A STUDY ON EMPLOYEE MOTIVATION

IN
3F INDUSTRIES LTD TADEPALLIGUDEM

A Project Report submitted in partial fulfillment of the requirement for the award of the
degree of MASTER OF BUSINESS ADMINISTRATION (M.B.A) to the
Adikavi Nannaya University, Rajamahendravaram

SUBMITTED BY

K.PURNA VAMSI KRISHNA RAJU M.B.A.,(Final)

Regd.No.2102047

Under the Guidance of

Dr.GANDHAM SRI RAMA KRISHNA

M.A(IRPM).,M.B.A.,B.L.,D.C.P.,Ph.D.,
DEAN & ASSOCIATE PROFESSOR

DEPARTMENT OF MANAGEMENT STUDIES

Dr.C.S. RAO P.G. CENTRE(A)
SRI Y.N.COLLEGE(A)
(Affiliated to Adikavi Nannaya University, Rajamahendravaram)

Thrice accredited by NAAC at ‘A’Grade)

NARSAPUR–534275,W.G. Dist.,A.P.
2021-2023
 DEPARTMENT OF MANAGEMENT STUDIES
DR.C.S.RAO P.G.CENTRE(A)
SRI Y.NCOLLEGE
NARSAPUR-534275,W.G.DIST.,A.P.

CERTIFICATE

This is to certify that this project work entitled “A STUDY ON

EMPLOYEE MOTIVATION”is the bonafide work of K.PURNA

VAMSI KRISHNA RAJU Regd No.2102047,M.B.A.2021-2023

Batch, submitted inpartial fulfillment of the requirement for the award of

the Degree of Master of Business Administration to Adikavi Nannaya

University, Rajamahendravaram.

Project Guide
Head of the Department
 DECLARATION

I hereby declare that this project work entitled,“ STUDTY ON

EMPLOYEE MOTIVATION”,is the original work done by me
during 10-2-2023 to 20-3-2023 in partial fulfillment of the
requirement for the award of the M.B.A degree by Adikavi
Nannaya University, Rajamahendravaram.
I also declare that this project work is result of my
own effort and that it has not been submitted to any other
university for the award of the M.B.A degree by Adikavi
Nannaya University.

DATE: (K.PURNA VAMSI KRISHNA RAJU)

PLACE
(Regd.Number: 2102047)
 ACKNOWLEDGEMENT

I express my gratitude to project guide DR.G.S.RAMA

KRISHNA,M.A(IRPM).,M.B.A.,B.L.,D.C.P.,Ph.D, DEAN & ASSOCIATE
Professor Management Studies department, Sri Y.N. COLLEGE, P.G.
Courses, Narsapur for his constructive cooperation and valuable
guidance throughout the course and also during the project work.

I am also grateful to Dr. R. PARDHASARADHI, Head of the

Department and other faculty members, department of management
studies, SRI Y.N. COLLEGE Narsapur for encouraging me at
various levels in the successful completion and encouragement to do
this project.

I sincerely express my gratitude to Dr. N. CHINTHARAO,

Director of P.G. Courses, Sri Y.N. College for their support during
my M.B.A Programme.

I express my thanks to Mr. John Kishore (3 F Industries

Pvt Ltd., Allotted Guide., Tadepalligudem) Whose supervision
guidance & help enabled to complete this project work.
Last but not least, my heartfelt gratitude to my family and
friends for their cooperation.

(K.PURNA VAMSI KRISHNA RAJU)

 CONTENTS

Chapter Title Page

No

EXECUTIVESUMMARY
1 - 03

CHAPTER– I INTRODUCTION 04 - 16

CHAPTER – II: PROFILE OF 3F INDUSTRIES LTD 17 - 36

TADEPALLIGUDEM

CHAPTER -III: CONCEPTUAL FRAMEWORK OF 37 - 54

EMPLOYEE MOTIVATION

CHAPTER – IV: DATA ANALYSIS AND INTERPETATION 55 - 74

CHAPTER – V: SUMMURY,FINDINGS , 75 - 82
SUGGESTIONS AND CONCLUSION
 EXECUTIVE SUMMARY

Human Resources are one of the most important assets of the organization & assessing it current
value is both important and difficult, but it must be done if this resources utility is to optimized,
the performance of their resource will determine the overall effectiveness of the organization
they are working. In the research data shows that the job satisfaction does have an equates on the
overall organization effectiveness. Organization is made up of people there for if people do not
change, then the organization cannot change, For obtaining the full co-operation & enthusiastic
support of the members in achieving the organizational objectives, the organization must satisfy
their needs and insure their feelings. Every organization is different and has unique feelings and
character beyond its structure’s characters these each org, deals with its structure’s characters
these each org, deals with its members in a distinct way through its policies on allocation of
resources, commune action pattern reward and penalty leadership and decision making style etc.
The organization policy and connection with regard to all these and a cluster of other related
activities influence the feelings attitudes and behavior of its members and results in the creation
of a unique organizational climate.
3F industry In the Indian context, the term “Vegetable Oils” is almost synonymous with “Edible Oils”
and land is not used as cooking media. However it is important to keep this distinction in mind not all
Vegetable Oils are Edible- Some including caster oil are mostly non-edible and some of the edible oils
like Ground Nut and Coconut are finding increasing industrial applications as in cosmetic, soap
making etc. The body as a vehicle for carrying vitamins requires the fatty acids in Edible Oils; provide
oil cakes, which are byproduct of the oil extraction process, are important source of animal nutrition.
These can be processed into Edible Flavors, which are rich in proteins. Oil seeds occupy an important
position and rank second after food grains as a farm commodity crop. India accounts for a tenth of the
world output of Vegetable Oils and fats. It is the largest producers of Ground Nut, rapeseed, mustard
and sesame, second in respect of castor seeds, third in coconut, fourth in cotton seed and fifth in line
seed. Our country has a highly developed oil based industry. Providing gainful employment to nearly
15 million persons besides another half a million engaged in milling and processing units. It is
essential a food-oil industry accounting for four fifths of the total supply of Vegetable Oils. Soap
paints and varnish industries from the bulk of non-food applications

1
The following are the main objectives of the study

 To evaluate the effective motivation measures given to the employees.

 To study the effect of monetary and non-monetary benefits provided by the Foods, Fats
&Fertilizer’s on the employee performance.
 To study the factors required to enhance the motivation in the employees.
 To analyze how motivation leads to job satisfaction among the employees.
 To suggest and recommend suggestions for further improvement of employee
motivational levels.

I have adapted two ways of research to get out come of my project they are as following

PRIMARY SOURCES

Responses are collected with the help of the schedule questionnaire administered to the
employees and management
The primary data are collected in three phases.
 In the first phase, the purpose and objectives of study are explained to them and
requested to go through the questionnaire thoroughly.
 In the second phase, doubts of the respondents about the contents of the questionnaire, if
any are clarified.
 In the third phase, the filled in questionnaire are collected from the respondents by
holding further discussions to elicit additional information.
SECONDARY SOURCES

The secondary sources of data are collected from the magazines, journals, bulletins, web sites
and annual reports, etc., published by the organization. In addition to these, several structured
interviews, and unstructured interviews, have also been conducted with experts.

The project report is organized in five chapters

The first chapter comprises introduction the objections and methodology of study.

The second chapter contains profile of 3f industries ltd Tadepalligudem

2
The third chapter deals with the conceptual framework of employee motivation

The fourth chapter deals with data analysis and interpretation

The final and fifth chapter gives summary, findings , suggestions and conclusion

We conclude the project with the following findings

 87% of employees of satisfaction towards working culture.

 53% of employees are neutral with the top management motivates the employees.

 47% of employees are motivated by increase in salary in the organization

 84% of employees are satisfied with the current incentives system in the

organization

 44% of employees are motivated by incentives awards in the organization

 47% of employees benefits will influence them performance

By following the findings these are the suggestions given

 Promote employee career path and development.

 Increase working conditions for employees

 Provide better motivation guidelines

 Give an opportunity to express their opinion at the of decision making

 Improve training and development programs to increase employee motivational levels

3
 CHAPTER-I

 Introduction
 Need for the Study
 Objectives of the Study
 Methodology of the Study
 Framework of the Study
 Limitations of the Study

4
 INTRODUCTION

Human Resources are one of the most important assets of the organization & assessing it current
value is both important and difficult, but it must be done if this resources utility is to optimized,
the performance of their resource will determine the overall effectiveness of the organization
they are working. In the research data shows that the job satisfaction does have an equates on the
overall organization effectiveness. Organization is made up of people there for if people do not
change, then the organization cannot change, For obtaining the full co-operation & enthusiastic
support of the members in achieving the organizational objectives, the organization must satisfy
their needs and insure their feelings. Every organization is different and has unique feelings and
character beyond its structure’s characters these each org, deals with its structure’s characters
these each org, deals with its members in a distinct way through its policies on allocation of
resources, commune action pattern reward and penalty leadership and decision making style etc.
The organization policy and connection with regard to all these and a cluster of other related
activities influence the feelings attitudes and behavior of its members and results in the creation
of a unique organizational climate.

DEFINITIONS OF HUMAN RESOURCE MANAGEMENT:

“Human Resources Management is the planning organizing, directing and

controlling of the procurement, development, compensation, integration, maintenance and
separation of human resources of the end that individual, organizational and societal objectives
are accomplished”.
EDWIN B FLIPPO

“A Series of integrated decisions that form the employment relationship, their

quality contributes to the ability of the organizations and the employees to achieve.
MILTONIC BOUNDER

5
OBJECTIVES OF H.R.M.:

Therefore, basically the objectives of human resource management are drawn

from and to contribute to the accomplishment of the organizational objectives of HRM are to
meet the needs, aspiration, values and dignity of individual employees and having due concern
for the socio-economic problems of the community and the country.
 To create and utilize an able and motivated workforce, to accomplish the basic
organizational goals.
 To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
 To secure the integration of individual and groups within the organization by co-ordination
of the individual and group goals with those of the organization.
 To attain an effective utilization of human resource in the achievement of organizational
goals.
 To provide an opportunity for expression and voice management.

