Motivat ion

INTRODUCTION
1.1 CONCEPT OF MOTIVATION

Every management tries to coordinate the various factors of production in such a way that their contribution is maximum in achieving organisational goals. The performance of non-human factors li e machines! etc depends upon the level of technology and the competence of those who use them. To improve the overall performance of a business it thus becomes essential to increase the efficiency of the human resource available! arising the need for "Motivation#$wherein! the management arouses!directs!encourages!modifies and maintains the desired behaviour of its wor force towards their wor and towards organisational committment. %s Mr. Rick Pitino says "The only way to get people to like working hard is to motivate them.Today, people must understand why they're working hard. Every individual in an organization is motivated by something different." Employee motivation is thus considered as a ma&or tas for every manager! to motivate his'her subordinates and to create the "will to wor # among them! by well analysing their needs and adopting various forms of motivational techni(ues that may help create an urge'force to wor better. )t should be remembered that a wor er may be immensely capable of doing some wor but nothing can be achieved if he is not willing to wor . The pro&ect report entitled A study on the MOTIVATIONAL TEC NI!"E# ado$ted %y EMAMI LT&.' A(in)aon *+u,ahati-.1/0 is mainly conducted to identify the factors which motivates and will further motivate the employees! and the organi*ation#s functional units in the most efficient and effective manner.

1.1 O23ECTIVE# OF T E #T"&4 5

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Moti vation

The ob&ectives are the guidelines on which the whole pro&ect is based. The following are few of the important ob&ectives 0 To study the Motivational techni(ues adopted by EM%M) +T1.! %mingaon 2,uwahati3 for its employees 2lower level factory wor ers! office staff3 . To identify the efficiency and loopholes of the Motivational techni(ues. To evaluate the role of Motivation in polishing the s ills and performance of the employees. To evaluate whether Motivation helps to identify the hidden potential of employees that may prove beneficial to the organi*ation in the long run.

To evaluate and recommend on the present status of Motivational techni(ues adopted! in order to improve and maintain (uality human resources.

1.. IMPORTANCE OF T E #T"&4 5

The aforesaid ob&ectives must be important and must help to evaluate the study. The importance of the ob&ectives are0 This helps in finding out what ind of Motivational techni(ues are adopted in the company and how much effective they are. This helps in finding out how well the organi*ation has communicated its goals'ob&ectives set and also the efforts on the part of the employees to achieve them fruitfully. This helps in finding out the effectiveness of the motivational techni(ues adopted in the organi*ation i.e. the success rate of the present Motivational techni(ues and suggesting remedies for loopholes.

This enables the researcher to analyse the involvement of the employees in the organi*ation i.e. how much dedicated they are towards their wor and what can enhance it further.

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Moti vation

This helps revealing the hidden potential! needs and wants of the employees which if nurtured properly can be beneficial both for the employee#s and organi*ation#s overall growth.

1.6 #COPE OF T E #T"&4 5

The study is confined only to the EM%M) +T1.!%mingaon2 ,uwahati3 which is located in the E4)4 -omplex! %mingaon in ,uwahati. The area of study comprises of the lower level factory wor ers and the office staff. This was so! because these two are the best indicators of the study at the manufacturing level. The study has formed the base or foundation for other researchers to underta e research in similar areas. The outcome of the study may provide useful suggestions in improving or modifying the present motivational techni(ues adopted in the %mingaon manufacturing unit of EM%M) group. %nd also will serve as a foundation! upon which further strategies can be planned.

1.7 LIMITATION# OF T E #T"&4 5

% study cannot be free from hassles. There are always barriers that prevent the smooth flow of the study. There were some limitations which occurred while conducting the study. These are as follows 0
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Moti vation

The ti(e $eriod is one of the ma&or drawbac s! i.e.! the time period of the study was only . months which was 8ery 9ess in conducting a research report and hence! it was not $ossi%9e to co8er each and e8ery sa($9in) unit o: the entire $o$u9ation 2i.e. the entire wor force of the organi*ation3. The study is essentially carried out at (icro-9e8e9 and so it is tou)h to arri8e at an e;tended' (ore )enera9i<ed conc9usion. There was co((unication )a$ between the researcher and the respondents due to their wor load! because of which they were not a%9e to )i8e su::icient ti(e :or ans,erin) the re(uired (uestions which was necessary in interpreting the results. %nother ma&or drawbac was that! the survey was ti(e consu(in) because the =uestions had to %e trans9ated and e;$9ained in detai9s to the respondents 2especially the lower level factory wor ers3 as the 9an)ua)e o: the =uestionnaire *En)9ish/ ,as not understanda%9e by them. The wor ing timings and duties of the :actory ,orkers )et shi:ted and therefore they are not a8ai9a%9e ,hen needed which caused a hindrance in the free flow of the survey. The in:or(ation e;ecuted by the respondents! (ay or (ay not %e true in some cases$ they (ay not %e serious or there are always the $ossi%i9ities o: %iasness on the part of the respondents answering the (uestions. The sa($9e si<e (ay not %e a 8ery accurate re$resentati8e.

