A PROJECT REPORT

ON

“IMPLEMENTATION OF MOTIVATIONAL POLICIES IN TATA

YAZAKI AUTOCOMP LTD.”

AT
TATA YAZAKI AUTOCOMP LTD.
WAGHOLI, PUNE.

IN PARTIAL FULFILLMENT OF
POST GRADUATE DIPLOMA IN CAREER STUDIES
HUMAN RESOURCES

SUBMITTED BY
ASHOKKUMAR SHARMA

INDIRA SCHOOL OF CAREER STUDIES,

PUNE
[2006-2008]

1
 ACKNOWLEDGEMENT
Presenting the project report on ‘Implementation of Motivational Policies in
TATA YAZAKI AUTOCOMP LTD.’ has not only called for an immense effort but
also the attention and invaluable help from my peers, family, friends and colleagues
who helped it materialize.

I would like to thus extend my sincere thanks and gratitude to all those who have been
directly or indirectly been involved for providing me with moral support needed to
complete this project.

I would like to acknowledge Prof. Chetan Wakalkar, Director – Indira School of

Career Studies, Pune and Prof. P. Divakaran, Executive Director (Dean-
Academics)- Indira School of Career Studies, Pune for giving me the opportunity
to undertake a fulltime project to supplement my theory classes and Mrs. Harshali
Murudkar - Internal Guide for constantly guiding me.

The invaluable co-operation received from TATA YAZAKI AUTOCOMP LIMITED

during the period of my project report. Thanks are due to Mr. Ravindra Chaudhari
(GM-HR), Mr. Satish Tonapi (Manager-Admin)-External Guide, Mr.
Sourabh Kane (Dy. Manager-HR), whose trust has encouraged me to develop my
ideas and understanding and have kindly provided feedback.

I wish to express my gratefulness to all the staff of “TATA YAZAKI AUTOCOMP

LIMITED.” for their needful help in various stages of my project.

Finally, I like to thank my Family Members who have always been my continuous
source of inspiration and they have constantly supported and motivated me to
complete my project.

2
 TABLE OF CONTENTS

SR. NO. TITLE PAGE NO.

1 Executive Summary 4-7

2 Company Profile 8-19

3 Introduction of topic 20-36

Research Design and
4
Methodology
Objective and Scope of Project

Hypothesis of Project

Project Design

Source of Data

Sampling

Data Collection
Graphical representation and
5
Tabulation
Data Interpretation

Analysis

6 Recommendation

7 Limitation

8 Bibliography/References

9 Annexure

3
Executive
Summary

4
5
6
7
COMPANY
PROFILE

8
TATA YAZAKI AUTOCOMP LTD.

WAGHOLI PLANT

9
Tata Autocomp Systems Ltd.

Tata Autocomp Systems Ltd. (TACO) was incorporated as a holding

company in 1995, to realize the vision that India should modernise its auto
component industry to meet the state-of art technology requirements of the
global automakers who are coming to India. As a part of this goal, TACO aims to
offer world-class quality, cost and delivery (QCD) terms to its customers, in a
wide range of components: offer design and engineering capabilities for
components as well as systems integration and undertake to manage complete
supply chain, on behalf of its customers.

TACO’s focus is on building skills. In years to come, TACO expects to

build the largest engineering reservoir in India, in their design and engineering
offices world-wide, and learning on their current product engineering
programs, our engineers are in the process of building world-class capabilities
in designing, engineering, testing, benchmarking, and tool-making, which
would help us to offer complete engineering solutions to our customers in India
and abroad.

With its wide range ranging skills base, TACO expects to emerge as a
one-stop shop, which can undertake to meet every requirement of the
automakers from engineering to manufacturing to outsourcing and assembly.
Through partnership and strategic alliance, with Indian and overseas auto-
component companies, TACO aspires to serve its customers to meet their
requirements of components, systems, assemblies, even complete vehicles.

Every product and service, TACO will build, will be global standards.
TACO expects to sell its components and engineering services and supply chain
management capabilities to Indian as well as global automakers, to meet their
requirements. TACO is building partnerships with world leaders on a 50:50
equity-sharing basis. These joint ventures are setting up world-class
manufacturing facilities and establishing design and development requirements
of the existing and potential automakers for their global operations.

10
 The Yazaki Group

Yazaki Corporation manufacturers and markets a wide range of products

including wire harness, instruments and components for automotive use,
electrical power and transmission cable, fibre optic cable, solar energy systems,
gas meters and air-conditioning systems.

Yazaki gave the Japanese automotive industry its first wire harness in
1929, and is today one of the world’s largest producers, supplying harness to all
leading Japanese and International automakers.

The continuous advances in electronics during the past decade have

brought with them new standards of automotive performances, safety and
comfort. In response, the Yazaki Group has developed a long list of innovations,
which reduce wire harness weight and girth, such as; thinner lighter wire
featuring improved reliability and performance, compact multifunctional
junction blocks, connectors, switches integrated moulds, hybrid integrated
circuits, and electronic and multiplex system.

A corporation founded over half a century ago, the Yazaki Group is a

multi-cultural organization with 130 manufacturing and sales operations in 30
countries on four continents, employing over 93000 people, with annual sales
of over 7.6 billion US dollars.

Partnership is the key

TACO is building partnerships with world leaders on a 50:50 equity
basis. These joint ventures are setting up world-class manufacturing facilities
and establishing design and development capabilities in India to meet the
future product requirements of the existing and potential automakers for their
global operations.

Company Partner Product Area

Tata Johnson Controls Ltd. Johnson Controls Inc. USA Seating Systems
Tata Toyo Radiator Ltd. Toyo Radiator, Japan Engine Cooling Systems
Tata AutoPlastics Ltd. Sommer Allibert, France Plastics Interiors & Exteriors

Tata Ficosa Ltd. Ficosa, Spain Mirrors & Cables

Tata Yazaki Autocomp Ltd. Yazaki, Japan Wiring Harness

T C Springs Pvt. Ltd. Chuo Spring Company Ltd. Coil & Parabolic Springs

TATA YAZAKI AUTOCOMP LTD.

11
HIGH QUALITY WIRINGHARNESS

Tata Yazaki Autocomp Limited (TYA) is a leading Manufacturer of

Wiring Harnesses for the Automotive Industry. The Company has established
capabilities in Product Design, Development and Manufacturing and is highly
respected by its Global Clientele for its reliability and timely delivery at highly
competitive costs.