SCOPE OF H.R.M.:

The scope of H.R.M. is very wide research in behavioral sciences, new trends in
managing knowledge workers and advances in the field of training have expanded a scope of
H.R. function in recent years. The Indian institute of personnel management has specified the
scope of H.R.M. thus:

 Personnel aspect:

This is concerned with manpower planning, recruitment, selectin, placement, transfer,

promotion, training and development, layoff and retrenching, remuneration, incentives,
productivity, etc.,

6
  Welfare aspect:

It deals with working conditions and amenities such as canteens, crèches, rest and lunch
rooms, housing, transport, medical assistance, education, health and safety, recreation
facilities etc.,

 Industrial relations aspect:

This covers union management relations, joint consultation, and collective bargaining,
grievance and disciplinary procedures, settlement of disputes.

IMPORTANCE OF HRM:

Human resources play a crucial role in the development process of modern economics. There are
great differences in development between countries, which seem to have roughly equal
resources, so it is necessary to enquire into the difference inhuman behavior, It is often felt that,
through the exploitation of natural resources, availability of physical and financial resources and
international aid play prominent roles in the growth of modern economies, none of these factors
is more significant that efficient and committed manpower. It is in fact, said that all development
comes from the human mind.

7
EMPLOYEE MOTIVATION AN HRM FUNCTION:

To retain good staff and to encourage them to give their best while at work requires attention to
the financial and psychological and even physiological rewards offered by the organization as a
continuous exercise. Basic financial rewards and conditions of service (e. g. Working hours per
week) and determined externally (by national bargaining or government minimum wage
legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers
is often the result of local negotiations and details (e.g. which particular hours shall be worked)
of conditions of service are often more important than the basics. Hence there is scope for
financial and other motivations to be used at local levels. As staffing needs will vary with the
productivity pf the workforce (and the industrial peace achieved) so good personnel policies are
desirable. The latter can depend upon other factors (like environment, welfare,employee benefits,
etc.) but unless the wage packet is accepted as fair and just there will be no motivation Hence
while the technicalities of payment and other systems may be the concern of others,
“Theoutcome of them is a matter of great concern to human resource management.
Increasingly the influence ofbehavioral science discoveries is becoming important not
merely because of the widely-acknowledged limitations of money as a motivator, but because of
the changing mix and nature of tasks (e.g.more service and professional jobs and far fewer
unskilled and respective production jobs). The former demand better-educated, mobile and
multi-skilled employees much more likely to be influenced by things like job satisfaction,
involvement, Participation, etc. Than the economically dependent employees of Yesteryear,
hence human resource management must act as a source of information about and a source of
inspiration for the application of the findings of behavioral science It may be a matter of drawing
the attention of senior managers to what is being achieved elsewhere and the gradual education
of middle managers to new points of view on job design, work organization and worker
autonomy.

8
EMPLOYEE MOTIVATION

The first systematic studies of human motivation occurred in 1800, during the
industrial revolution when competition forced employers, to develop more efficient methods of
producing high quality of products quicker and at lower cost. At that time, money was used as
the only motivating incentive. Frederick Taylor has noted In his “Principles of Scientific
management” that all employees are fundamentally the same. They are uniformly motivated by a
desire for money and other motives are either in Consequential or non-existent. It is an important
function of the management to motivate the people working in the organization to perform the
work assigned effectively and efficiently. Motivation is a hypothetical cause of human behavior.
There are many theories of motivation. Which try to bring out the needs, which affect the human
behavior. But now it has come to be widely accepted that goals of individuals influence their
efforts the behavior individuals that select depends upon their assessment of the probability that
behavior will successfully lead to the goals. So the management must try to understand the goals
of the individuals at different times in order to motivate them. Thought financial incentives are
very important motivators but they are not the only motivators People are also motivated by non-
financial incentives such as opportunity of advancement authority to take decisions and freedom
to do one’s work. Therefore, the management must use both types of incentives to motivate the
employees. Management should always remember that motivation is an important tool in its
hands for achieving the direction of organizational goals and should use this tool very carefully.
It should constantly make use of the non-financial incentives, in addition to the financial
incentives, to enhance the personnel to work willingly and harmoniously for the attainment of
organizational objectives.

9
NEED OF THE STUDY

Motivation is one of the key ingredients in employee performance and productivity. Even
when people have clear work objectives, the right skills, and a supportive work environment,
they won’t get the job done without sufficient motivation to achieve those work objectives.
Motivation refers to the forces within a person that effect his or her direction, intensity and
persistence of voluntary behavior.
Motivated employees are willing to expert a particular level of effort (intensity), for a
certain amount of time (persistence), towards a particular goal (direction). Motivating employees
is also more challenging at a time when firms have dramatically changed the jobs that people
perform, reduced layers of hierarchy, and jettisoned large numbers of employees throughout the
process. Most contemporary theories recognized that motivation begins with individual needs.

10
OBJECTIVES OF THE STUDY

 To evaluate the effective motivation measures given to the employees.

 To study the effect of monetary and non-monetary benefits provided by the Foods, Fats
&Fertilizer’s on the employee performance.
 To study the factors required to enhance the motivation in the employees.
 To analyze how motivation leads to job satisfaction among the employees.
 To suggest and recommend suggestions for further improvement of employee
motivational levels.

11
 METHODOLY OF THE STUDY

PRIMARY SOURCES

Responses are collected with the help of the schedule questionnaire administered to the
employees and management
The primary data are collected in three phases.
 In the first phase, the purpose and objectives of study are explained to them and
requested to go through the questionnaire thoroughly.
 In the second phase, doubts of the respondents about the contents of the questionnaire, if
any are clarified.
 In the third phase, the filled in questionnaire are collected from the respondents by
holding further discussions to elicit additional information.

SECONDARY SOURCES

The secondary sources of data are collected from the magazines, journals, bulletins, web sites
and annual reports, etc., published by the organization. In addition to these, several structured
interviews, and unstructured interviews, have also been conducted with experts.

SAMPLE FRAME

The sample size was put to 100 chosen from various functional areas of the organization. A
simple random sampling system has been followed to select employees of Foods, Fats
&Fertilizer’s Tadepalligudem.

12
  SATISTICAL TOOLS:

A questionnaire with a set of questions was constructed and administered to the

sample employees of the organizations to elicit first-hand information relating to the Motivation
of employees at Foods, Fats &Fertilizer’s Tadepalligudem.

TOOLS FOR ANALYSIS:

The interview schedule method is used for gathering data, which are relevant for the
study conducted among various categories of employees of Foods, Fats &Fertilizer’s
Tadepalligudem.The data collected through the schedules from primary sources have been
processed and the results are analyzed on the basis of percentages.

13
 SCOPE OF THE STUDY

The research covers a major organization. This organization is well known for the best
performance. Therefore, to lend a comprehensive study to this research work was chosen. The
Motivational levels of the employees at Foods, Fats &Fertilizer’s Tadepalligudemis examined.

PERIOD OF STUDY:

The field investigation was conducted from 10/02/2023 to 23/03/2023 by adopting the personal
interview method. During the course of study considerable help has been received from
employees of Foods, Fats &Fertilizer’s Tadepalligudem.

14
 FRAME WORK

Chapter –I INDRODUCTION

Chapter – II INDUSTRY& COMPANY PROFILE

Chapter – III THEORITICAL FRAMEWORK& EMPLOYEE MOTIVATION

Chapter- IV DATA ANALYSIS AND INTERPREATION

Chapter – V

 SUMMARY
 FINDING
 SUGGESTIONS
 BIBILOGRAPHY

15
 LIMITATIONS OF THE STUDY

 The sample size is restricted to 90 So it may not represent the true result.

 Some of the employees may fear that if they give answers against the management they

may lose their jobs.

 The findings are limited so it may not give the true results.

16
 CHAPTER-II

INDUSTRY PROFILE

PROFILE & 3F INDUSTRY LTD

17
Industry Scenario

In the Indian context, the term “Vegetable Oils” is almost synonymous with “Edible Oils” and
land is not used as cooking media. However it is important to keep this distinction in mind not all
Vegetable Oils are Edible- Some including caster oil are mostly non-edible and some of the
edible oils like Ground Nut and Coconut are finding increasing industrial applications as in
cosmetic, soap making etc. The body as a vehicle for carrying vitamins requires the fatty acids in
Edible Oils; provide oil cakes, which are byproduct of the oil extraction process, are important
source of animal nutrition. These can be processed into Edible Flavors, which are rich in
proteins. Oil seeds occupy an important position and rank second after food grains as a farm
commodity crop. India accounts for a tenth of the world output of Vegetable Oils and fats. It is
the largest producers of Ground Nut, rapeseed, mustard and sesame, second in respect of castor
seeds, third in coconut, fourth in cotton seed and fifth in line seed. Our country has a highly
developed oil based industry. Providing gainful employment to nearly 15 million persons besides
another half a million engaged in milling and processing units. It is essential a food-oil industry
accounting for four fifths of the total supply of Vegetable Oils. Soap paints and varnish
industries from the bulk of non-food applications.

In spite of their national importance, production of food grains has been suffering a
negative growth rate all these years. Only during the first plan period, the targets set for
production were realized after this no impressive achievement was recorded. The main
contributory factors are two fold, first only marginal land, in rain fed areas is being used for their
cultivation resulting inevitable in low productivity, and second agriculture in India is still subject
to the vagaries of monsoon, which makes for erratic production. It is little wonder therefore that
the annual rate of growth of oil-seed production for the decade 1965-1976 was a mere 1.2
percent while that of oil seed productivity, an equally dismal one percent.