RESEARCH METHODOLOGY
5esearch is a procedure of local and systematic application of the fundamentals of science to general in! overall (uestions of a study and scientific techni(ue! which provide precision tools! specific procedures and technical techni(ues rather than philosophical means for getting and ordering! the data prior to their logic and manipulation. 5esearch designs form a plan! the structure and strategy of investigating process! which sets out to obtain answers to research (uestions.
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Moti vation

1.1 #AMPLIN+ "NIT>POP"LATION5

The samplingunits'population comprises of the LO?ER LEVEL ?OR@ER# and OFFICE #TAFF#' drawn randomly from all the existing employees of EMAMI LT&.' A(in)aon *+u,ahati/ ' Manu:acturin) unit.

1.1 #AMPLE #IAE 5

The #AMPLE #IAE is the total number of sampling units selected from the population. The sample si*e is BCDE i.e. "67# respondents were intervied by the researcher.

1.. #O"RCE# o: &ATA 5

PRIMAR4 &ATA 5 )t is original data gathered specially for the pro&ect in hand. There are 8 widely used methods for gathering primary data. They are! 1. 9urvey method .. :bservation method 8. Experimentation method )n this pro&ect! #ur8ey (ethod is used. 9urvey method consists of gathering data by interviewing each sample units representing the population. )t has the advantage of getting to the original source of information.

#ECON&AR4 &ATA 5 )t is any data originally generated for some purpose! other than the present research ob&ectives. )t includes the findings based research done by outside organi*ation as well as data generated in house for earlier studies! or even information collected by firm sales or credit department. 9econdary data used for this pro&ect has been ta en from COMPAN4 ?E2#ITE' MA+AAINE#' RECOR&#' PREVIO"#L4 ?RITTEN RE#EARC PAPER#.

1.6 #AMPLIN+ TEC NI!"E 5

9ampling plan is a systematic planning for drawing sample from the universe or population. % sample as a part of the universe'population represents the whole
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Moti vation

universe'population. The survey includes respondents of all inds of age groups! males and females! old and new employees.RAN&OM #AMPLIN+ techni=ue is ado$ted in the study.

1.7 TOOL# o: &ATA INTERPRETATION 5

The tool used is PERCENTA+E MET O& shown diagrammatically in PIE C ART# and COL"MN &IA+RAM# and &O"+ N"T.

1.C RE#EARC

IN#TR"MENT5

PER#ONAL INTERVIE? is the method used in the survey. ;hen the interviewing method is used! the researcher mostly prepares the standard forms to record the interview. To assist in the survey! a !"E#TIONNAIRE is devised eeping in mind the ob&ectives of the study.

ORGANIZATIONAL PROFILE
..1 I#TOR4 OF T E EMAMI +RO"P:

The inception of Emami ,roup too place way bac in mid seventies when two childhood friends! Mr. R.#. A)ar,a9 and Mr. R.#. +oenka left their high profile &obs with the <irla ,roup to set up =emco -hemicals! an %yurvedic medicine and cosmetic manufacturing unit in =ol ata in 1/>?. )t was an extremely bold step in the early seventies when the )ndian @M-, mar et was still dominated by multinationals. 9everal such companies head(uartered in =ol ata were considering shifting out of ;est <engal due to labor unrest and
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Moti vation

political problems. <ut against all odds with a vision of combining the age old wisdom of %yurveda with modern manufacturing techni(ues for creating winning brands! the company was started with a meager amount of 5s. .7!777. % dream of reaching out to the )ndian middle class$ a target audience whom they thought will have increasing potential for consumption! the co($any started (anu:acturin) cos(etic $roducts as ,e99 as Ayur8edic (edicines under the %rand na(e o: E(a(i :ro( a s(a99 :actory in @o9kata . The first-rate (uality of the products soon created a consumer pull and gradually some people were hired to wor for them. % chain of distributors was established and the sale of Emami products spread from ;est <engal to rest of Eastern )ndia and gradually to other states. Emami Talcum! Emami Aanishing -ream and Emami -old -ream were great favorite brands with the (uality conscious consumers in the mid-seventies. The company soon became adept in selling beautiful dreams to )ndian women interested in finding their own identity. The signature tune of Emami played over radio and TA became a household favourite.