Tata Yazaki Autocomp Ltd. Is a 50:50 Joint Venture between Tata

Autocomp Systems Ltd. India and Yazaki Corporation Japan. It aims to build
world-class technology and facilities in ‘Electrical Distribution System’ for
the automotive industry. The plant complex is at Wagholi near Pune with state
of art facilities. The land is of 46800 sq.m. and building of 20600 sqm. capacity
to produce 5 lakh vehicle sets annually.

Tata Yazaki plans to set up an engineering and design excellence center,

which will use the latest design tools to compete, the world class manufacturing
facility.

The Tata Yazaki Edge

• Cost-effective Manufacturing Capabilities

• Wiring harnesses for a variety of Segments of the Automobile Industry
• Design and Manufacturing Technologies from the World's largest producer of
Wiring Harnesses, Yazaki Corporation, Japan.

Products
Tata Yazaki can manufacture Wiring Harnesses for various Segments of
the automobile industry, including passenger cars, commercial vehicles. It also
supplies wiring harnesses for applications such as Air Bag Assemblies. The
Product range also includes following:

• Integrated modular wiring harnesses providing power to the vehicle.

• High-tension cables capable of carrying heavy currents from the battery to
other parts of the vehicle. These are exclusively used for petrol vehicles.
• Connectors and Terminals that connect various sections and modules of the
vehicle.
• The product range includes Specially Designed double locking, waterproof
Connectors and Terminals.
• Junctions and fuse boxes for car safety and protection.

Promoters and partners

12
Tata Autocomp Systems Ltd.

Established by the Tata Group, which has several decades of experience

in the automotive industry, the TACO group of companies offers a range of
products and services in the field of auto components to automotive vehicle
manufacturers all over the world. TACO has three major businesses -
Manufacturing, Engineering and Supply Chain Management. The Group
comprises of the Holding Company, Tata Autocomp Systems Limited (TACO),
its Joint Ventures with global auto component leaders and two Subsidiaries in
the plastics and stampings product.

The TACO group, with its 13 Manufacturing plants, 3 Engineering

Centers and 3 Export-Oriented Units, is rapidly expanding its business with
vehicle Manufacturers and Tier-II suppliers to the Automotive Industry. Its
current Original Equipment Manufacturers include

• Daimler Chrysler,
• Fiat,
• Ford,
• General Motors,
• Honda,
• Hyundai,
• Mahindra and Mahindra,
• Piaggio,
• Tata Motors,
• Toyota and
• Volvo.

Yazaki, the World's largest producer of Wiring Harnesses, consists of 97

companies involved in either of two industries: Automotive Components and
Energy or Environment. A vertically integrated provider of complete Electrical
Distribution Solutions to the Automotive Industry, Yazaki has spread across 37
countries through business ties with major automakers worldwide.

It now has more than 300 operations the World over. Through its full
range of Design, Development and Manufacturing facilities - Plating, Copper
Smelting and Drawing, Rubber and Plastic Compound Manufacturing, Tooling
and Die Making, Testing, Computer Aided Design, Automated Manufacturing &
Engineering - Yazaki manufactures all the components of the Wiring Harness,
Electrical Distribution System including Backward Integration:

• Cables

13
 • Housings
• Connectors and Terminals
• Fuses and Relay Blocks
• Protector Retainers
• Grommets
• Tapes and tubes

Customers

Tata Yazaki has the necessary Supply-Chain and Logistics Capabilities to

deliver to customer’s locations, “In Time around the world.” TYA provides
Yazaki with a well-established base to service the requirements of Carmakers in
Japan and Europe. The TYA is on the top-supplier lists of companies amongst
many of the clienteles some of the Major Clientele includes:
• Behr
• Escorts
• General Motors
• Honda India
• Nissan
• Piaggio
• Tata Motors
• Toyota

Customer testimonials

14
"Excellent Quality Systems…" Tim Casey, Behr
"Preferred Sourcing Base…" R. Wasan, Honda Siel Cars
"High Potential for Export…" Victor Rosas, electrical commodity Director, General Motors
"High Efficiency and Good Quality…" Erich Woitsch, Behr
"Best among Wiring Harness Manufacturers…" P. M. Kamath, ADD division, Tata
Motors
Board of Directors
Mr. D. S. Gupta
Chairman
Tata Autocomp Systems Ltd

1. Mr. Shinji Yazaki 2. Mr. T. Ikeda

President Production Operations DGM
Yazaki Corporation Yazaki Corporation

3. Mr. Hirmatsu 4. Mr. Matsuda

President VP Operations
Thai Arrow Products Co. Ltd. Tata Yazaki Autocomp Ltd.

5. Mr. Ramkumar 6. Mr. Vishwanathan

GM-Finance, Technology GM-MIS, Budget, Costing
Tata Autocomp Systems Ltd. Tata Autocomp Systems Ltd.

CEO:

Prashanth Nayak

Education: BE (Electronics and Communication) from KREC,

Surathkal and MBA from IIM, Calcutta

Prashanth Nayak joined TACO in June 1996. He has been part of the
initial management team of TACO. He has nine years of experience in planning,
projects, joint venture negotiations and human resources. Before joining TACO,
Mr. Nayak worked with Wipro Systems for one year.

Major Changes in last 3 years

• Plant expanded separately for Tata Motors.

• Change in leadership Mr. Pradeep Tewari to Mr.
Prashanth Nayak
• Expansion of organisation (horizontally as well as
vertically)
• Set up of in house ‘Learning Center’
• Certified for Quality by TS 16949
• Certified for Environment by ISO 14001

15
Future plans

• New Plant at Banglore

• New Plant at Jamshedpur
• New Plant at Singur

Vision

To be a globally competitive company providing electrical & electronic

distribution systems solutions to automotive customers and to achieve a turnover of 200
mln. USD by 2010, and build profitability through backward integration.

Mission
Core Values

Simplicity: -Doing a job in a simple and straightforward way.

Frugality: -Being careful, thrifty and economical with money, time
and resources.
Integrity: -Meeting all commitments being honest and morally
upright.
Respect: - Consideration and regard for human beings, environment
and infrastructure.
Harmony:-Looking towards reaching a broad agreement on
consensus on interests, opinions and action plans whilst
ensuring that it is inline with organisations objectives.

Quality Policy

Be the First Choice of all Customers, Employees, Suppliers and

Partners by Continual improvement of Quality Management Systems and
Satisfying Customer’s Current and Future Needs.