Viewed in the global context, India has the dubious distinction of having the highest
acreage under oil seeds and recording the highest output, and yet showing the lowest yield, at
736kg. India’s yield per hectare is lower than that of Nigeria (1616.38kg.) U.S.A (1474.58kg),
Argentina (1153.49kg) and China (1148.55kg). The following table would give picture of
Indian’s placing in the world settings. For the year 1980-81, target for oil-seed production had

18
been fixed at 11 million tones, actual production however lagged behind, with provisional
estimates placed at 10.2 million tones. Production of live major oil seeds viz. groundnut, rare
seed mustard, sesame, line seed and castor seed and is estimated to be around 90 lakhs tones,
which is about 13 percent higher than the previous year’s production. Production estimates of
groundnut at 57 lakhs tones however show decline of 70,000 tones. At 2 lakhs tones castor seed
production has also registered a decrease of 30,000 tones. Rapeseed, sesame and line seed have
however, registered increased over the previous year’s production
levels.

The central government therefore took various measures to increase production of oil seeds. A
centrally sponsored scheme for an intensive oil seed development programmed was operated in
14 states with a coverage target 40.6 lakhs hectors under a liberalized pattern of central,
assistance. However actual coverage was only 36 lakhs hectares and the short fall was attributed
to serve and brought conditions in several states during the kharrif season. Short falls in
production persisted in the oil year 1981-82 as well. As a result, domestic industry could not
meet the consumption needs respect of edible oils. The total edible and supplies from indigenous
sources were estimated at about 30 lakh tones in 1981-82 (which however higher than the
previous year’s levels of 25 lakh tones). The gap of 10 lakh tones had to be filled only through
imports. Consequently, the state-trading corporation was asked to import a million tones of
Edible Oils during the oil year 1981-82.

The trend of imports in expected to continue in the year to come despite the best efforts of
the union agriculture ministry to raise oil seed output. As for exports, it is anticipated that India
would export 15 lakhs Tones of oil equivalent of hand picked-selected groundnut, other nuts and
castor oil by 1985. The composition of our exports is expected to under go a change palm oil and
products (palm oil) will in further account for an increasing share of Indian exports. Soya bean
oil and rapeseed oil will continue to be imported through their combined share may fall to about
one third of the total imports. Refined rapeseeds oil could be the cheep oil for the liquid market
while Soya bean oil is expected to supply to the vanaspati industry.

19
Regarding production of oils, an increase in the production of solvent extracted oils such as rice
bran oil tree oils in lightly to occur the ITC reports says that the country could make significant
investments in view of it’s resource for this oil and the demand for Edible Oils. The report has
also forecast a rise in the de-oiling of ground nuts cake and other sun cakes. The country could
also produce 4.5 lakhs of tones seed oil per year.

Problems

An important feature to be taken note of in the case of seeds is that their production facilities
widely from year due to seasonal conditions as only 8 percent of the total area under oil seeds is
irrigated, further year substantial parts of the verified areas under oils seeds consists, further year
substantial parts is mostly sub-optional due to the user seed of pure quality and wide spacing the
triple alliance of weeds, pests and pathogens cause great deals of losses both in the early state of
plant growth and also at crop maturity. Absence of rains at critical stages also causes significant
losses in yields particularly in the case of groundnuts, harvest technology including deficiency in
marketing support and storage and processing also have advice on returns to grower and
incentives for production.

Projections

India has becoming a sizable importer of Edible Oils since the mid seventies. Annual
reports are the order of the million tones costing around Rs.600 crores in foreign exchange. It has
been projected that the demand of edible oils will increase at the minimum annual rates of 3.5
percent. The annual import requirements will be around 1.6 millions tones by 1990. If demand
grows at the higher rate, say at 5 percent, the volume of exports required will be 2.1 million
tones by the same year. Imports in the range 1.6 to 2.1 million tones will mean India absorbing
8.10 percent of the projected will export vegetable oil at the time.

20
Rice Bran Oil

New technology in the US has proved that rice bran oil is effective in lowering cholesterol.
This has encouraged many rice millers in the US to stabilizer rice bran oil extraction. Edible
grade rice bran oil is called “Heart Oil” in Japan. As demand from this oil is likely to broaden the
world over and as India is the second largest producer of rice after China, the union government
decision to encourage productions of this oil is welcomed in oilquarters. There is great scope, to
introduce modern technology in this predominant agro-industry. The availability of Edible Oils
through the application of appropriate technology and the other modernization programs in the
oil-milling sector of particular interest is the vast scope of producing Edible grade oil from rice
bran.

According to study by the United Nations Food and Agricultural Organization (FAO) in
1985, India is the largest producer of the rice bran oil in the world. But compared to Japan were
80 percent of all rice bran is attracted for oil, only one-fourth of all potential bran is used for oil
attraction in this country. Till 1977-78, India produced about 80,000 tones of rice bran oil, but
only of industrial grade, 1978-79 only 2,500 tones of Edible Oils, could be produced out of
101,000 tones of rice bran oil. Out of 250,000 tones of the Edible grade, Production of rice bran
Oil is likely to go up from 250,000 tones in 1986-87 to 310,000 tones in 1987-88. In 1988-89,
the production is likely to go up 325,000 tones although the potential identified by the SEAI
(South Extractors Association of India) is of 675,000 tones per annum. The development of rice
bran oil extracts illustrates how by-product utilization can help argument edible oil supplies in
the country and generate economic activities as well. The bulk of the oil of rice bran (50-80
percent of the total oil) comes into bran during its polishing. In row rice on an average, bran
contains 12-15 percent oil, while in per- boiled rice when oil inside the grain gets deposited on
the outer layer the oil content of bran is 18-20 percent consider. It’s fact that half of rice
productive in India is par boiled; the average oil content of rice bran could realistically be
assumed to an average of about 50 percent.

The estimated production of paddy in the 1988-89 was 93 million tones. Calculated at the
modest rate of 5 percent bran on each quintal of paddy for seed purpose, the potential output of
oil comes to 610,000 tones out of bran of 4 million tones. The edible grade RB oil total has gone

21
up from a more 2,300 tones during 1977-78 to 100,000 tones in 1977-9-88. Andhra Pradesh
processes the largest quantum of rice bran, followed, Punjab and Uttar Pradesh. This is also due
to the growth in the no of solvent extraction units. Andhra Pradesh had 1.38 million tones,
followed by Punjab with 86 tones Madhya Pradesh with 6 lakhs and Uttar Pradesh with 5,80,000
tones. As a result of the encouragement given from the use of indigenous rice bran oil
particularly by the Vanaspati Industry the processing capacity of rice bran in the country went up
from a more 90 lakhs tones in 1976 to 3.4 million tones in 1994 and now stands at 80 million
tones.

Suggestions for augmenting the production of rice bran oil

 Uniform systems of rice levy for huller and Sheller millers, so that hullers can’t
remain Wedded their traditional technology with perpetuates wastage and would be
compelled to modernize. This would also increase the availability of rice bran for oil
extraction.

 An increase in the excise rebate on using rice bran oil in Vanaspati manufacturing as
well as for soaps and other industries.

 Fiscal incentives for production of refined solvent extracted rice bran oil for direct
use of cooking medium.

 Permission for blending similar non-conventional oil with rice bran oils for direct
consumption and

 Minimizing the import of Palm oil so as to boost the price of indigenous oils and
provide an intensive to domestic producers.

The technology constraints are closely related to the structural ones. Where as has the husk
content of rice bran in Japan is only 3 percent, in India it is more than 12 percent. As a result, the
oil content of rice bran in terms of value goes down. Further, when oil extraction is done, the
husk leaves a deep color in the oil, when poses problems at the time of bleaching, another acute

22
technological constraint arises from the tendency of rice bran to get dehydrated, as a result
exposure to the atmosphere, as a result oil contest goes down to a great extent.

The large number of huller units is a serious drawback, not only because their paddy out
turns is low, but also because the bran obtained from huller mills is mixed with husk and other
foreign matter. Because of the low oil content, in the rank of five to nine percent, it becomes
uneconomical to extract oil from this bran. The huller mills cater to the large number of landless
laborers. Huller mills are improved versions of hand panders, mostly located in small towns.
These small hullers generally involve themselves in custom milling of paddy with fixed charges,
in cash and in kind. They are excluded from paying the compulsory levy imposed on larger mills,
which undertake commercial milling of paddy. The huller mills cater to the large number of
landless laborers, sharecroppers and poor peasants whose output is frequently at or below
subsistence level. Rice bran obtained out of such paddy, estimate about a million tones, is neither
pure enough not available in large enough quantities to be economically collected. Therefore,
this quantum of rice bran is as good as not produced at all.

There are a number of reasons why huller mills thrive in states producing par boiled vice.
First, huller mills are very cheep and conveniently located in interior areas. Second, the
investment requirement being low, under utilization of huller mills in the lean season doesn’t put
the owner out of business, because he can often supplement it with other form and non-form
activities. Third, the out turn of rice is not really so low when it comes to par boiled rice. And
last but not the least, the reason using a huller mill rather than a modernized heller mill enables
the miller to avoid mill point levy of rice and associated problems.

Since about half of the paddy produced in India is par boiled, the loss of rice bran oil
potential is colossal, particularly since the bran produced out of par boiled rice contains three or
five percent more oil that produced raw rice and the oil in the bran of par boiled relatively stable
and doesn’t degrade an account of free fatty acid formation (FFA). Till such time as the mills are
modernized, an intermediate short-run solution could be applied. This is to use a mini-rice mill
or even a modified huller in place of traditional huller, so as to improve the out turn of rice as
well as to detain purer bran. In order to achieve the largest or modernization, the central
Government runs a huller subsidy scheme provides for 50 percent of the cost of install action to

23
improved rice milling equipment as subsidy. For instance, electricity heated rice bran stabilizer
of various power rating and capacities (between 50 and 250kg. per hour.) as well as steam heated
bran stabilities have been successfully field-tested. However, the tests of chemical stabilizers,
which are simple and convenient, are yet to yield sufficient results in the field.