..1 MILE#TONE# OF EMAMI LT&. 5

In 1FGH' i(ani Ltd. Ac=uired05 Bimani +td 2incorporated as a 4rivate +imited -ompany in 1/?/3 had become sic unit and was up for sale. Bimani! almost a 177 year old company with good brand e(uity in Eastern )ndia and a well laid out factory in =ol ata! was producing a number of cosmetics. Mr. %garwal reali*ed the opportunity and ac(uired Bimani! though for their young organi*ation it was a tough tas to mobili*e resources for buying a sic unit and even tougher to turn it around to a profitable venture. The degree of financial ris involved was enormous considering the small capital base of the company in those days. Bowever Mr. %garwal! supported by Mr. ,oen a decided to go ahead with the deal which later on proved to be the turning point for the organi*ation. Mr. %garwal decided to produce in the Bimani factory different types of health care items and toiletries based on %yurvedic preparation.
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Moti vation

In 1FH.' Co($any into Pa$er (anu:acturin)0 5 Emami#s strong believe in successful eventual ventures led it into paper industry by establishing a paper mill of utmost sophistication at <alas ore for manufacturing (uality writing and printing papers. 5ecently the group has ta en over a terminated paper mill- ",ulmohar paper mill#. In 1FH6' 02OROPL"#- A hu)e success05 Ten years after commencement of the company! it launched its :irst :9a)shi$ %rand 2oro$9us Antise$tic Crea( under the Bimani umbrella in. Many additional brands followed <oroplus including 2oro$9us Prick9y eat Po,der which came as a brand extension of the mother brand. Emami brands started selling in all states of Corth! East and ;est )ndia. Today <oroplus is not only the largest selling %ntiseptic -ream in )ndia but also in 5ussia! D raine! and Cepal.

Nineties' was very eventful for Emami. The ne;t :9a)shi$ %rand o: the co($any Na8ratna Coo9 Oi9 came in the nineties under the Bimani Dmbrella and the second :actory ,as o$ened at Pondicherry to expand production. Cavratna over the years has become a mar et leader in the cool oil category. The introduction of new brands continued and the distribution networ of the company was extended to 9outh )ndia with Cavratna spear heading the process. In 1FH6' A,areness o: #ocia9 res$onsi%i9ity0 5 The Emami group reali*ing its social responsibility commenced its two trusts2ansi9a9 3anki &e8i A)ar,a9 Trust and @esar&e8 Ratni &e8i +oenka Trust to generate funds for social and medical needs. %s a part of companyEs -orporate 9ocial 5esponsibility! Emami has devised various #e9: E($9oy(ent sche(es li e Emami Mobile Traders and 9mall Aillage 9hops schemes. In 1FF.' ea9th Care Pro)ra(0 0 The Emami group has ta en a giant step into a field not ventured by them so far! that is! the field of medicine. The former fran rose limited is now a member of emami group! and manufactures ethical life saving drugs.
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Moti vation

In 1FF7! %eco(es Pu%9ic Ltd. Co($any0 0 The partnership firm! =emco -hemicals! was converted into a 4ublic +imited -ompany under the name and style of Emami +td. In 1FFG' :or(ation o: os$ita9s0 0

AMRI hos$ita9 and # REE VI# "& ANAN& os$ita9 and Research Institute in =ol ata! in &oint section with the government of ;est <engal! provides (uality health care at affordable cost. . 1onations are made in the form of free supplies of medicines! assistance for surgeries and hospital charges for the poor through trust. Emami established the IE(a(i Nationa9 Institute :or 2one Marro, Trans$9antationI in the Carayana Brudayalaya )nstitute! <angalore! under the supervision of 1r 1evi 9hetty! the well- nown cardiac surgeon. This institute provides treatment for bone marrow transplantation at free or affordable costs to the needy.

In 1FFF' Land(ark J E(a(i sho$$erEs city00 +andmar is the buyer#s delight! ol ata#s pride. )t has a comprehensive boo shop. %part! there is a music section! stationery items section including gift items! greeting cards! maga*ines! music! cd-roms sections and a coffee shop all under one roof. In 1DD.' a ne, :actory unit ,as set u$ at A(in)aon' +u,ahati. In 1DD7' (arketin) history00 Emami created a mar eting history in )ndia by launching Fair and :irst :airness crea( :or (en. In 1DDC' introduced ea9th Care &i8ision0 0 andso(e' the

The company decided to introduce a Bealth -are 1ivision and a number of new brands of %yurvedic :T- medicines. The company has ta en up the challenge of growing this new division with a dedicated and enthusiastic team wor ing on this pro&ect. %mong the brands created by the company! today Na8ratna %rand is Rs..DD crore followed by 2oro$9us %rand standin) at Rs.17D crore and Fairness :a(i9y
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Moti vation

standin) at Rs.1DD crore. #ona Chandi Chya,an$rash' Mentho$9us' and Fast Re9ie: are a9so a(on) the to$ %rands in their respective categories. Emami +imited with an investment of 5s >77 crore has ac=uired (aKor stake in Aandu Phar(aceutica9s ?orks Ltd on the basis of huge business synergy between Fandu and Emami. 4ost the ac(uisition of Fandu 4harmaceuticals a century old household name in )ndia! some of its prominent brands li e Aandu 2a9(' Aandu Chya,an$rash' Aandu @esri 3ee8an' Aandu Pancharishta' #udarshan and Nitya( Churna are a9so under E(a(iEs %asketo:%rands.