Quality Objectives

• Meeting Customer’s Needs on Time and in Full

• Improve Productivity continually
• Relentlessly focusing on the best in class Quality, Cost, Delivery
PERFORMANCE
• Upgrading and Building individual and team skills continually.
• Create Clean and Safe Environment

16
Environmental Policy

We are committed to help creating a safe clean and green

environment through…

• Conservation of natural resources by optimal and judicial usage.

• Compliance with relevant Environmental Regulations.
• Continual improvement in Environmental Management System
starting with ISO 14001 certification

This policy will be made available for all the interested parties.

Address of the Company

Pune Factory
Tata Yazaki Autocomp Ltd.
Gat No. 93, Survey No. 166
High Cliff Industrial Estate,
Wagholi-Rahu Road,
Kesnand,
Pune-412207
Ph. No. 27005000
Fax No. 27050131

Banglore Branch Office

Tata Yazaki Autocomp Ltd.
Skip Commercial Complex
25/9, Museum Road,
Banglore-560025
Ph. No. 080-22217348
Fax No. 080-22240322

17
 Organization Chart

CEO
Mr. Prashant Nayak

COO VP-Operations
Mr. Gajindar Bains Mr. Matsuda S

GM-HR Manager Quality

GM-Marketing GM-Finance GM-SCM GM- IT Factory Manager Manager Design
Mr. Ravindra system
Mr. Prashant Gadkar Mr. Ravi Sharma Mr S. Kalse Mr. R. Mittal Mr. Watanabe H Mr. Anand Biyani
Choudhari Mr. Mudikeri

Manager Prodn. Plang.

Sr. Manager-Marketing Manager-IR Finance Manager SCM and Maintenance
Mr. Doi Hiroshi Mr. Ghatwai Mr. Anant Bhide Mr. Sundarshan Mr. Neeraj Sharma

Manager-HR Manager-SCM Manager QA

Vacant Mr. Modi Mr. Sanjay Kulkarni

Manager-Admin Manager Prodn Engin

Mr. Satish Tonapi Mr. Kiran Talele

Special Manager PE
and EOU
Mr. Machide T.

Prodn Manager
Bangalore
Mr. Soma Sekhar.

18
 Organization Chart-HR

GM-HR
Mr. R. Choudhari

Dy-GM-HR Dy-GM-ER Dy-GM-Admin Dy-GM-Admin -Bangalore

Vacant Vacant Vacant Vacant

Manager-ER- Manager-ER- Manager ER Manager

Manager-HR Manager-Admin
Vacant Vacant Mr. Ghatwai- Admin/Hr
Vacant Mr. Tonapi
EOU DTA-2 (now common) Vacant

Dy-Manager
Medical Officer
Mr. Sourabh NA NA NA Vacant NA
Kane

Member
Member-Hr Member-ER Member-ER Member-ER-
Vacant Vacant Vacant Vacant NA HR/Admin
Vacant

Associate Associate Associate-

Associate-ER Associate-ER Medical Staff
Member Member HR/Admin
Mr. Gawade Mr. Belhekar Vacant
Bharti/Swati Satish/Raj Benny PA

Member-
Training NA NA
Sunita Naik

Associate Member ER-

Member-Safety
Training Vacant
Mr. Jangale
6/8 Alandi Plant

Dy- Manager Associate- Dy Manager-

Training/OD Alandi Admin
Vacant Vacant Mr. Shinde

Member-OD
Vacant Member Admin
Vacant

Associate-Admin
3/4
19
INTRODUCTIO
N

20
 What is Motivation?

Motivation is the process that account for individuals intensity, direction

and persistence of efforts towards attaining a goal. While general motivation is
concerned with efforts towards any goal.

Motivation is a process that starts with a physiological or psychological

deficiency or need that activates a behavior or a drive that is aimed at a goal or
incentive.

Process of Motivation

1. Needs: needs are created whenever there are physiological or

psychological imbalances.
2. Drives: drives or motives are set up to alleviate needs. Drives are
action oriented and provide an energizing thrust towards reaching
incentives. They are at the very heart of the motivational process.
3. Incentives: at the end of the motivational cycle are the
incentives. Defined as anything that will alleviate a need and reduce
a drive. It creates physiological or psychological balance.

Framework of Motivation:
1. Identifying
Needs

2. Search for ways to

satisfy needs
6. Reassesses needs
Employee
deficiencies

3. Engages in goal
5. Receive either directed behavior
rewards or
Punishment
4. Performs

21
 Theories of Motivation:

Model

Early Theories Contemporary

Theories

Scientific Human Relation Content Process

Management Model Theories Theories

Maslow’s Need Hertzberg’s Alderf’s Achievement

Hierarchy Two Factor ERG Motivation
Theory Theory Theory Theory

Goal Setting Vroom’s Adams’s Porters

Theory Expectancy Equity Performance
Theory Theory Satisfaction
Model
Early Theories:
1. Scientific Management:
F.W. Taylor thought that primary interest of the workers is economic gain
in the form of wages.

2. Human Relation Model:

Human relation researchers found that other than monetary there are
other factors to the motivation of employees like social contacts which the
employee had at work places were also important and that the boredom and
repetitiveness of task were themselves factor in reducing motivation. These
researchers think that managers can motivate employees by acknowledging their
social needs and by making them feel useful and important.

22
23
 Matching Content Theory:

Need Hierarchy ERG Theory Two-Factors Theory Achievement Motivation

Model

Need For
Self
Achievement
Actualizatio
n
Growth Motivators
• Advancement
• Growth
Esteem
• Achievement
Need For Power

Relatedness
Social
Hygiene
• Job Security
• Salary Need For
• Working Affiliation
Security Condition
Existence

Physiological

24
 Self
actuali
zation
(

SELF
ACTU
ALIZ
ATIO
N
(Persona
l growth,
realizatio
ESTEEM n of
potential
(TITLES,) STATUS
SYMBOLS ETC.)

SOCIAL
(FORMAL/INFORMAL WORK GROUPS OR
TEAMS)

SAFETY
(SENIORITY PLAN, HEALTH INSURANCE ETC.)