The Government of India has decided to install some of these stabilities in research centers
to demonstrate its advantages to the millers. In American mills, rice is rubbed with leather straps,
not only to get polished rice but also to get good equality. Bran in Japan, rice mills have in built
stabilization units. In countries like Belgium, Japan, West Germany and U.K the technology of
continuous extraction of oil from rice bran is used to achieve maximum economic energy, labour
and materials. While most of these technologies are sophisticated, with a high degree of
efficiency of this country, because of the specific nature of the Indian rice milling industry.
There are two major stages in producing edible grade oil from rice bran. The first stage consists
of stabilization of bran to pressure the oil content. The second stage involves the processing and
refining of rice bran oil.

A number of stabilization systems have been successfully developed in India at the central
Food Technological Research Institute (CETRI) Mysore, the paddy processing Research center
(PPRC) Thiruvarur (T.N), the post Harvest Technology Center (PHTC) at the Indian Institute of
Technology Kharagpur. The stabilization particularly the wet heat treatment and chemical
stabilization using hydrochloric acid have opened up enormous possibilities can now store and
accumulated the stabilized bran for selling it in to the solvent extractions. Even a truckload can
be accumulated and stored for the sake of greater economic in transport. By the end of this
century, paddy productions expected to reach a level of 130 million tones. Keeping a side 12.5
percent of production towards seed, the potential bran production would come to 5.7 million
tones, which in turn would yield 8,50,000 tones of rice bran oil. To exploit this huge potential
what are needed are the right perspective and a commitment towards realizing the rich
possibilities in event in the agricultural by products that have conventionally been wasted.

24
COMPANY PROFILE:
Brief History of the company

Foods, Fats &Fertilizers Limited was incorporated on 10 th date of May 1960. The main
object of the company at time of incorporation was to set up plant were recovery of oils from rice
bran. The company established its first solvent extraction plant in the year 1962 with a
technology obtained from “LURGI” of Germany over of extension programmed covering the
selection of the following as of date.

Table 3.1 Established Plants in the organization.

SOLVENT EXTRACTION PLANT - II 1972

SOLVENT EXTRACTION PLANT – III 1983

OIL REFINERY I TO IV 1965

FAT SPLITTING PLANT 1967

GLYCERINATION PLANT 1967

HYDEROGENATION PLANT 1979

STEARIC ACID 1980

PHYSICAL REDINERY 1986

CANNING DIVISON 1977

MATTED MILK FOOD DIVISION 1964

ANIMAL & POULTRY FOOD PLANT 1966

WASTE OIL RECOVERY PLANT 1986

PALM OIL PLANT 1990

VANASPATI PLANT 1992

A.P.C.L 2001

25
Source: Annual reports of Foods, Fats &Fertilizers Limited, Tadepalligudem.

The company is managed by oil whole time directory under the guidance of Sri B.K.Goenka
Managing Director of the company. The employees’ strength is above 900 members of skilled
and experienced personnel.

Vision

Foods, Fats &Fertilisers Limited will have to be the Indian leader in Edible oil products and to

reach the 1000 crores-group turn over by 2022.

Mission

Safety and quality are the winnings of our success.

Philosophy of the organization

The philosophy of the organization is “serving the society through industry”.

Objectives of the organization

The main objectives of the organization are

 To serve the society through the success in the oil out put.
 The objectives towards organization are
 Concern
 Commitment
 Integrity
 Quality

26
Company Products

 Refined vegetable oil

 Industrial oil for soap
 Lubricant and grease
 De oiled cakes and extractions
 Fatty acid
 Vanaspati
 Hydrogenated oils
 Glycerin
 Mango pop and manage bar
 Bhaar
 High FFA oil.
 Bakers Pet (Bakery item)

Manufacture of Quality Products

 Tandul (Rice Bran Oil)

 Surabhi (Vanaspati)
 Bakerspet (Backery shortening)
 Foods, Fats &Fertilisers (Vanaspati)
 Mello (Margarine)
 Mellocreme (Margarine)
 Biscreme (Aerated Shortening)
 Palmdelite
 Goldenspread (Margarine)
 3F Sunflower
 Royal Delight
 Trim

27
Manufacturing of the company

The Foods, Fats &Fertilisers Limited is an industry, in which the main production is,
produced oils from rice bran. The oil manufacturing products are two types. They are
 Commercial Oil

 Edible Oil.

Commercial Oil is using in the various soap industry and another industries.
Edible Oil is using in human copying and human being process.

Main Raw Material of the Industry

 Rice Bran
 Water
 Waste Grass [Packing Process]

Rice Bran is available in the local areas to this industry. Such as available in nearest places to
Akividu, Kaikaluru, Eluru, Tadepaligudem, and Juvvalapalem rice mills etc., Water resources
are available in the nearest Eluru canal.

Waste grass in buying rice grass and by products to the rice industry. This is purchasing by
agents and brokers, this way available in the local area.

 Edible Oils

Stearic Acid:

This product is derived from vegetable oils like Palm Fatty Acid Distillate, Rice Bran Oil,
Rice Bran Acid Oil and Crude Palm Stearine.They also manufacture tailor-made stearic acid to
suit customer's specification.

28
Application :
This product is used in various industrial applications like cosmetics, Rubber, Metal
Polishing, Plastics, Cement Paints, Water proofing Cements etc.

Packing:
In flake form, packed in 50kg HDPE woven bags.

Fatty Acid:

Manufactured from vegetable oils like Palm Fatty Acid Distillate, Rice Bran Oil and Rice Bran
Acid Oil.

Application :
This product is used in various industrial applications like Rubber Chemicals, Specialty
Chemicals, Soap Industry, Grease Industry etc.

Packing:

In new HDPE carboys, 90 kg net content. Supplies can be made in lorry tankers against

specific orders.

Glycerin:

Glycerin is a water-white, viscous, sweet tasting hygroscopic liquid. This product is

derived from sweet water, which is separated from Crude Fatty Acids during splitting process of
Vegetable Oils.

29
Application:
This product is used in the manufacture of Alkyd resins, explosives, paints and coolants. It
also finds application in the pharmaceutical, tobacco and leather tanning industry.
Packing:
In new HM HDPE barrels, 250 kg net content.

RB Wax :

RB wax is a by-product of rice bran oil refining. Refined rice bran wax has properties close to
that of carnauba wax.
Application:
Textiles, Cosmetics, Pharma, Food industry etc.
Packing:
In paper bags, 25 kgs net content.

The registered company is at Tadepalligudem West Godavari district, while corporate

office at Madras. Branch offices at

 Hyderabad
 Bombay
 Kakinada
 Baroda
 Calcutta

Department offices :

 Visakhapatnam
 Vijayanagaram
 Vijayawada
 Calicut
 Nagapatnam
 Bangalore and Cochin etc.

30
 To handle Marketing of the company products through networking channels like whole sellers,
agents, and dealers.

Administration and Organization Structure of the Industry

The Foods, Fats &Fertilisers Limited Industry is under the direct administrative control of
the Board Directors under the companies’ act 1956 administered the Industry. In the Foods, Fats
&Fertilisers Limited, Board of Directors consisting the following members.

Board of Directors

 Sri B.K. Goenka Chairman and M.D.

 G.S. Goenka (Whole time director)
 S.B. Goenka (Whole time director)
 Bharat Kumar Goenka (Whole time director)
 O.P. Goenka
 Sita Rama Goenka
 Sushil Goenka

Organization Structure

The general Manager is the main Administrating and controlling head of the Foods,
Fats &Fertilisers Limited; on behalf of board of Director under him there will be one Deputy
(Finance and Administration), five heads of Departments representing the Foods, Fats
&Fertilisers Limited.

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Financial Structure

Finance is very much needed to any business hence treated as heart to business. The company
was incorporated in the year1960. The original share capital subscribed as Rs. 5 lakhs. The
present subscribed and shared capital is Rs. 8 crores.

Recruitment, Selection and Training :

Recruitment

Recruitment in Foods, Fats &Fertilisers Limited will be through following sources.

 Paper advertisement
 Data bank.
 Placement agencies.

Selection Policy and Procedure

Selection procedure is the process of choosing people obtaining and assessing information
about the applicants with a view to matching these with the job requirements picking up the most
suitable candidates. Elimination of the non-suitable candidates at successive stages of the
selection process makes the choices. The main objective is to select the “Right person for the
right job”. The management forms an interview board consisting personal manager and
functional head of the department where the vacancy exists, the board take care about the
selection of the right candidate for the vacancy.

Introduction

The selected person is introduced to the entire department personnel and he will be given a
brief introduction and history of the company, policies and procedures of the company.

32
Promotion

Promotion is a policy ofFoods, Fats &FertilisersLimitedis fully based on the services of

the employees and performance of the employees. If an employee completes his targets then the
employee may be eligible for the promotion.

Probationer

Probationer is one who provisionally employed in a permanent vacancy and has not
completed six months service and includes a permanent employee appointed as a probationer in a
new post, at the end of the six months probationary service if found satisfied, he may be
confirmed in the permanent vacancy. If however permanent employees employed as a
probationer in a new post he may at any time during such probationary be reverted to his original
post. The company may at is discretion extend the period of probation for a further period of six
months however the total such extensions shall not exceed six months.

Training and Development

The modern management has to develop the organization through the human resource
information systems. Employee training is the sub system of human resource development.
Employee training is a specialized function and one of the significant and fundamental functions
of the human resource development.

 Generally every employee shall be given training.

 Besides this if at all, any department head found that the performance of employee is
low, then, he reports to the personnel department.
 Later the personnel department conducts the training programme.
 In this company the management conducts training classes.

33
Working Conditions:

Working hours

The company follows the rules and regulations as per the factories act, 1948. The normal
working hours are 8 hours for shift.