Today! E(a(i Li(ited is led by Mr. 5 9 %garwal and Mr. 5 9 ,oen a with the help of the second generation 4romoter 1irectors from the two families. Gualified and dedicated set of professionals run the day to day operations of the company. Recent9y a ne, cor$orate o::ice E(a(i To,er0 has %een added to the history o: the co($any ,hich houses E(a(i Li(ited as ,e99 as a99 the other +rou$ co($anies in @o9kata.

*Mr. R S Agarwal and Mr. R S Goenka* (Founders of EMAMI)

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Moti vation

... 2RAN&# under EMAMI 5

2A24 MA##A+E OIL 2OROPL"# ANTI#EPTIC CREAM 2OROPL"# PRIC@L4 EAT PO?&ER FAIR AN& AN&#OME AIRLIFE IMANI FA#T RELIEF MALAI @E#AR COL& CREAM MENT O PL"# NAVARATNA COOL TALC NAVARATNA ELTRA T AN&A NAVARATNA LITE NAVARTANA OIL #ONA C AN&I AMRITPRA# #ONA C AN&I C 4?ANPRA# EMAMI 7 IN 1 # AMPOO FAIR AN& TEEN FAIR AN& A+ELE## 2OROPL"# #"MMER AN& ?INTER LOTION

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Moti vation The EM%M) brand is endorsed by a number of famous celebrities both from the film and sports industry such as 9B%B5D=B =B%C! %M)T%<B <%--B%C! =%5EEC%

=%4::5! M%1BD5) 1)H)T! 9%D5%A ,%C,D+I etc.

..6 EMAMI LT&.' AMIN+AON *+"?A ATI/ 5

The Emami unit in %mingaon was set up in the year .778. )t is the first unit in %ssam and in .77/ the second unit came up in %bhoypur. The unit is located at E4)4 -omplex at %mingaon near the ban of 5iver <rahmaputra. )t has turned out to be a boon for the local fol s as it provides ample &ob opportunities. )t has a built area of 1?JK7 s(. mt. in a land area of 17JK7 s(. mt. The unit is )9: /7710.777 and ,M4 certified. Emami#s existing plant at %mingaon in %ssam produces0 177crore sachets of Cavaratna :il .Jcrore <oroplus %ntiseptic -ream! @air and Bandsome tubes 1/crore <oroplus %ntiseptic -ream! and @air and Bandsome sachets 1.Kcrore bottles of Menthoplus <alm 8.J crore bottles of Cavaratna oil and ..Jcrore bottles of <oroplus lotion per annum. Emami Emami Ltd.,Amingaon Ltd.,Amingaon (Guwahati) (Guwahati)
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NAME NAME

Emami Emami Ltd. Ltd. EPIP EPIP Complex, Complex, Amingaon, Amingaon, Emami +td.! %mingaon ,auhati -ommerce -ollege Guwahati-7 Guwahati-7 !"#!, !"#!, A$$am A$$am

Moti vation

L%CA&I%N L%CA&I%N

'EGI(&'A&I%N 'EGI(&'A&I%N

$t ! !$t Augu$t Augu$t /""# /""#

'EGI(&E'E) 'EGI(&E'E) %**ICE %**ICE

Emami Emami &owe0 &owe0 1 1 7, 7, Anandapu0, Anandapu0, EM EM 23pa$$, 23pa$$, -ol4ata-ol4ata- 7""!"7, 7""!"7, 5e$t 5e$t ,engal ,engal

(I+E (I+E

Emami Emami Ltd. Ltd. Amingaon Amingaon i$ i$ a a medium medium $6ale $6ale unit. unit. P0odu6tion P0odu6tion i$ i$ on on la0ge la0ge $6ale, $6ale, /7# /7# o8 o8 the the total total 9olume 9olume i$ i$ p0odu6ed p0odu6ed he0e. he0e.

,AN-E'( ,AN-E'(

(,I, (,I, ICICI ICICI

)A&E )A&E %* %* INCEP&I%N INCEP&I%N

th /7 /7th (eptem2e0:/""# (eptem2e0:/""#

MG&.%* MG&.%* AMINGA% AMINGA% N N .NI& .NI&

Gene0al Gene0al manage0-P.N manage0-P.N ,ala40i$hnan ,ala40i$hnan *a6to03 *a6to03 headhead- Elanthi0ai3an Elanthi0ai3an )eput3 )eput3 Gene0al Gene0al Manage0-;a$want Manage0-;a$want (ethia (ethia
./

Emami +td.! %mingaon

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Moti vation

&%&AL &%&AL N.M,E' N.M,E' %* %* EMPL%<EE( EMPL%<EE(

Compan3 Compan3 en0olleden0olled- /"" /"" Cont0a6tualCont0a6tual- ="" ="" (num2e0 (num2e0 9a0ie$) 9a0ie$)

CA&EG%'IE( CA&EG%'IE( %* %* EMPL%<EE( EMPL%<EE(

Exe6uti9eExe6uti9e- !# !# (ta88(ta88- #7 #7 Non-$ta88Non-$ta88- =" =" 5o04e0$5o04e0$- = =

..7 VI#ION and MI##ION OF EMAMI LT&.