BASIC / PHYSIOLOGICAL NEEDS

(PAY)

Maslow’s Need Hierarchy Theory

25
 Maslow’s Need Hierarchy:
Physiological

Individual Organizational

1. Food
2. Clothing Worker Staff/Managers
3. Shelter

1. Daily Wages 1. Quality Job

2. Job Security

Safety

Individual Organizational

1. Own House
2. Safety Against theft
3. Insurance
Worker Staff/Managers

1. Safe working condition i. Salary increment

2. Wage increment ii. Pension Scheme
3. Unionization iii. Group insurance
iv. Provident Fund
v. Gratuity
vi. System of seniority

26
 Social

Individual Organizational

1. Love and Belongingness

2. Family and friends Worker Staff/Managers
3. Social Groups

1. Unions 1. Work Group

2. Mutual respect 2. Peer Acceptance
3. Group Membership
4. Professional Friendship
5. Compatible Workgroup

Self Esteem

Individual Organizational

1. Independence and Freedom

2. Confidence Worker Staff/Managers
3. Desire to competence
4. Adequacy
5. status
6. Reputation i. Recognition 1.
Promotion
ii. Seniority 2. Reward
iii. Self Respect 3. Appreciation
4. Attention

27
 Self Actualization

Individual Organizational

1. Becoming everything that is

One capable of being. Worker Staff/Managers

1. Desire for excellence

2. Managing a unit
Successfully.

ERG Theory:

1. Existence: The basic physiological needs and protection from physical danger
2. Relatedness: Social and affiliation needs and the need for respect and positive regard
from others.
3. Growth: The need to develop and realize ones potential.

Motivation-Hygiene Theory:

Motivation:

1. Achievement
2. Recognition of achievement
3. work itself
4. responsibility
5. Advancement
6. Growth
7. Salary

28
 Hygiene:

1. Company Policy and administration

2. Supervision
3. interpersonal relation
4. Working conditions
5. Salary
6. Status
7. Security

Achievement Motivation Theory:

1. Need for Achievement:

i. Give employees periodic feedback on performance.

ii. Provide good models of achievement
iii. Arrange tasks so that employees call pursue moderate challenges and
responsibilities.
iv. Employee should be able to control their own destiny and
imagination. They should be trained, however, to think realistically
and positively about how they will accomplish goals.

2. Need for Power:

The employee exhibiting the need for power derives satisfaction from
the ability to control the others. Satisfaction is derived from being in
position to influence and control.

3. Need for Affiliation:

Interpersonal relationship between the people and recognized by

people as part of group.

29
 Process Theories:
Second
Expectancy Theory: Level
Outcome

Second
First Level
Level Outcome
Outcome
E P
P O Second
Expectancy Level
Instrumentality Outcome
Efforts Performa First
nce Level Second
Outcome Level
Outcome
E= Effort
P= Performance First Second
O= Outcome Level Level
Outcome Outcome

Second
Level
Outcome

Second Level Outcome:

These are reward (positive or negative) they include
• Pay raise
• Promotion
• Peer acceptance
• Job security
• Recognition
• Rewards
• Demotion
• Transfers
• Monetary punishments
• etc

30
MOTIVATION = VALENCE X EXPECTANCY X INSTRUMENTALITY

THE THREE FACTORS :-

1. Valance
REFERS TO THE STRENGTH OF A PERSON’S PREFERENCE FOR
RECEIVING A REWARD. IT’S VALUE MAY RANGE FROM MINUS ONE (-1)
TO ONE (1).

STRONG STRONG
AVIODENCE PREFERENCE
INDIFFERENCE

-1 0 +1

2. EXPECTANCY
IS THE STRENGTH OF BELIEF THAT ONE’S WORK – RELATED
EFFORT WILL RESULT IN COMPLETION OF A TASK. IT IS THE
PROBABILITY OF A CONNECTION BETWEEN EFFORT AND
PERFORMANCE. IT’S VALUE MAY RANGE FROM ZERO (0) TO ONE (1).

Low Probability High Probability

0 +1

31
 3. INSTRUMENTALITY:
REPRESENTS THE EMPLOYEE’S BELIEF THAT A REWARD WILL
BE RECEIVED ONCE A TASK IS COMPLETED. HERE THE EMPLOYEE
ASSUMES THAT THE ORGANISATION VALUES HIS PERFORMANCE AND
WILL ADMINISTERS REWARDS ON A CONTINGENT BASIS. IT’S VALUE
MAY RANGE FROM ZERO (0) TO ONE (1).

Low Probability High Probability

0 +1

Equity Theory:

This theory is based on the assumption that individuals are motivated by their
desire to be equitably treated in their work relationship. When employees work for
an organization, they basically exchange their services for pay and other benefits. The
equity theory proposes that individuals attempt to reduce any inequity they may feel
as a result of this exchange relationship.

Four important factors are:

1. person
2. comparison others
3. inputs
4. outputs

Porter’s Model:

1. Predictors of efforts
2. predictors of performance
3. predictors of satisfaction

32
 Goal-Setting Theory:

Process:

Desire to meet
the Goal

Goal Goal Task Meeting

Commitment Performance the Goal

Self-Efficiency
Beliefs

The success of goal setting in motivating employee depends on establishing goals that have the appropriate
attributes or characteristics. Goal should be SMART
• S- Specific
• M- Measurable
• A- Attainable
• R- Realistic
• T- Time bound

33
 Linking Management by objectives and goal setting theory

Overall
organizational XYZ COMPANY
Objective

Divisional Consumer Products Division Industrial Products Division

Objectives

Departmental Production Sales Customer Research

Objectives Service Marketing

Development

Individual
Objectives
Individual Employees

34
 Motivational Practices:

Rewards
Others Job Design

Motivational Behavior
QWL
Practices Modification

Problem Empowerment
Employees Goal
Setting

Types of Organizational Reward:

Organizational
Reward

Job
Status
Membership
and Seniority
Task Competenc
Performanc y
e

35
 Membership and Security Based Rewards:

In this the employees who are seniors receives more benefit than his or
her junior employees
• Advancement
• Promotion
• Pay raise
• Retirement benefit
• Prerequisite

This type of rewards does not directly motivate job performance. These
rewards reduce turnover but may fail to motivate achievers to perform better.

Job Status-based Rewards:

Job Based Pay and Skill Based Pay:

Factors Job Based Skill Based

Pay Structure Based on job performance Based on ability to perform
Employees Focus Job carries wage; employees Employees carries wages;
link to job Employees linked to Skills
Employees Focus Job promotion to earn better Skill Acquisition to earn better
pay pay
Procedures Assess job content; value job Assess Skills; Value Skills
Required
Advantageous Pay based on value of work Flexibility; reduced workforce
performed
Disadvantageous Potential personal bureaucracy; Potential personal
inflexibility bureaucracy; cost controls

Competency based reward:

When rewards are linked to competencies what emerges is the skill based pay.
In the skill based pay, employees are paid on the basis of number of jobs they are
capable of discharging or on the depth of their knowledge. The purpose of this
system is to motivate employees to acquire additional skills so that they become
useful to the organization.