Shift system

The Foods, Fats &Fertilisers Limited is having 3 shifts. They are

A shift - 6A.M. to 2 P.M.

B shift - 2P.M. to 10P.M.

C shift - 10P.M.to 6A.M.

General shift

Workers - 8A.M. to 5 P.M.

Office staff - 9.30A.M.to 6P.M.

Shift rotation

The information about manufacturing process is continuous process each shift be sent to
personnel department there is shift rotation in this organization. The foods, fats & fertilizers have
shift rotation in 2 methods.

 Weekly shift in one day

 Two day shift change in two days.

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Shift allowance

The Foods, Fats &Fertilisers Limited does not provide shift allowance. They provide tea to
the workers during night shift.

Leave Facilities: The organization is providing the following kinds of leave to the workers.

Types of Leave :

 Sick leave
 Casual leave
 Earned leave
 Sick leave

All employees are covered by the E.S.I. scheme.

Casual leave:

All employees of the company will be eligible for 12 days casual leave with full pay for every
financial year 12 days leave per annum for payment permanent or employees.

Earned leave:

Staff employees of the company will be eligible for 30days. For apprentices 12 days casual
leave, 15 days medical leave will be provided.

 Workers - 20 working days, one earned leave

 Staff - 11 days (E.S.I. loss of pay) one earned leave

35
Technical Aspects of the Projects:

 Plant Capacity
The capacity of the plant is about 200-tones output per a day.
 Oil Extractions

Every care will be taken by the promoters to adopt the latest technology in oil extractions
in order to obtain recoveries and also to minimize the corporation losses of residual oil confront.
This project in based actual experiences of the promoters and general working conditions of the
exciting plants in Andhra Pradesh at present.

Social Service Activities of the organization:

The 3F Group is involved in social service activities. It has formed "Sri Rameswar
Balakrishna Goenka Society" to carry on initiatives to uplift the poor and downtrodden people in
organizing self-help economic development by providing integrated services and facilities to the
community of socially crippled people irrespective of caste, creed and community focusing on
Food, Health, Education, Rural Development, Environmental Consciousness and vocational
courses etc. The Goenka Family Trust runs an Arts and Science College for Women and a Co-
Education Degree and Junior College in Andhra Pradesh. It has founded a Higher Secondary
School in Myanmar and a Higher Secondary School in Rajasthan. It has constructed a multi-
stored building in Tamilnadu, providing accommodation to tourists, social functions, library and
a reading room. In addition to the above said projects, it has also been regularly contributing to
several educational, medical and social service institutions.

36
 CHAPTER-III

CONCEPTUALFRAMEWORK OF EMPLOYEE MOTIVATION

37
MEANING OF MOTIVATION

The meaning of motivation has been given by different authors in different ways. Bernard
Berelson and Grary. A Steiner have given the definition: “A motive is an inner state that
energizes, activates or moves and directs or channels behavior toward the goals” It reveals that
motivation is an inner condition of people Which energizes people to work hard. Motivation
arouses or incentives activities. Motivation is used to direct employees to achieve goals in the
right perspective. As a process of motivation, the management watches how employees start,
stop and sustain the work spirit, so that they are Properly directed and channelized towards the
achievement of goals. Motivation is exercised to achieve goals of employees and the
organization employees are interested in satisfaction and the organization aims at achievement of
the organizational goals. Motivation for achieving organizational goals tries to provide maximum
satisfaction to employees by fulfilling their desires, needs and wishes. It takes place within
culture, reflects an organizational behavior model and requires communication skills. Motivation
is successful communication method. It should understand employees desires and needs as well
as their consistence with organizational goals.

38
DEFINITIONS OF MOTIVATION:

“Motivation is he complex of forces starting and keeping a person at work in an

organization.”
Dubin

“Motivation refers to agree of readiness of an organism to pursue some designated goals, and
polices the determination of the nature and locus of the forces, including the agree of readiness. “
The Encyclopedia of management

“ Motivation is the process of attempting to influence other to do their work through the
possibility of gain or reward “
Edwin B Flippo

NATURE OF MOTIVATION:

“Motivation is mainly concerned with the directing of employees towards organizational

objectives and mission. The nature of motivation is discussed as follows :
i) Motivation is a continuous process :

As we have studied in economics, human wants are unlimited. It is said that, even god
cannot satisfy all human wants, With the satisfaction of one want another want
preferably o the higher order is created, Thus new wants emerge when the present
wants are satisfied. Further, all the wants cannot be satisfied at the same time. Wants
are satisfied one after another continuously. Hence, Motivation is also a continuous
and an unending Process.

39
 ii) Motivation is a psychological concept

Motivation is concerned with the psychological aspects of the human being. The level of
satisfaction, contentment, etc. By using the same reward/incentive vary from person to person.
This is due to variations in aspirations, attitudes, feelings and perceptions of the individuals.
Thus, motivation is reaction of the organs of the human body to the inducements (or) incentives
offered.
iii) The entire individual is motivated :

As started earlier, motivation is a psychological concept interacting with the total organs of an
individual. Further, each individual is an integrated and comprehensive system. The entire
system of an individual reacts to the motivation. Thus, the entire individual is motivated.

iv) Frustrated individual fails to be motivated :

Some individuals are frustrated

despite of the rewards due to the wide gap between his/her aspirations and rewards. Some of
the frustrated persons become mentally ill and these persons cannot be motivated.
v) Goals lead to motivation :
Goals form a part of the motivational process. Goal achievement results in the satisfaction of
want. Goal fulfillment leads to reduction of drives and fulfils

FEATURES OF MOTIVATION :

The analysis of definitions on motivation presents the following features :

1. Motivation is individual’s internal feeling :

Motivation is a psychological process within individuals. Individual needs/desires are the

feelings in the mind of a person regarding the deficiencies include physical, social and
psychological.
2. Motivation is concerned with the total person:

Individual are total persons. They are self-contained. Each individual is an inseparable unit and
all his needs are interrelated. The individual feelings in the social area affect his Physical and

40
psychological areas also Individual feelings and motivation is continuous process. They result is
continuous and interrelated human behavior.
3. Motivation = anticipated values *perceived Probability

Motivation is the product of anticipated values from an action and the perceived
probability that these values would be attained by the action. The anticipated value is called
‘Valence’ and the perceived probability is called ‘expectancy’ Thus
Motivation = values *expectancy

4. Motivation is the willingness

to exert high levels of effort towards organizational goals, conditioned by the efforts and
the ability to satisfy some individual need

CLASSIFICATON OF MOTIVATION :

There are two types of motivation,Intrinsic and Extrinsic motivation. It’s important to understand
that we are not all the same; Thus effectively motivating your employees requires that you gain
an understanding will enable you to better categorize your team members and apply the
appropriate type of motivation you will find each member different and each member’s
motivational needs will be varied as well. Some people respond best to intrinsic which means
“from within” and will meet any obligation of an area of their passion. Quite the reverse, others
will respond better to extrinsic motivation which, in their world, provides that difficult tasks can
be dealt a reward upon completion of that task. Become an expert in determining which type will
work best with which team members.

INTRINSIC MOTIVATION :

Intrinsic motivation means that the individual’s motivational stimuli are coming from within the
individual. The individual has the desire to perform a specific task, because its results are in
accordance with his belief system or fulfills a desire and therefore importance is attached to it
Our deep-rooted desires have the highest motivational power. Below are some examples

41
  Acceptance : We all a need to feel that we, as well as our decisions, are accepted by our
co-workers.
 Curiosity : We all have the desire to be in the know.
 Honor : We all need to respect the rules and to be ethical.
 Independence: We all need to feel we are unique.
 Order : We all need to be organized.
 Power : We all have desire to be able to have influence.
 Social contact : We all need to have some social interactions.
 Social Status : We all hae the desire to feel important.

EXTRINSIC MOTIVATION:

Extrinsic motivation means that the individual motivational stimuli are coming from
outside. In other words, our desire to perform a task are controlled by an outside source. Note
that even though the stimuli are coming from outside, the result of performing the task will still
be rewarding for the individual for performing the task. Extrinsic motivation is external in
nature. The most well-known and the most debated motivation is money. Below are some other
examples:
 Employee of the month award
 Benefit package
 Bonuses
 Organized activities

42
TYPES OF MOTIVATION:

1) Achievement: This is the motivation of a person to attain goals. The longing for
achievement is inherent in every man, but not all persons look to achievement as their
motivation. They are motivated by a goal. In order to attain that goal, they are willing to
go as far as possible. The complexity of the goal is determined by a person’s
perception. It is the drive to pursue and attain goals. An individual with achievement
motivation wishes to achieve objectives and advance up on the ladder of success. Here,
accomplishment is important for its own sake and not for the rewards that accompany
it. It is similar to ‘kaizen’ approach of Japanese management.

2) Socialization: Some people consider socialization to be their main motivation for

actions. This is especially evident in the situation of peer pressure. Some people are
willing to do anything to be treated as an equal within a group structure. The idea of
being accepted among a group of people is their motivation for doing certain things.

3) Incentive Motivation: This motivation involves rewards. People who believe that they
will receive awards for doing something are motivated to do everything they can to
reach a certain goal. While achievement motivation is focused on the goal itself,
incentive motivation is driven by the fact that the goal will give people benefits.
Incentive motivation is used in companies through bonuses and other types of
compensation for additional work.

4) Fear Motivation: When incentives do not work, people often turn to fear and
punishment as the next tools. Fear motivation involves pointing out various
consequences if someone does not follow a set of prescribed behavior. This is often
seen in companies as working hand-in-hand with incentive motivation. Workers are
often faced with a reward and punishment system, wherein they are given incentives if
they accomplish a certain goal, but they are given punishments when they disobey
certain policies.

43
 5) Change Motivation: Sometimes people do things just to bring about changes within
their immediate environment. Change motivation is often the cause of true progress.
People just become tired of how things are and thus, think of ways to improve it.