VI#ION5 VI#ION5
A co($any' ,ith the he9$ o: nature' caters to the consu(erEs needs and their inner cra8in)s :or drea(s o: %etter 9i:e in the :ie9ds o: $ersona9 hea9th care' %oth in India and throu)h out the ,or9d.0

MI##ION 5

To shar$en consu(ersE insi)ht to understand and (eet their needs ,ith 8a9ue added di::erentiated $roducts that are sa:e' e::ecti8e and :ast. To inte)rate dea9ers' distri%utors' retai9ers and su$$9iers into the E(a(i :a(i9y' there%y stren)thenin) their ties ,ith the co($any. To recruit' de8e9o$ and (oti8ate the %est ta9ents in the country and $ro8ide the( ,ith an en8iron(ent that is de(andin) and cha99en)in).
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Moti vation

To stren)then and :oster in the e($9oyees' stron) e(oti8e :ee9in)s o: o,ners ,ith the co($any. To u$ho9d the $rinci$9es o: cor$orate )o8ernance and (o8e to,ards decentra9i<ation to )enerate 9on) ter( (a;i(u( returns :or a99 stake o,ners. To contri%ute ,ho9e-hearted9y to,ards the en8iron(ent and society and to e(er)e as a (ode9 cor$orate citi<en. To %rin) do,n the $o9itica9 %oundaries' %rid)e the seas and e(er)e as a si)ni:icant $9ayer in the (arkets ,or9d ,ide to )9o%a9i<e in ter(s.

..C Vie, o: Factory :9oor0M EMAMI LT&.' A(in)aon

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Moti vation

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Motivation
6 .1 ? AT I# MOTIVATIONN
Moti8ation' in simple terms! may be understood as the set of forces that cause people to behave in certain ways. The word "Motivation# is derived from the word "Motive#. Motive may be defined as an inner state of our mind that activates and directs our behavior. Thus! Motivation is one#s willingness to exert efforts towards the accomplishment of his'her goal. Accordin) to Fred Luthans' Moti8ation is a $rocess that starts ,ith a $hysio9o)ica9 or $sycho9o)ica9 de:iciency or need that acti8ates %eha8ior or a dri8e that is ai(ed at a )oa9 or incenti8e.0 % motivated employee generally is more (uality oriented. Bighly motivated wor er are more productive than apathetic wor er. :ne reason why motivation is a difficult tas is that the wor force is changing. Employees &oin organi*ations with different needs and expectations. Their values! beliefs! bac ground! lifestyles! perceptions and attitudes are different. Cot many organi*ations have understood these and not many B5 experts are clear about the ways of motivating such diverse wor force. Cow days employees have been hired! trained and remunerated! Bence! they need to be motivated for better performance. 4eople are motivated towards rewards! something they can relate to and something they can believe in. Times have changed! people wants more. Motivated employees are always loo ing for better ways to do a &ob. )t is the responsibility of managers to ma e employees loo for better ways of doing their &obs. )ssuance of well conceived instructions and orders does not mean that they will be followed. Managers have to ma e appropriate use of motivation to enthuse the employees to follow them.)ndividuals differ not only in their ability to do but also in their will to do. "Creation o: a ,i99 to ,ork is (oti8ation in si($9e' %ut true sense o: ter(.E Managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction.

5etaining and motivating wor ers re(uires special attention and the responsibility falls s(uarely on the shoulders of B5 as well as managers and supervisors at all levels.They have to create a wor environment where people en&oy what they do! feel li e they have a purpose and have pride in the mission of the organi*ation. )t re(uires more time! more s ill! and managers who care about people! thus it ta es true
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Moti vation

leadership. <y giving employees special tas s! you ma e them feel more important. ;hen your employees feel li e they are being trusted with added responsibilities! they are motivated to wor even harder so they won#t let the company down. Motivation is essential for any company because employees are the "%ssets# of a company. Motivation is important for the growth of employees as well as growth of the organi*ation.

6 .1 IMPORTANCE OF MOTIVATION
Motivation involves getting the members of the group to pull weight effectively! to give their loyalty to the group! to carry out properly the purpose of the organi*ation. The following portrays the importance of motivation 0 The wor force will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The wor ers will cooperate voluntarily with the management and will contribute their maximum for o$ti(u( $er:or(ance in their wor . ;or ers constantly get scopes for improvment 2both s ills and nowledge3 and hence are able to contribute to the progress of the organi*ation. This will also result in increased $roducti8ity. The rate o: 9a%our turno8er and a%senteeis( among the wor ers will be (ini(a9 and even help change negative or indifferent attitudes of employees to positive attitudes through &ustified recognition and reward for wor done! which further helps retain ta9ented ,ork:orce and reduce the cost o: ne, recruit(ent and trainin).