36
Performance based pay:

Organizational Rewards:
• Stock options
• Profit sharing(ex: ESOPS)

Team Rewards:
• Gain sharing
• Special bonus

Individual Rewards:
• Piece rate
• Commissions
• Merit pay
• Bonuses

Non Monetary Motivation:

• ESOPS
• Recognition
• Fringe benefits
• Rewards (ex: trophy)
• Giving extra power
• Parties
• Putting name on dart board as a employee of the month or year
• Providing things like T-shirt, watch etc with reason written on it
for giving this reward.
• Dinner parties for group performance
• Transportation facility
• Personal holidays
• Step reward
• Promotions
• Free purchase vouchers
• Club membership
• Formation of informal group in organization which make some
events in organization and giving membership of different
activity group
• Sending mails and gifts on birthdays, marriage anniversaries etc.
• Festival gift vouchers
• Etc.

37
 Research
Design and
Methodology

38
Objective & Scope

39
 Objective of Project:

To introduce and implement a new motivational program in TATA YAZAKI

AUTOCOMP LTD. for the staff level employees. This will lead to retain them, to get
better performance out of them and to make them feel important for the
organization.

Objectives of the Study:

• To study the current motivational level of the employees.

• To design a new motivational scheme for the employees in TYA.
• To implement the motivational scheme.

Scope:

Motivation is becoming more and more important. It is not only important for
the employee as an individual but also the performance of the employee. If employee
is motivated his creativity and his performance will increase drastically and his
performance will always be outstanding. But to keep the employees motivated at
different levels is becoming a challenge for the organizations and the HR people. The
employee motivation increases the performance of the employee as well as helps
them to retain in the organization. As per REED CONSULTANCIES’ one survey,
3/4th of the employees leave the organization in less than three years. So we can say
that motivation is becoming the burning issue in the organizations.

40
Hypothesis

41
 Hypothesis:

Motivation has a positive impact on the employees’ performance and the

employee retention.

42
Research Design

43
Locale of Study:

The project study is mainly about to design and implement the

motivational programs for the employees in TATA YAZAKI AUTOCOMP LTD. The
study is conducted in the Wagholi plant of TATA YAZAKI AUTOCOMP LTD. The
study is being made to increase the motivational level of the employees.

Sample Size:

Total sample of 37 employees being selected on the following way.

HODs’ and Managers = 17

Staff employees = 20

Sampling Design:

Stratified random sample of 37 were selected for the study. All the
HODs were included in the sample. Other than that some managers, deputy
managers and staff employees were selected. This selection was done on a random
basis with consideration of different departments and designations of the employees.

Data Collection Method:

As the study is made to design and then implementing the

motivational policy, there is no secondary data available. So the study is based upon
the primary data only. The data is been collected through questionnaire. Different
types of questionnaire were used for HODs and managers; and the staff employees.

Data Analysis:

After the collection of the data, the analysis is done with the Microsoft
Excel package. Then the bar graphs and the pie charts were used.

44
 Graphical
representation
and Tabulation

45
 Questionnaire for the HOD’s/Managers

Q.1 Since how long you are working in this organization?

Less than one

One to three
Three to five
More than five

6%
6%
31% Les s than 1
1 to 3
3 to 5
more than 5
57%

Q.2 According to you, why people join this organization?

Because of growth opportunity

Because of Brand name
Good working conditions
Because they do not get job at any other place

46
 None of above any other (Specify) ___________

Grow th Opportunities

0% 11% 26% Brand Name

w orking condition

Not getting job at any

63% other place
Any other

Q.3 What do you think about Company’s current HR policies?

Excellent
Very good
Good
Average

0% 13%

Excellent
44%
Very good
good
Averange
43%

Q.4 As a Department head/Manager which of the following factors motivates you?

Subordinates performance
Work completed on time
Employees taking and understanding responsibility
You want to perform on your own

47
 Any other (Specify)

Subordinates performance

9% 23% w ork completed on time

20%
employees taking and
understanding responsibility
w ant to perform on your
17% 31% ow n
any other

Q.5 According to you what motivates an employee in general, in your department

and in this organization rank them. (From 1 to 11)

General Depart. Organization

Achievement __ __ __
Recognition __ __ __
Responsibility __ __ __
Incentives __ __ __
Growth __ __ __
Perks __ __ __
Gifts __ __ __
Bonus __ __ __
Fringe benefits __ __ __
Cash benefits __ __ __
Appreciation in public __ __ __
Fear __ __ __

General:
1. Growth
2. Achievement
3. Recognition
4. Responsibility

Department:
1. Growth
2. Recognition
3. Responsibility
4. Achievement

48
Organization:
1. Responsibility
2. Growth
3. Recognition
4. Achievement

Q.6 Listed below are internal motivator which cause a person to act in a certain
way. Which one or more would you regards as an internal motivator for
employees?

Yes No Uncertain
Recognition
Promotion
Achievement
Opportunities and challenges of work
Position of authority
Interesting Job Profile
Recognition of team/Group
Positive interpersonal relationship
Other (specify)_______

49
 Positive interpersonal relationship
Recognition of team/ group
Intresting job profile
Position of Authority Yes
Opportunities and Challenges of Work No
Achivement Uncertain
Promotion
Recognition

0% 20% 40% 60% 80% 100%

Q.7 External motivators are the factors which motivate an employee but they are
not related to his job. Listed below are some external motivators which cause
a person to act in a certain way. Which one or more would you regards as an
external motivator for employees?
Never Seldom Sometime Often Always
Personal need
Personal value
Personal attitude
Personal interest
Work security
Variety of skills to do different
jobs
Opportunity to complete task
Working independently
External Feedback on
performance
Any other (Specify)_____

50
 external feedbackonperformance

workingindependently
opportunity tocompletetask
Never
variaty of skills tododifferent jobs
Seldom
worksecurity
Sometimes
Personal interest
Often
Personal attitude
Always
Personal Value
Personal need

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Q.8 Which type of incentive motivates employees in the organization?

Monetary
Non- monetary
Both

13%
0%

Monetory
non- monetory
both

87%

Q.9 Which type should be implemented?