6) Competence Motivation: It is the drive to be good at something, allowing the

individual to perform high quality work. Competence motivated people seek job
matery, take pride in developing and using their problem-solving skills and strive be
creative when confronted with obstacles. They learn from their experience.

7) Power Motivation: It is the driv to influence people and change situations. Power
motivated people wish to create an impact on their organization and are willing to take
risks to do so.

8) Attitude Motivation:Attiutde motivation is how people think and feel. It is their self
confidence, their belief in themselves, their attitude to life. It is how they feel about the
future and how they react to the past.
As evident from the above, there are many types of motivation, motivational techniques have
been experienced by every person from birth. Behivior is learnt through motivation. Motivation
is important to decide one’s behavior. Some types of motivation are more effective than others.

44
MOTIVATION THEORIES:

ABRAHAM MASLOW’S “NEED HIERARCHY THEORY”

One of the most widely mentioned theories of motivation is the hierarchy of needs theory
put forthby psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest, and he concluded that one set of needs are satisfied
they no longer work as motivators as a man seeks to satisfy the higher level needs. As per this
theory the needs are
NEED HIERARCHY THEORY
(i)Physiological needs :

These are basic necessities of human life. Food, Water, Warmth, shelter, sleep, medicine and
education are the basic physiological needs which fall in the primary list of need satisfaction.
Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no
other motivating factors can work.
(ii) Security or Safety needs :

These are the needs tobe free of physical danger and of the fear of losing a job, property, food or
shelter. It also includes protection against any emotional harm.
(iii) Social Needs :

Since people are social beings, they need to belong andbe accepted by others. People try to
satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs :

According to Maslow, once people begin to satisfy their need to belong, they tend to want to be
held in esteem both by themselves and by others. This kind of need produces such satisfaction as
power, prestige status and self-confidence. It includes both internal esteem factors like self-
respect, autonomy and achievements and external esteem factors such as states, recognition and
attention.

45
(v) Need for self-actualization :

Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is
capable of becoming; it includes growth, achieving one’s potential and self-fulfillment. It is to
maximize one’s potential and to accomplish something.
As each of these needs aresubstantially satisfied, the next need becomes dominant. From
the standpoint of motivation, the theory would say that although no need is eventfully gratified, a
substantially satisfied need no longer motivates. So if you want to motivate someone, you need
to understand what level of the hierarchy that person is on and focus on satisfying those needs or
needs above that level.
Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theory’s intuitive logic and ease of understanding.
However, research does not validate these theory. Maslow provided no empirical evidence and
other several studies that sought to validate the theory found no support for it.

V ROOM’S EXPECTANCY THEORY

According to this theory, motivation of individual depends on the desired goals and the strength
of his expectation of achieving the goals. V room’s model is built mainly on three concepts.
Valence, Instrumentality, and Expectancy.

46
Valence : V room’s says that valence is the strength of an individual’s preference for a particular
outcome. The valance to be positive the person must prefer attaining the outcome to not
attaining. A valence of zero occurs when the individual is indifferent towards the outcome. The
valence is negative when the individual prefers not attaining outcome to attaining it.
Instrumentally : Another major input into the valence is the instrumentally of the first level
outcome in obtaining desired second level outcome.
Expectancy : The third major variable in the v room’s theory is expectancy. Though the
expectancy and the instrumentally appear to be same at the first glance, they are quite different.
Expectancy is a probability or strength of a belief that a particular first level outcome.
V room’s says the sumof these variables is the motivation.

ERG THEORY OF MOTIVATION

To Bring Maslow’s need hierarchy theory of motivation in synchronization with

empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG
theory of motivation. He re-categorized maslow’s hierarchy of needs into three simpler and
broader classes of needs.
 Existence Needs :- These include need for basic material necessities.In short, it includes
an individual’s physiological and physical safety needs.
 Relatedness Needs :- These include the aspiration individual’s have for maintaining
significant interpersonal relationships (be it with family, peers or superiors), getting
public fame and recognition. Maslow’s social needs and external component of esteem
needs fall under this class of need.

47
  Growth Needs :- These include need for self development and personal growth and
advancement. Maslow’s self actualization needs and intrinsic component of esteem needs
fall under this category of needs.

“THEORY X AND THEORY Y” OF DOUGLAS MC GREGOR

Mc. Gregor, in his book “The Human side of Enterprise” states that people inside the
organization can be managed in two ways. The first is basically negative, which falls under the
category X and the other is basically positive, which falls under the category Y. After viewing
the way in which the manager dealt with employees, McGregor conclude that a manager’s view
of the nature of human beings is based on a certain grouping of assumptions and that he or she
tends to mold his or her behavior towards subordinates according to these assumptions.
ASSUMPTIONS OF THEORY X :

 Employees inherently dislike work and whenever possible, will attempt to avoid it.
 Since employees dislike work, they must be forced, coerced or threatened with
punishment to achieve goals.
 Employees avoid responsibilities and seek formal direction whenever possible.
 Most workers place a greater importance on security over all other factors and display
little ambition.
48
ASSUMPTIONS OF THEORY Y :
 Employees Can review work as being as natural as rest or play.
 People will exercise self-control and self-direction if they are committed to the
objectives.
 Average human beings are willing to take responsibility and exercise imagination,
ingenuity and creativity in solving the problems of the organization.
 That the way the things are employees can review work as being as natural as rest or
play.
On analysis of the assumptions it can detected that theory Xassumes that lower-order needs
dominate individuals and theory Y assumes that higher-order needs dominate individuals. An
organization in nature, the word “authoritarian’ suggests such ideas as the ‘Power to enforce
obedience” and the “right to command” In contrast Theory Y organizations can be described as
“participative” where the aims of the organizations and of the individuals in it are integrated,
individuals can achieve their own goals best by directing their efforts towards the success of the
organization.

REINFORCEMENT THEORY :
Reinforcement theory is also known as operant conditioning theory. Principles of
learning and Principles of conditioning are used in the reinforcement theory to the process of
influencing motivation and job performance of people. F. Skinner developed this theory of
motivation According to Skinner, behavior of people is mostly influenced by its consequences.
The actions that result in positive consequence tend to be repeated more often, In contrast, the
actions that result in negative consequence tend to be repeated less often.

REINFORCEMENT
An action is said to be reinforcing, if the occurrence of the event following some
behavior makes the behavior more likely to repeat in the future.
There are four types of reinforcement’s viz., positive reinforcement negative
reinforcement, punishment and extinction. The different types of reinforcements are the results
of either the application or withdrawal of either pleasant or unpleasant events.

49
Positive Reinforcement :
Following the positive behavior the employee is provided with a pleasant or desirable
events like high salary, better benefits, praise recognition and status this results in occurrence of
the positive behavior frequently.

Negative Reinforcement :
Following the Withdrawal of a negative reinforce (like strict supervision Strict controls
harassment and threatening), the positive behavior tends to occur more frequently.

Punishment :
Some superior feel that strict control and supervision leads to enhanced performance. The
impose controls. Punishments take place when an unpleasant or undesirable events occurs
following some behavior and makes the behavior less likely to occur

Negative Reinforcement :
Following the Withdrawal of a negative reinforce (like strict supervision Strict controls
harassment and threatening), the positive behavior tends to occur more frequently

Extinction :
Extinction occurs when the withdrawal of a pleasant or desirable event results in behavior
becoming less likely to occur in the future.

50
INCENTIVES & EMPLOYEE MOTIVATION :

An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus an incentive is a means of motivation.In
organizations, increase in incentive leads to better performance and vice versa.

Need for Incentives :

Man is a wanting animal. He is continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers.
Financial incentives or motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non
financialmotivators are those which are not associated with monetary rewards. They include
intangible incentives like ego-satisfaction, self-actualization and responsibility

51
APPLICATIONS OF MOTIVATIONALS CONCEPTS:

The applications of motivational concepts and theories become significant. Some

important application areas of work motivational concepts are job designing job enlargement,
goal setting and management by objectives.
JOB DESIGNING:

Job design has emerged as an important application area for work motivation. Job design
concerns and approaches are usually considered to have begun with scientific management.
The goal of such management was to maximize human efficiency in job
performance. The scientific management approach resulted in job engineering, which focused on
product and process, plant layout, human machine interactions etc. Advances in technology,
computer systems, etc., have resulted in job specialization. Even though specialization resulted
in better control and efficiency, other aspects like motivator and satisfaction were neglected.
Consequently, over a period of time, efficiency decreased and dissatisfaction prevailed among
the work force. The problems today are compounded with downsizing and increased use of
technology. For academicians as well as Practitioners, Job design takes on special importance as
it reduces stress, enhances motivation, and results in Satisfaction.
While focusing attention on job design, we may identify the organizational factors or
perspectives as related to job design, that is, whether the task is done by one person or by a team,
the relevance of qualifications, knowledge of the job related aspects, and so on. Further, the
organization also places importance on the location of job in the plant facilities, the easy
availability of tools etc. Attempts area also made to match the abilities of the person with the
requirements on the job and the amount of autonomy that may be permitted on the job.
Autonomy here is interpreted in terms of decision making freedom in exercise of choice, and so
on. When organizations put these aspects in practice it resulted in job enrichment and job
enlargement Programs.
JOB ENLARGEMENT

Job enlargement refers to expansion of the scope of the job horizontally. In simple terms,
it means increasing the number of tasks that need to be executed. Some amount of boredom may
be relieved by this approach.

