are hard working.
2) Employees are cooperative.
3) Employees are punctual.
4) Working conditions are good & more satisfactory for employees.
5) It is strange but 53.84 % of workers are satisfied with salary.
6) Technology being used is latest & updated as founded by personal sources &
interview conducted.
7) Mgt. relations with workers are very good & healthy. The co. was formed in 1982 &
till now only 2 strikes took place in 1987 & 1993 respectively. Both the strikes were
for the reason for more increments & more facilities. Both were continued for the
period of almost a week. But after that the co’s mgt. & workers are doing well as
regard their relations. There is no union in this company.
8) When we talk of motivating factor,
57.6 % go for money
19.2 % go for job satisfaction
7.6 % go for self-actualization
7.6 % go for cooperation from superiors.
9) When asked for their expectations from workers, they expect some incentives as
follows-
Special performance incentives
Traveling allowance
Salary increments
Production incentives

SUGGESTIONS
The recommendations outlined are offered as a practical guide for implementation and a
starting point for additional experimentation. Each recommendation may not be practical in
all settings; but taken together, they can help make formal performance reviews more
effective for the organization and more beneficial for employees.

55
The challenge is to reinvent the motivational factors to encourage employees to develop
relevant skills and to guide employee performance towards the achievement of critical
organizational objectives.
As it had been discussed earlier in findings, co. is going perfect in its procedures, technology,
working conditions, job satisfaction among employees, but still it need to develop in some
fields as to some important matters. The following suggestions may be put forward in respect
to the motivational factors for employees being followed in T-SERIES SUPER CASSETTES
INDUSTRIES LIMITED.

 Environment need to be developed & improved a lot, as regard to cleanliness,

humidity, temperature control for low level workers, etc.
 Company’s policies need to be refined & worked on again. Their strategies &
practices need to be re-planned & implemented.
 It needs to develop more professionalism. So, there should be more professionalism in
the co.
 Social security of workers should be considered as one of the important & necessary
point to take care.
 The Perceive fairness of the process used to determine the distribution of rewards.

CONCLUSION
As we have seen in the above graph as regard to motivating factor of employees of the
company, 22 male workers & 15 female workers i.e. (33%) takes money as their motivating
factor. 10 male workers & 5 female workers i.e. (16%) takes job satisfaction as their
motivating factor. 5 male worker i.e. & 8 female worker i.e. (8%) takes self-esteem as their
motivating factor.
So we can conclude that it will not be correct to say that all workers work for money only. In
fact, workers also work for job satisfaction, self-esteem, self-actualization & cooperation
from mgt. So this proofs that company has hold good command on motivating their
employees.

LIMITATION OF THE STUDY

The basic purpose for which the research is conducted is to measure the motivational level of
employees of T-series. The research is aimed at studying the motivating factors of

56
employees, so that the industry is able to understand that in what way the workers can
perform in better & desired manner & can give more effective & efficient production to
industry.
So this can be concluded that this study is aimed at gathering knowledge about their behavior
& improving performance of workers of T-series Company.

57
BIBLIOGRAPHY

58
BIBLIOGRAPHY

 C.R. Kothari, Gaurav Garg, RESEARCH METHDOLOGY, Methods and

Techniques, Third Edition, New Age International Publishers
 Zikmund, Millian G., Business Research Methods, Thomson Learning, Bombay
 Cooper, Donald R- and Pamels Schindler, Business Research Methods, Tata
McGraw Hills, New Delhi
 Fred Luthans, Organizational Behavior An Evidence based Approach, 12th Edition,
McGraw-Hill Education
 Stephen P. Robbins, Timothy A. Judge, Neharika Vohra, Organizational Behavior
16th Edition, Pearson
 Gupta C.B., Human Resource Management, Sultan Chand & Sons
 www.research-methodology.net
 www.businessjargons.com
 www.utcecho.com
 www.tseries.com
 www.stpt.usa.edu.com
 www.businessdictionary.com
 www.yourarticlelibrary.com
 www.wikipedia.org
 www.investopedia.com
 www.kaaj.com
 www.google.com
 www.economictimes.indiatimes.com

59
ANNEXURE

60
QUESTIONNAIRE:

1. What are the personality traits of the employee?

a. Hard Working
b. Cooperative
c. Punctual
d. Take initiative

2. Tick the level of satisfaction regarding the working environment.

a. Very good
b. Good
c. Satisfactory
d. Not satisfactory

3. Are you satisfied with the number of working hours in T-series co.? Tick on the
appropriate box.
a. Very good
b. Good
c. Satisfactory
d. Not satisfactory

4. Tick the level of satisfaction regarding the technology used in the co.
a. Very good
b. Good
c. Satisfactory
d. Not satisfactory

5. Are you satisfied with an increment which is done on periodic basis?

a. Yes
b. No

6. Are you satisfied with the welfare with the welfare facilities being provided in the
co.? Tick the satisfaction level.
a. Very good
b. Good
c. Satisfactory
d. Not satisfactory

7. Do you participate in the process of management?

a. Yes
b. No

8. Is there is any training programming organized by the company?

a. Yes
b. No

61
9. What rating you give to these training programs?
a. Poor
b. Average
c. Good
d. Excellent

10. What type of Relation you have with Management & Co-workers?
a. Very good
b. Good
c. Satisfactory
d. Not satisfactory

11. What type of communication is present in your company?

a. Formal
b. Informal

12. Are you satisfied with your job profile?

a. Yes
b. No

13. What are the incentives expected by the employees?

a. Special performance
b. Travelling allowance
c. Salary increments
d. Production incentives
e. Attendance incentives
f. Promotions
g. Leave travelling allowance
h. Over time payment

14. What is the attitude of employees towards the company?

a. Positive
b. Negative

15. Which motivating factors you prefer the most in the company?
a. Money
b. Job satisfaction
c. Self-esteem
d. Self-cooperation
e. Cooperation from superiors
f. Participation in management

62