Monetary
Non- monetary
Both
Any other (Specify) ________

51
 16% 11%
5%
Monetory
non- monetory
both
Any other
68%

Q.10 Which one or more of the leadership style of manager will work or not work in
this organization?

Leadership style Will work Will not work

Autocrat
Democrat
Laissez-faire (Who allow the things to
happen, not try to control them)
Transformational
Participative
Any Other(Specify)__________

Any other

Participative

Transformational
Will work
Laissez-fair Will not work

Democrat

Autocrat

0% 20% 40% 60% 80% 100%

Q.11 What is an average age of your department people? (Excluding You)

18-25
25-35
35-50
Above 50

52
 19% 0% 6%

18-25
25-35
35-50
above 50

75%

Q.12 Which age group mainly goes for monetary benefits?

18-25
25-35
35-50
50 and above

11% 0%
28%
18-25
25-35
35-50
above 50
61%

Q.13 Which age group mainly goes for non monetary benefits?

18-25
25-35
35-50
50 and above

53
 12%
6%
18-25
47%
25-35
35-50
above 50
35%

Q.14 How do you keep your department people motivated?

By having dialogs
By rewards
Appreciation
None of above any other (Specify) __________

6%
31% By Having dialoge
By rew ards
38% by appreciation
none of the above
25%

Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5

Aspects Ratings
Work culture
Working conditions
Job security
Seniors
Working environment

54
 Subordinates
Fear
Performance

Aspect/Ratings 1 2 3 4 5
Ratings Given by HOD’s/Managers
Work culture 0 1 4 6 6
Working conditions 1 2 2 5 7
Job security 7 4 3 2 1
Seniors 1 4 2 6 4
Working environment 1 2 2 5 7
Subordinates 4 3 6 3 1
Fear 9 3 4 1 0
Performance 0 0 3 4 10

Q.16 Is performance appraisal a right tool to motivate employees?

Yes
No
Sometimes

38%
Yes
no
49%
sometimes

13%

Q.17 If answer to above question is yes then how much is the effect of the
performance appraisal on the motivation?

0-25%
25-50%
50-75%

55
 75-100%

17% 25%
0-25%
25-50%
50-75%
25% 75-100%
33%

Q.18 Is the same appraisal policy applied for all who are performing the same
kind of task with the same efficiency?

Yes
No

27%

yes
no

73%

Q.19 How would you describe the work in your department?

Monotonous
With variety in work
High pressure work
Challenging

56
 Lot of traveling

4% 15% Monotonous
22%
With Variaty in w ork
High pressure w ork
26% Challanging

33% lot of trevelling

Q.20 On which basis would you like your department people to get rewards or
recognition?

Individual performance
Group performance
People involved in doing some particular work (Team work)
Organizational reward

8%
38% Individual performance
23%
Group performance
Team w ork
Organisational rew ard
31%

Q.21 How do you grade your department people?

□ Highly Motivated
□ Motivated
□ Somewhat motivated

57
 □ Less Motivated
□ De-motivated

6% 6%
13% Highly Motivated
Motivated
Sometimes motivated
19% Less Motivated
56%
Demotivated

Q.22 Do you discuss your department people about there performance?

Yes
No
Sometimes

0% 6%

yes
no
sometimes

94%

Questionnaire for the Staff-Employees

Q.1 From how many years you are working with this organization?

Less than one

58
 One to two
Two to Three
More than Three

26%
37% Less than one
One to tw o
Tw o to Three
11% More than Three
26%

Q.2 What is your current gross salary per month?

Less than 5000

5000 to 10000
10000 to 15000
More than 15000

0% 16%
Less than 5000
5000-10000

21% 10000-15000
63% More than 15000

Q.3 As TYA is having a worker oriented approach, do you feel that there are
adequate staff friendly policies?

Yes

59
 No
Can’t say

25%

Yes
No
55% Cant Say
20%

Q.4 What do you feel about the work in your Department?

Monotonous
Challenging
Comfortable
Confusing/ Always fire fighting

Monotonous
22% 4%

Challaning

44% Comfortable

30% Confusing/ Alw ays Fire

Fighting

Q.5 Do you feel money is the only motivating factor?

Yes

60
 No
Not for all

5%

42% Yes
No
Not for All
53%

Q.6 How much increment in salary Motivates you?

0-25%
25-50%
50-75%
75-100%

11%
21%
16% 0-25%
25-50%
50-75%
75-100%

52%

Q.7 Does your superior keep you adequately motivated? If yes how?

61
 Yes / No / Sometimes ( Tick one )

37%
42% Yes
No
Sometimes

21%

Q.8 When your motivational levels are low what would you like to do?

Talk with collogues or seniors

Take a leave
Still you try to work because you have deadlines
You handover work to someone else
Quit/ Change the job
Any other (Specify) __________

Tak w ith collogues/seniors

Take a leave
13% 0%
0%
35% Still try to w ork because of
deadlines
you handover w ork to
someone else
43%
9% quit/change the job

any other

Q.9 After achieving your set target, how do you get motivated?

62
 Monetary benefits
Recognized in public
Reward
Setting higher targets

23%
39% Monetary benefits
Recognized in public
Rew ard
15% Setting higher target
23%

Q.10 Do you think an addition of any of the following benefits will lead to more
motivation of employee?

Individual reward
Group reward
Organizational reward
Any facility/ concession/privilege other than what you are getting
(Specify) _____________

Individual rew ard

5% 10% Group rew ard

24% Organizational rew ard

61%

Any facility, previllage,

concession other than
w hat you are getting

63
Q.11 How do you keep yourself stress free from your regular work?

By joining Hobby club

Meet regularly with your friends
Playing games
Weekend parties
Entertainments (like: movies/ theater)
Any other (specify) ______________

15% 15% By joining hobby club

Meet regularly w ith friends
15% Playing games
Weekend Parties
32% Entertainment
8%
15% Any other

Q.12 Do you feel stress free environment leads to motivation at work place?

Yes
No

5%

Yes
No

95%

64
Q.13 On “Maslow’s need hierarchy theory” what do you think your need
is?

Need for belongingness

Need for affiliation
Need for social needs
Need for self-esteem
Need for self actualization

5% 5%
Need For Belongingness
26%
Need for Affiliation
38%
Need for Social Needs
Need for Self Esteem

26% Need for Self Actualisation

Q.14 Does Job enrichment, job rotation and job specification are the motivating
tools for the employees?
Yes
No
Cant say
Sometimes

Yes
47% No
53% Cant say
Sometimes
0%

65
Q.15 Do you feel that to keep the employee motivated each department head should
discuss with him/her, individual’s/employees’ future plans and past
performances?