There will be good human relations in the organi*ation as friction among the wor ers themselves and between the wor ers and the management will decrease helping easy and s(ooth introduction o: chan)es ,ithout (uch resistance :ro( the ,ork:orce. The number of complaints and grievances will come down. %ccident rates will lower down ma ing ,ork' a source o: $9easure.
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Moti vation

There will be increase in the (uantity and (uality of products. ;astage and scrap will be less. <etter (uality of products will also i($ro8e the $u%9ic i(a)e o: the %rand. Thus it is often seen that0 Motivated employees always 9ook :or %etter ,ays to do a Ko%. Motivated employees are (ore =ua9ity oriented Motivated wor ers are (ore $roducti8e.

6 .. T4PE# OF MOTIVATION
;hen a manger wants to get more efficient wor ing of his'her subordinates then he will have to motivate them for improving their performance.They will either be offered incentive for some wor such as rewards! recognition! etc or he may instill fear in them or use force for getting desired wor done. The following are the types of motivation0 Positi8e Moti8ation 0 )t is based on rewards. The wor ers are offered incentives for achieving the desired goals which may be in shape of more pay! promotion!
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Moti vation

recognition of wor ! etc. %--ordint to 4eter 1ruc er! the real and positive motivators are responsible for placement! high standard of performance! information ade(uate for self-control and the participation of the wor er as a responsible citi*en in the plant community. " it is achieved by the co-operation of employees and they have a feeling of hapiness. Ne)ati8e Moti8ation0 Cegative or fear motivation is based on force or fear. @ear causes employees to act in a certain way. )n case! they donot act accordingly then they may be punished with demotions or lay-offs. The fear acts as a push mechanism. The employees donot wllingly co-operate! rather they want to avoid the punishment. Though employees wor upto a level where punishment is avoided but this type of motivation causes anger and frustration. This type of motivation generally become a cause of industrial unrest. )nspite of the drawbac s of negative motivation! this method is commonly used by almost all mangament heads to achieve desired results.

6 .6 MOTIVATION T EORIE#
The following are the most historic well- nown theories of motivation0-

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Moti vation

M%&I>A&I%N

MA(L%5:( NEE) ?IE'A'C?< &?E%'<

?E'+,E'G:( M%&I>A&I%N ?<GIENE &?E%'<

PA'&ICIPA&I%N &?E%'<

M6G'EG%':(

>'%%M:( E@PEC&ANC< &?E%'<

6 .6 .a MA#LO?E# NEE&

IERARC 4 T EOR40

The intellectual basis for most of motivation thin ing has been provided by behavioral scientist! A.H Maslow is based on the human needs! whose published wor s are the <ible of Motivation. %lthough Maslow himself did not apply his theory to industrial situation! it has wide impact for beyond academic circles. The crux of Maslow#s theory is that human needs are arranged in hierarchy composed of five categories. The lowest needs are physiological and the highest are the self-actuali*ation needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower in scale and some are in a higher scale or system of values. %s the lower needs are readily satisfied! higher needs emerge.

% satisfied need is not a motivator. Bierarchy of needs! the main needs are five 2J3. They are as under 0-

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Moti vation

SelfActualizatio n Needs

Self-esteem needs

Social needs

Safety needs

Physiological needs

P 4#IOLO+ICAL NEE&#5 These needs are basic to human life and hence! include food! clothing! shelter! air! water and necessities of life. They relate to the survival and maintenance of human life. These needs are to be met first at least partly before higher level needs emerge. :nce they are satisfied! they no longer motivate the man. #AFET4 NEE&# 5 The next need felt in the hierarchical order is safety needs! the need to be free from danger! either from other people or from environment. The individual want to be assured! once his bodily needs are satisfied! that they are secure and will continue to be satisfied for foreseeable feature. These needs may ta e the form of &ob security! security against disease! misfortune! old age etc as also against industrial

in&ury. 9uch needs are generally met by safety laws! measure of social security! protective labor laws and collective agreements.
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Moti vation

#OCIAL NEE&#5 Man is a social being. Be is! therefore! interested in social interactions! companionship! belongingness! etc. he feels the need to love and to be loved. )n a large organi*ation it is not easy to build social relations. Bowever! close relationship can be built up with at least some fellow wor ers so that he feels wanted or accepted and that he is not an alien facing a hostile group. #ELF-E#TEEM NEE&#5 These needs are reflected in our desire for status! and recognition! respect and prestige in the wor group or society such as is conferred by the recognition of one#s merit by promotion! by participation in management and by fulfillment of wor ers urge for self expression. 9ome of the needs relate to one#s esteem. #ELF- ACT"ALIAATION5 This is the upper most level of needs. )t is the culmination of all the lower! intermediate and higher needs of human. This refers to fulfillment. 9elf-actuali*ation is the person#s motivation to transform perception of self into reality.