52
JOB ENRICHMENT:

Job enrichment represents an extension of job enlargement. It is a direct outgrowth of

Herzberg’s theory of motivation. The proposition of Herzberg that motivators when present
enhance the motivational aspects of the individual finds its direct application in a job enrichment
program. In enrichment the job is enlarged vertically so that there is greater variety of work
content, it requires a high level of knowledge and skill, gives workers more autonomy and
responsibility in terms of planning, directing and controlling their own performance, and
provides opportunities for personal growth and a meaningful work experience.
Research has supported us with evidence that there is more employee satisfaction, better
customer service, less employee overload, and fewer employee errors in case of job enrichment,
Another study also found that employees were more creative when they worked in an enriching
context of complex, challenging jobs, and a supportive, non controlling supervisory climate.
Although, there are several benefits of job enlargement, certain disadvantages cannot be ignored.
First, the workers need to be trained or multi skilled in order to handle the variety of jobs. May
be it requires a new way of functioning in an already existing system. Moreover, it may not be
possible to introduce job enlargement programs for all the jobs in the organization.

GOAL SETTING

Goal Setting has become an effective tool for the practice of human resource
management and an overall performance system approach. The goal setting theory stems from
the original concept of intentions as stated by Locke, who was inspired by Ryan. ‘Intentions’
may also be interpreted as motives and when motives become strong, they translate into a value
or valence, and the individual undertakes certain actions which result in consequences. We may
then say that intentions also result in of behavior. Thus we see that the goal setting theory is not
exactly new, and similarities may be found in Taylor’s Herzberg’s and Tolman’s cognitive
theory.

53
INCENTIVES:

Incentives or non financial rewards and ownership plans help organizations in gaining the
commitment of the employees and create greater job satisfaction. These include provision for
food, club membership, bonus etc. the operation of non financial rewards take different forms in
the organization. Even though they are considered as non financial, they prove to be costly to the
organization. For example some organizations in the public sector provide subsidized lunch, tea,
coffee, clothing shoes and gifts to their employees. These are considered as consumables, which
cost money to the organization. In most organizations, employees are encouraged to form teams
and suggest mechanisms for cost cutting. The suggestion which is the most viable gets accepted
and the employee who has suggested it derives the maximum satisfaction. Besides these types of
non financial operations of rewards, organizations also gain the commitment of the employees
through various ownership plans some of them are as follows.
1. Minimum wages are guaranteed to all workers.
2. Incentives by way of bonus etc, a re offered to efficient workers for time
saved
3. A standard time is fixed and the worker is expected to perform the given
work within this standard time. The time studies for the performance of
a specific job.

54
 CHAPTER –IV

DATA ANALYSIS ANDINTERPRETATION

55
TABLE –1.

Rate your level of satisfaction with the working culture of the organization

S no OPINION NO.OF EMPLOYEES PERCENTAGE (%)

1 Highly Satisfied 12 13.33

2 Satisfied 78 86.66

3 Dissatisfied 0 0

4 Highly Dissatisfied 0 0

Total 90 100

Source: Questionaire

Highly satisfied

Satisfied

Dissatisfied

Highly Dissatisfied

Interpretation:
From the graph and table depicts that 13% of the employees are highly satisfied with the work
culture in the organization, 87% of employees are satisfied with the work culture in the
organization
Hence, it can be concluded that most of the employees are satisfied with the work culture
in the organization.

56
TABLE –2

Rate the statement “top management is interested in motivating the employees”

S no OPINION NO.OF EMPLOYEES PERCENTAGE (%)

1 Strongly agree 0 0

2 Neutral 48 53

3 Agree 22 25

4 Disagree 20 22

TOTAL 90 100

Source: Questionaire

60
50
40
No of employees
30 percentage
20 Series3

10
0
Strongly agree Neutral Agree Disagree

INTERPRETATION:

From the graph and table depicts 53% of employees are neutral with the top
management is interested in motivating the employees, 25% of employees are
agree with the top management is interested in motivating the employees and 22%
of employees are Disagree with the top management is interested in motivating the
employees.

TABLE –3

57
Which type of incentives motivates you more
S no OPINION NO.OF EMPLOYEES PERCENTAGE (%)

1 Increase in salary 42 46.66

2 Promotion 32 35.55

3 Leaves 0 0

4 Recognition 10 11.11

5 Motivational talks 5 5.55

TOTAL 90 100

Source: Questionaire

50
40
30 NO.of .employees
percentage (%)
20 Series3
10
0
Increase in Promotion leaves Recognition Motiva-
salary tional talks

INTERPRETATION:

From the graph and table 46.6% of employees are motivated by increase in salary , 35.5% of
employees are motivated by promotion, and 11% of employees are motivated by recognition,
5.55% of employees are motivated by motivational talks

TABLE –4

58
How far you are satisfied with the incentives provided by the organization

S no Opinion No. of Employees Percentage (%)

1 Highly satisfied 6 6.66

2 Satisfied 76 84.44

3 Dissatisfied 8 8.88

4 Highly Dissatisfied 0 0

TOTAL 90 100

Source: Questionaire

Highly dissatisfied

Dissatisfied
percentage
no.of employees
Satisfied

Highly satisfied

0 10 20 30 40 50 60 70 80 90

INTERPRETATION:

From the graph and table depicts that 6.66% of employees are highly satisfied with the current
incentive system in the organization, 84% of employees are satisfied , 8.88% dissatisfied
employees
Hence it is identified that most of the employees opinioned that they are satisfied with the
current incentive system prevailing in the organization.

TABLE –5

59
Preference Towards Various Types of Incentives

S no Opinion No. of Employees Percentage (%)

1 Incentives Awards 40 44.4

2 Promotion 36 40

3 Appreciation Letters 14 15.55

TOTAL 90 100

Source:Questionaire

45
40
35
30
25 No of employees
20
percentage
15
10
5
0
Incentives promotion appreciation letters

INTERPRETATION:

From the graph and table 44.4% of employees are motivated by incentives awards, 40% of
employees are motivated by promotion, and 15.55% of employees are motivated by appreciation
letters
So it is concluded that most of the employees are motivated by incentives awards in the
organization.

TABLE –6

60
Influence of Incentives on Performance

S no Opinion No. of Employees Percentage (%)

1 Influence 42 46.66

2 Does not Influence 28 31.11

3 No opinion 20 22.22

TOTAL 90 100

Source:Questionaire

50

40

30
No of employees
20
percentage
10

0
Influence Does not influence No opinion

INTERP

RETATION:

From the above graph and table 46.6% of employees responded incentives benefits will influence
their performance by influence, 31.11% of employees benefits will influence them performance
by Does not influence, and 22.2% of employees benefits will influence them performance by
opinion.
So it is observed that most of the Employees benefits will influence their performance by
influence in the organization.

TABLE –7

61
Involvement of Job Management in Day to Day Issues

S no Opinion No. of Employees Percentage (%)

1 Always 50 55.55

2 Never 18 20

3 Occasionally 22 24.44

TOTAL 90 100

Source:Questionaire

Occasionally
Percentage
No.of employees
Never

Always

0 10 20 30 40 50 60

INTERPRETATION:

From the graph and table reflects 55.55% of employees which is top management Always
involve in decision making is issues related to their department, 20% employees response is top
management Never involve in decision making issues related to their department and 24.4%
employees responded their occasionally top management involve in decision making in
department related issues.
So it is concluded that most of the employees top management involve in decision making
relating issues to them department by always in the organization.
TABLE –8

62
Employee satisfaction Towards Job Nature

S no Opinion No. of Employees Percentage (%)

1 Highly satisfied 14 15.55

2 Satisfied 76 84.44

3 Dissatisfied 0 0

4 Highly Dissatisfied 0 0

TOTAL 90 100

Source:Questionaire

90
80
70
60
50
40 No of employees
30 percentage
20
10
0
Highly satisfied satisfied dissatisfied highly dissatisfied

INTERPRETATION:

From the graph and table depicts that 84.44% of employees are satisfied and 15.55 of employees
are highly satisfied with the current job profile. Hence, it can be identified that most of the
employees are satisfied with the current job profile.

TABLE –9

63
Alignment of Personal Goals with Company Goals

S no Opinion No. of Employees Percentage (%)

1 Strongly agree 6 6.66

2 Strongly Disagree 12 13.33

3 Agree 72 80

4 Disagree 0 0

TOTAL 90 100

Source:Questionaire

80
70
60
50
no of employees
40
30 percentage

20
10
0
strongly agree strongly disagree agree disagree

INTERPRETATION:

From the graph and table depicts that 6.66% of employees are strongly agreed that the
employee’s goals and company goals are aligned, 13.33% of employees are strongly disagree
with the goals and company goals are aligned, 80% of employees are agreed with the goals and
company goals are aligned.
Hence, it can be concluded that most of the employees are agreed that the employee’s
goals and company goals are aligned.

TABLE –10

64
Type of work Environment

S no Opinion No. of Employees Percentage (%)

1 Autocratic 10 11.11

2 Democratic 24 26.66

3 Participative 56 62.22

TOTAL 90 100

Source:Questionaire

participative
percentage
democratic No of employees

Autocratic

0 10 20 30 40 50 60 70

INTERPRETATION:

From the graph and table depicts that 11.11% of employees which work environment is
followed in them organization by autocratic, 26.66% of employees which work environment is
followed in them organization by democratic, 62.22% of employees which work environment is
followed in them organization by participative.
Hence, it can be concluded that most of the employees which work environment is
followed in them organization by participative.

TABLE –11

65
HR Department Motivates Employees Effectively

S no Opinion No. of Employees Percentage (%)

1 Scale 1 20 22.22

2 Scale 2 8 8.88

3 Scale 3 60 66.66

4 Scale 4 2 2.22

5 Scale 5 0 0

TOTAL 90 100

Source:Questionaire

scale 1
scale 2
scale 3
scale 4
scale 5

INTERPRETATION:

From the table and graph depicts that 22% of response is the motivation provided by HR
department on scale of five is 1, 8.88% of employees on rated 2, 66.66% of employees rated on 3
and 2% of employees rated 4
Hence it is identified that most of the employees are opinioned that most of the employees
are given on the scale of 3.