Yes
No
Not necessary
Important tasks only

0% 5%
Yes
No
Not Necessary
Important Tasks Only
95%

Q.16 How would you prefer to set your career planning?

By organization
By yourself
Both

21%
By Organisation
By Yourself
11%
Both
68%

66
Q.17 Do you feel career planning is one of the tools for employee retention and
motivation?

Yes
No
Cant say

16%
5% Yes
No
Cant say
79%

Q.18 Which of the following factors should be considered in the career planning?
Rank them

Educational qualification __
Total experience of employee __
Employee’s experience in organization __
KSA’s (Knowledge, Skill, Ability) __
Product related knowledge __
Interest/ Enthusiasm of employees __
Any other (Specify) __________ __

As per the employees in the organization by and large all the think which are
provided here should be taken in consideration but what they feel more
important is the knowledge, skill, ability(KSA’s) to which 17 employees
rank as a most preferable and second preference of approximately all the
employees is Employee’s experience in the organization.

67
Q.19 Do you participate in decision making process about your work?

Never
Seldom
Whenever asked for
Always

0% 5%
Never
Seldom

53% 42% Whenever Ask for

Alw ays

Q.20 How would you describe the following when you are at work? (Please tick.)

Very Good Fair Poor Very

Good poor

Energy levels

Mood

Concentration

Stress levels

68
 Very Poor

Poor
Energy level

Fair Mood
Concentration
Good Stress Level

Very good

0% 20% 40% 60% 80% 100%

Q.21 Does employee participation in decision making motivates an employee?

Yes
No
Cant say

21%
0% Yes
No
Cant Say
79%

Q.22 Conducive (likely) work environment that will promote motivation of

employees in the workplace should be……………

Yes No
Physical acceptance
Safe
Satisfying social needs
Emphasizing respect and trust
Allowing free communication
Accepting diverse opinion
Any Other (Specify) __________________

69
 Any Other

Accepting Diverse Option

Allowing Free Communication

Emphasising Respect And Trust Yes

SatisfyingSocial Needs No

Safe

Physical Acceptance

0% 20% 40% 60% 80% 100%

Q.23 How does decision making contribute to motivation?

Employee Belongingness
Employee Satisfaction
Transparency - make you feel secured
None of the above
Any Other (Specify) _______

4% 0%
32% Belongingness
32%
Satisfaction
Transferancy
None Of above
Any other
32%

70
Analysis

71
 As above data show that the people in the organization wants not only
monetary but they also wants the non-monetary benefits in the way of recognition in
public and other rewards.

In all it is the mix pool of all the views of HOD’s, managers and staff
employees where overall view is that people at different level always requires the
different kind of rewards which prove the MASLOW’s “NEED HIERARCHY
THEORY” very right at organizational level.

The response of all the people in organization towards this program is very
positive and they all have given some good views and also they have provided with
good quality response which is very helpful during making the motivational policy
and implementation phase of the program.

72
73
 Suggestions

Program recommended:

1. Program for individual employees:

 As MRM is held every month, each department head should keep a watch on
each and every employee and whoever performs best in that month in his
department. HOD should give his name to the CEO/COO.

 After each and every department gives their employees name, HR department
will organize one monthly program. In which all those people whom
CEO/COO will also consider as the best performer for the month should be
given some incentives like Movie tickets, gifts, shopping vouchers, dinner
parties, paid trips, outings etc.

 If any employee gets this reward continuously for three months will get some
amount as bonus for his outstanding performance during that quarter.

 If management found that the person is performing above average for more
than six months in that condition he will be eligible for increment or
promotion.

74
  If management found the name given by HOD is not performed well or
decision of HOD is biased in that condition management can take other
peoples views and take the decision on that basis or can do the double filter
system for the purpose of removing the chances of biased decision.

 Every month the list of best performers will be put on notice board.

 Every month’s rewards should be given by CEO/COO in presence of all the

HODs and staff.

2. Responsibility :

As people feel that they can do better if they given opportunities and they like to take
the decisions and responsibility so if instead of HOD’s taking all the decisions
himself he can give the rights to the people and also make them responsible
sometimes people don’t like to take responsibility in some cases in that kind of
condition management can give them chance as high risk responsibility high rewards
and for low level responsibility very low rewards.

3. Reverse mentoring:

In this the decisions are taken by the HOD’s but they must be views coming from
staff people and on that basis on all peoples idea they can take any once idea which
HOD found suitable. The suitable idea which is get selected is rewarded in monthly
meetings.

75
 Limitation

• As a time for project is of only two months because of which it is not possible
to see the effect of the motivational policy and response of the employees.

• Because of some IR issues it is not possible to take the views from the workers
and make the program for the workers.

• Because of time constraint it is not possible to take the big sample of the
employees to do the survey and take their views.

76
77
Bibliography/R
eferences

5. K. Aswathappa “Organisational Behavior” Himalaya

Publishing House – Girgaon, Mumbai 6th revised and
enlarged Edition, 2005.

6. Gary Dessler “Human Resource Management”

7. TACO HR Manual

8. www.google.com

9. www.tacogroup.com

78
10. www.yahoo.com

79
 Annexure

5. Questionnaire for HOD’s

6. Questionnaire for staff employees

80
 Questionnaire for the HOD’s/Managers:

Q.1 Since how long you are working in this organization?

Less than one

One to three
Three to five

81
 More than five

Q.2 According to you, why people join this organization?

Because of growth opportunity

Because of Brand name
Good working conditions
Because they do not get job at any other place
None of above any other (Specify) ___________

Q.3 What do you think about Company’s current HR policies?

Excellent
Very good
Good
Average

Q.4 As a Department head/Manager which of the following factors motivates you?

Subordinates performance
Work completed on time
Employees taking and understanding responsibility
You want to perform on your own
Any other (Specify)

Q.5 According to you what motivates an employee in general, in your department

and in this organization rank them. (From 1 to 11)

General Depart. Organization

Achievement __ __ __
Recognition __ __ __
Responsibility __ __ __
Incentives __ __ __

82
 Growth __ __ __
Perks __ __ __
Gifts __ __ __
Bonus __ __ __
Fringe benefits __ __ __
Cash benefits __ __ __
Appreciation in public __ __ __
Fear __ __ __

Q.6 Listed below are internal motivator which cause a person to act in a certain
way. Which one or more would you regards as an internal motivator for
employees?