6 .6 .% ERA2ER+E# MOTIVATION

4+IENE T EOR40

The psychologist Frederick Herzberg extended the wor of Maslow and proposed a new motivation theory popularly nown as Herzbergs otivation Hygiene !Two" fa#tor$ Theory. Ber*berg labeled the &ob satisfiers (oti8ators! and he called &ob dissatisfiers hy)iene or (aintenance :actors. Ta en together! the motivators and hygiene factors have become nown as Ber*berg#s t,o-:actor theory o: (oti8ation. %ccording to Ber*berg! the opposite of satisfaction is not dissatisfaction. The underlying reason! he says! is that removal of dissatisfying characteristics from a &ob does not necessarily ma e the &ob satisfying. The opposite of "satisfaction# is "no satisfaction# and the opposite of "dissatisfaction# is "no dissatisfaction#. %ccording to Ber*berg! today#s motivators are tomorrow#s hygiene because the latter stop influencing the behavior of persons when they get them and even one#s hygiene may be the motivator of another.

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Moti vation

Moti9ato0$ A ;o2 (ati$8a6tion A6hie9ement 'e6ognition 'e$pon$i2ilit3 Ad9an6ement G0owth 5o04 it$el8 ?3gieneA ;o2 )i$$ati$8a6tion Compan3 poli63 B admini$t0ation (upe09i$ion Inte0pe0$onal 'elation$ 5o04ing Condition$ (ala03C (tatu$ (e6u0it3

6 .6 .c Mc +RE+ORE# PARTICIPATION T EOR40

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Moti vation

Douglas McGregor formulated two distinct views of human being based on participation of wor ers. The first basically ne)ati8e! labeled T EOR4 L! and the other basically $ositi8e! labeled T EOR4 4. The assumptions are as under 0-

Through this theory H and I! he tried to outline the extremes to draw the fencing within which the organi*ational man is usually seen to behave. The fact remains that no organi*ational man would actually belong either to theory H or theory I. )n reality! he'she shares the traits of both. % man swings from one set or properties to the other with changes in his mood and motives in changing environment.

6 .6 .d VROOME# ELPECTANC4 T EOR40

:ne of the most widely accepted explanations of motivation is offered by Victor Vroom in his Expectancy !eory. )t is cognitive in nature. The theory is founded on the basic notions that people will be motivated to exert a high level of effort when
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Moti vation

they believe there are relationships between the effort they put forth! the performance they achieve! and the outcomes'rewards they receive. The relationships between notions of effort! performance! and rewards are depicted in figure below0

Thus! the ey constructs in the expectancy theory of motivation are 0 1. %alen#e 5 Aalence! according to Aroom! means the value or strength one places on a particular outcome or reward. .. E&pe#tan#y5 )t relates efforts to performance. 8. 'nstrumentality5 <y instrumentality! Aroom means! the belief that performance is related to rewards. Thus! Aroom#s motivation can also be expressed in the form of an e(uation as follows0 otivation ( %alen#e & E&pe#tan#y & 'nstrumentality <eing the model multiplicative in nature! all three variables must have high positive values to imply motivated performance choice. )f any one of the variables approaches to *ero level! the possibility of the so motivated performance also touches *ero level.

MOTIVATIONAL TECHNIQUES ADOPTED BY EMAMI LTD. A!in"aon #G$%a&ati'

In E(a(i Ltd.' A(in)aon *+u,ahati/ %oth :inancia9 and non :inancia9 (oti8ationa9 techni=ues are used.
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Moti vation

Financia9 (oti8ators such as regular wage distribution"extra#remunerationa nd pay increment" yearly bonus" ad$ances" medical aid money" gratuity"retirement bene%its and Non-Financia9 (oti8ators such as group recognition" worker&s participaion in decision making process" delegation o% responsibility and aut!ority" promotions" team competitions" trainings"c!allenging target competitions" and pro$iding wit! scopes %or betterment are some of the most effective motivational tools adopted by the EM%M) %mingaon unit! that has proved incredibly efficient enough in motivating the employees and creating a positive correlation between organisation#s development with that of employee#s &ob satisfaction!employee#s committment and employe#s trust boosting the *eal to wor harder for the achievement of the organi*ational goals. Emami +td.! %mingaon strictly follows the #MART0 +OAL# techni(ue in setting! motivating and realising the organisational goals effectively! wherein 9M%5T stands for B#E$eci:ic BMEeasura%9e BAEttaina%9e BREesu9ts oriented BTEi(e %ound. The organisation adheres to the follwing OR+ANI#ATIONAL 3"#TICE which inculcates a feeling of belongingness and loyalty towards the organisation. They are0 &istri%uti8e 3ustice0 The perceived features of how resources and rewards are distributed. )nteractive Lustice0 The extent to which people feel fairly treated when procedures are treated. Procedura9 3ustice0 The perceived fairness of the process and procedure used to ma e allocation decision.