TABLE –12

Motivational through Educational Sponsorship

66
 S no Opinion No. of Employees Percentage (%)

1 Yes 54 60

2 No 36 40

TOTAL 90 100

Source:Questionaire

70
60
50
40 no of employees
30 percentage

20
10
0
yes no
INTER

PRETATION:

From the table and graph depicts that 60% of employee’s opinion is company motivate
employees through sponsoring to pursue higher education or technical qualification and 40% of
employees opinioned that company does not motivate employees through sponsoring to pursue
higher education or technical qualification.
Hence it is concluded that most of the employees opinioned that company motivate employees
through sponsoring to pursue higher education or technical qualification.

TABLE –13

67
Satisfaction Towards Relation with Superior

S no Opinion No. of Employees Percentage (%)

1 Highly satisfied 16 17.77

2 Satisfied 72 80

3 Highly Dissatisfied 2 2.22

4 Dissatisfied 0 0

TOTAL 90 100

Source:Questionaire

80
70
60
50
40 No of employees
30
percentage
20
10
0
Highly satisfied Satisfied Highly dissatisfied dissatisfied

INTERPRETATION:

From the table and graph depicts that 17.77% of employees are highly satisfied with the
interaction of immediate superior, 80% of employees are satisfied, 2.22% of employees are
dissatisfied
Hence it is concluded that most of the employees with satisfied that interaction with the
immediate superior.

TABLE –14

68
Opinion on Recognition For Achievement

S no Opinion No. of Employees Percentage (%)

1 Yes 60 66.66

2 No 30 33.33

TOTAL 90 100

Source:Questionaire

70
60
50
40 No.of employees
30 percentage
20
10
0
yes no

INTERPRETATION:

From the table and graph depicts that 66.66% of employees are responded that they get
recognitions for their achievement and 33.33% of employees are responded that they did not get
recognitions for their achievement.
Hence it is observed that most of the employees get recognitions for their achievements.

TABLE –15

69
Opinion A Promotional Opportunities

S no Opinion No. of Employees Percentage (%)

1 Excellent 2 2.22

2 Good 70 77.77

3 Poor 14 15.55

4 Worse 4 4.44

TOTAL 90 100

Source:Questionaire

Worse

Poor
percentage
Good no of employees

Excellent

0 10 20 30 40 50 60 70 80

INTERPRETATION:

From the above table and graph shows that 2.22% of employees are responded that excellent
promotional opportunities in the organization and 77.77% of employees responded good and
15.55% of employees responded poor 4.44% of employees are the responded at worse in the
organization
Hence it is concluded that the organization is providing good promotional opportunities.

TABLE –16

Opinion on Safety and Security Measures

70
 S no Opinion No. of Employees Percentage (%)

1 Excellent 6 6.66

2 Good 64 71.11

3 Poor 18 20

4 Worse 2 2.22

TOTAL 90 100

Source:Questionaire

80
70
60
50
no of employees
40
30 percentage

20
10
0
Excellent Good Poor Worse

INTERPRETATION:

From the table and graph reflects that 6.66% of employees are responded that the security and
safety measures are excellent, 71.11% of employees responded the security and safety measures
provided by organization are good and 20% of employees are opinioned that the security and
safety measures provided are poor and 2% of employees are opinioned that the security and
safety measures providedby company are worse.

TABLE –17

Training and Development enhance motivational levels

S no Opinion No. of Employees Percentage (%)

71
 1 Strongly Agree 30 33.33

2 Agree 50 55.55

3 Disagree 10 11.11

4 Strongly Agree 0 0

TOTAL 90 100

Source:Questionaire

Strongly disagree

Diagree
percentage
agree no of employees

strongly agree

0 10 20 30 40 50 60

INTERPRETATION:

From the table and graph 33.33% of employees are strongly agree that the training and
development programs provided by the organization enhance motivation levels and 56% of
employees agree and 11% employees disagree
Hence it is concluded that most of the employee’s opinion is training and development
programs enhance our motivation levels.

TABLE –18

Effect of Change on Employee Motivation

72
 S no Opinion No. of Employees Percentage (%)

1 YES 10 11.11

2 NO 80 88.88

TOTAL 90 100

Source:Questionaire

100
90
80
70
60 no of employees
50
percentage
40
30
20
10
0
1st Qtr 2nd Qtr

INTERPRETATION:

From the table and graph depicts that 11.11% of employees are responded that recent changes in
the company that might have affected employee motivation and 88.8% of employees are differed
with in the opinion that the recent changes in the company might have not affected employee
motivation
Hence it is concluded that majority of employees are opinion in the recent changes in the
company that might have not affected employee motivation.

TABLE –19

Performance Appraisal Motivates Employer

73
 S no Opinion No. of Employees Percentage (%)

1 Strongly Agree 16 17.77

2 Agree 70 77.77

3 Disagree 4 4.44

4 Strongly Agree 0 0

TOTAL 90 100

Source: Questionaire

strongly agree
agree
strongly disagree
disagree

INTERPRETATION:

From the table and graph 17.77% of employees strongly agree that performance appraisal is
effective to motivation employee, 77.7% of employees agree, 4.44% employees disagree
Hence it is observed that most of the employees responded performance appraisal is an
effective to employee motivation.

74
 CHAPTER – V

 SUMMURY
 FINDINGS
 SUGGESTIONS

 CONCLUSION

FINDINGS

 87% of employees of satisfaction towards working culture.

75
 53% of employees are neutral with the top management motivates the
employees.
 47% of employees are motivated by increase in salary in the
organization
 84% of employees are satisfied with the current incentives system in
the organization
 44% of employees are motivated by incentives awards in the
organization
 47% of employees benefits will influence them performance
 56% of employees top management involve in decision making
relating issues to them departmentby always
 84% of employees are satisfied with the current job profile
 80% of employees agreed that the employee goals and company goals
are aligned
 62% of employees are opinioned which work environment is followed
in them organization by participative
 Most of the employees are opinioned that the rate HR department on
scale of 3.
 60% of employees are opinioned that company motivate employees
through sponsoring to pursue higher education or technical
qualification.
 80% of employees are satisfied that interaction with the immediate
superior
 67% of employees are opinioned that they get recognition for their
achievement
 78% of employees opinioned that the organization is providing good
promotional opportunities
76
  71% of employees are opinioned that the security and safety measures
provided by the organization are up to the standards
 56% of employees opinioned training and development programmes
enhance our motivation levels
 89% of employees are differ opinioned that recent changes in the
company that might have affected employee motivation
 78% of employees are agreeing opinioned performance appraisal is an
effective to employee motivation.

SUGGESTIONS

 Promote employee career path and development.

77
 Increase working conditions for employees
 Provide better motivation guidelines
 Give an opportunity to express their opinion at the of decision making
 Improve training and development programs to increase employee motivational levels

CONCLUSION

A Motivated employee has a sense of belongingness and ownership for the

company. He would be pound to see his company grow and prosper. Talent can

78
 only be retained by engaging employees at professional, material and emotional
levels. They should be given professional opportunities through training, face
time with senior management, fast track promotions for the HIPOS(high potential
employees) and increase in scale and scope of work. Also engage them materially
by giving differentiated compensations and benefits higher reward and
recognition at all forums and engaging them motivationally means having a
greater connect with the immediate manager, reviewers through face time, skip
and other initiation and engagement interactions. Thus, it becomes imperative for
the organization to ensure its personnel are motivated and connected.

BIBLIOGRAPHY

BOOKS:
 R.C. KOTHARI – Research Methodology

79
  KEITH DEVIS – Behaviour Of Men At Work

 V.S.P. RAO – Human Resource Management, Text

And Cases

 P. SUBBARAO – Essentials of Human Resource

Management and Industrial Relations
WEBSITE:
 www.fff.co.in

QUESTIONAIRE

80
1.Since how many years you have been working in the organization?

a. 0-5 years b. 5-10 years c. 10-15 years d. More than 15 years

2.Rate your level of satisfaction with the working culture of the Foods, Fats &Fertilizer’s.

a. Highly satisfied b. satisfied c. Highly Dissatified d. Dissatisfied

3.Rate the statement “top management is interested in motivating the employees”?

a.Strongly Agree b.Neutralc.Agreed.Disagree

4.Which type of incentives motivates you more?

a. Incentives Awards b. Promotion c. Apperciation

5.How far you are satisfied with the incentives provided by the organization?

a. Highly satisfied b. satisfied c. Highly Dissatified d. Dissatisfied

6.Which of the following factors motivates you most?

a.Salary increase b.promotion c. leaved.motivational talks d. recognition

7.Do you think that incentives and other benefits will influence your performance?

a.Influence b. Does not influence c. No opinion

8.Does the top management involve you in decision making relating to issues to your

department?

a. Always b. Never c. Occasionally

9. Are you Satified with your current job profile?

a. Highly satisfied b. satisfied c. Highly Dissatified d. Dissatisfied

10.Do You agree that employee goals and company’s goals are aligned?

a. Strongly agree b.Strongly disagree c.Agreed.Disagree

81
11.What type of work environment is followed in your organization?

a.Autocratic b.Democratic c.Participative

12. Rate your HR Department on scale of 1-5 for the motivation provided to the employees?

a.1 b.2 c.3 d.4 e.5

13.Does your company motivate employees through Sponsoring in order to pursue higher

education or technical qualification?

a. Yes b. No

14.How is your interaction with immediate superior?

a. Highly satisfied b. satisfied c. Highly Dissatified d. Dissatisfied

15.Do you get Recogintion for your achievements?

a.Yes b.No

16.What is your Opinion regarding promotion opportunities in the organization?

a.Excellent b.Good c. Poor d. Worse

17.Give your rating on the security measures provided by the organization

a.Excellentb.Good c. Poor d. Worse

18.Do you think training and development programmes enhance your motivation levels

a. Strongly agree b.Strongly disagree c.Agree d .Disagree

19.Are there any recent changes in the company that might have affected employee motivation

A .Yes b .No

82