Yes No Uncertain
Recognition
Promotion
Achievement
Opportunities and challenges of work
Position of authority
Interesting Job Profile
Recognition of team/Group
Positive interpersonal relationship
Other (specify)_______

Q.7 External motivators are the factors which motivate an employee but they are
not related to his job. Listed below are some external motivators which cause
a person to act in a certain way. Which one or more would you regards as an
external motivator for employees?
Never Seldom Sometime Often Always
Personal need
Personal value
Personal attitude
Personal interest

83
Work security
Variety of skills to do different
jobs
Opportunity to complete task
Working independently
External Feedback on
performance
Any other (Specify)_____

Q.8 Which type of incentive motivates employees in the organization?

Monetary
Non- monetary
Both

Q.9 Which type should be implemented?

Monetary
Non- monetary
Both
Any other (Specify) ________

Q.10 Which one or more of the leadership style of manager will work or not work in
this organization?

Leadership style Will work Will not work

Autocrat
Democrat
Laissez-faire (Who allow the things to
happen, not try to control them)
Transformational
Participative
Any Other(Specify)__________
Q.11 What is an average age of your department people? (Excluding You)

18-25
25-35
35-50
Above 50

84
Q.12 Which age group mainly goes for monetary benefits?

18-25
25-35
35-50
50 and above

Q.13 Which age group mainly goes for non monetary benefits?

18-25
25-35
35-50
50 and above

Q.14 How do you keep your department people motivated?

By having dialogs
By rewards
Appreciation
None of above any other (Specify) __________

Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5
Aspects Ratings
Work culture
Working conditions
Job security
Seniors
Working environment
Subordinates
Fear
Performance

Q.16 Is performance appraisal a right tool to motivate employees?

Yes
No
Sometimes

85
Q.17 If answer to above question is yes then how much is the effect of the
performance appraisal on the motivation?

0-25%
25-50%
50-75%
75-100%

Q.18 Is the same appraisal policy applied for all who are performing the same kind
of task with the same efficiency?

Yes
No

Q.19 How would you describe the work in your department?

Monotonous
With variety in work
High pressure work
Challenging
Lot of traveling

Q.20 On which basis would you like your department people to get rewards or
recognition?

Individual performance
Group performance
People involved in doing some particular work (Team work)
Organizational reward

Q.21 How do you grade your department people?

□ Highly Motivated

86
 □ Motivated
□ Somewhat motivated
□ Less Motivated
□ De-motivated

Q.22 Do you discuss your department people about there performance?

Yes
No
Sometimes

Q.23 Do you have any other comment or suggestion? If you have any idea to
motivate the people through different ways, please let us know.

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________

Thank you for filling in this questionnaire

Your input will help us to make the motivational program.

Questionnaire for the Staff employees:

Q.1 From how many years you are working with this organization?

87
 Less than one
One to two
Two to Three
More than Three

Q.2 What is your current gross salary per month?

Less than 5000

5000 to 10000
10000 to 15000
More than 15000

Q.3 As TYA is having a worker oriented approach, do you feel that there are
adequate staff friendly policies?

Yes
No
Can’t say

Q.4 What do you feel about the work in your Department?

Monotonous
Challenging
Comfortable
Confusing/ Always fire fighting

Q.5 Do you feel money is the only motivating factor?

Yes
No
Not for all

Q.6 How much increment in salary Motivates you?

88
 0-25%
25-50%
50-75%
75-100%

Q.7 Does your superior keep you adequately motivated? If yes how?

Yes / No / Sometimes ( Tick one )

How
_____________________________________________________
_____________________________________________________
___________________________________

Q.8 When your motivational levels are low what would you like to do?

Talk with collogues or seniors

Take a leave
Still you try to work because you have deadlines
You handover work to someone else
Quit/ Change the job
Any other (Specify) __________

Q.9 After achieving your set target, how do you get motivated?

Monetary benefits
Recognized in public
Reward
Setting higher targets

89
Q.10 Do you think an addition of any of the following benefits will lead to more
motivation of employee?

Individual reward
Group reward
Organizational reward
Any facility/ concession/privilege other than what you are getting
(Specify) _____________

Q.11 How do you keep yourself stress free from your regular work?

By joining Hobby club

Meet regularly with your friends
Playing games
Weekend parties
Entertainments (like: movies/ theater)
Any other (specify) ______________

Q.12 Do you feel stress free environment leads to motivation at work place?

Yes
No

How?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________

Q.13 On “Maslow’s need hierarchy theory” what do you think your need
is?

Need for belongingness

Need for affiliation
Need for social needs
Need for self-esteem

90
 Need for self actualization
Q.14 Does Job enrichment, job rotation and job specification are the motivating
tools for the employees?
Yes
No
Cant say
Sometimes

Q.15 Do you feel that to keep the employee motivated each department head should
discuss with him/her, individual’s/employees’ future plans and past
performances?
Yes
No
Not necessary
Important tasks only

Q.16 How would you prefer to set your career planning?

By organization
By yourself
Both

Q.17 Do you feel career planning is one of the tools for employee retention and
motivation?
Yes
No
Cant say

Q.18 Which of the following factors should be considered in the career planning?
Rank them

Educational qualification __
Total experience of employee __
Employee’s experience in organization __
KSA’s (Knowledge, Skill, Ability) __
Product related knowledge __

91
 Interest/ Enthusiasm of employees __
Any other (Specify) __________ __

Q.19 Do you participate in decision making process about your work?

Never
Seldom
Whenever asked for
Always

Q.20 How would you describe the following when you are at work? (Please tick.)

Very Good Fair Poor Very

Good poor

Energy levels

Mood

Concentration

Stress levels

Q.21 Does employee participation in decision making motivates an employee?

Yes
No
Cant say

Q.22 Conducive (likely) work environment that will promote motivation of

employees in the workplace should be……………

Yes No
Physical acceptance
Safe
Satisfying social needs
Emphasizing respect and trust
Allowing free communication

92
Accepting diverse opinion
Any Other (Specify) __________________

Q.23 How does decision making contribute to motivation?

Employee Belongingness
Employee Satisfaction
Transparency - make you feel secured
None of the above
Any Other (Specify) _______

Q.24 Do you have any other comment or suggestion? If you have any idea to
motivate the people through different ways, please let us know.

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
___________

Thank you for filling in this questionnaire

Your input will help us to make the motivational program.

93