The organisation also ta es strict and &ustified actions such as punishments in the forms of dismisal! retenchment! etc for all! to create a fear of being thrown out if involved in unfair activities and to create a feeling among the wor ers that all the employees irrespective of their &ob post! caste! creed! religion are "same in the eyes of the management#. This is a form of "Ne)ati8e Moti8ation# to get wor ers in the right trac and restricting them from deviating from the organisational set goal2s3 realisation path. The unit also ce9e%rates Vish,akar(a $uKa every year as a ma&or fest day in the company through which wor ers and their family members get a chance to portray their talents in various forms such as dancing! singing! painting! drama acts etc. The employees performing to the best of their ability! are appreciated with rewards and
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Moti vation

recognition on this day! which motivates other employees to give their best in their wor . Emami also ce9e%rates ?or9d En8iron(ent &ay in order to grow the feeling of responsiveness and love towards mother Earth by planting tress by each and every wor er which even teaches them the reasons of! why we should protect planet Earth.

Ana()*i* an+ int,-.-,tation

1. An atte($t to kno, the Ko% satis:action o: the e($9oyees.
Pa0ti6ula0$ Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
Emami +td.! %mingaon

D o8 0e$pondent$ 42% 32% 23% 3% ./ ,auhati -ommerce -ollege

Moti vation

Inter$retation5 The above table and fig. 9hows that ?.M of the respondents are highly satisfied with their respective &ob assigned! 8.M of them are satisfied! whereas .8M and 8M of them are neutral and dissatisfied respectively.

1.

An atte($t to kno, the :actors (oti8atin) the e($9oyees (ost.

Pa0ti6ula0$ Financial incentives Non-financial incentives

D o8 0e$pondent$ 38% 62%

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Moti vation

Inter$retation0 The above table and fig. 9hows that 8KM of the respondents are motivated by the financial incentives and 6.M of them are motivated by the nonfinancial incentives.

1.1 Factors in non-:inancia9 incenti8es that (oti8ates the e($9oyees (ost.

*a6to0$ Co !etition "rou! recognition Status %o& enrich ent (ro otion and gro)th *or+er,s !artici!ation -!!reciation of )or+
Emami +td.! %mingaon

D o8 0e$pondent$ 22% #$% $% #'% 28% 8% 8%

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Moti vation

Inter$retation5 The above table and dig. 9hows that amongst the non-financial incentives! promotion and growth motivates the employees the highest2.KM3 followed by competitions2..M3! group recognition21>M3! &ob enrichment217M3! wor er#s participation and appreciation of wor 2both KM3 and the least by status2>M3.

..

An atte($t to kno, i: the e($9oyees :ee9 (oti8ated in the or)ani<ation.

Pa0ti6ula0$ Highly (artially Neutral DeHighly otivated otivated otivated deotivated .4% 33% #3%

D o8 0e$pondent$

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Moti vation

Inter$retation0 The above table and fig. 9hows that J?M of the respondents are highly motivated! 88M are partially motivated and 18M have neutral reaction. )t is indeed a good sign to see that non of the employees are de-motivated.

6.

An atte($t to kno, the co(:orta%i9ity o: the e($9oyees under the :o99o,in) heads5
Pa0ti6ula0$ 5age$ 5o04 en9i0onment 23333% $% ;o2 $e6u0it3 8$% #3333% &0aining$ and Communi6ation with the t0aine0 2'% #'%

/es 0%1 No 0%1

6'% 4'%

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Moti vation

)nterpretation0 The above table and fig. 9hows that the employees are uncomfortable mainly with the wages'salary provided! as its response in favour of "C:#for this factor is highest by ?7M compared to the wor environment2>M3!&ob security218.88M3! trainings and communication with their trainers217M3! factors ta en. ;hereas the employees are highly comfortable with the wor environment factor as the response towars "IE9# for this factor is highest by /8.88M! followed by trainings and communication with trainers2/7M3! &ob security2K>M3 and wages 267M3.

7.

An atte($t to kno, the o%stac9es that sto$ the e($9oyees :ro( $er:or(in) to the %est e::ect.
%2$ta6le$ health !ro&le s !ersonal !ro&le s &oredo )or+ load co-)or+er conflicts insufficient +no)ledge )or+ environ ent !ro&le
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D %8 'e$pondent$ 33% 3#% #2% #'% .% 2% $%

Moti vation

7% 5% 10% 2% 33%

health problems personal problems boredom work load

12%

co-worker conflicts insufficient knowledge work environment problem

31%

Inter$retation5 The above table and fig. 9hows that health problems288M3 is the ma&or reson that often stop the employees from performing to the best effect! followed by personal problems281M3!boredom21.M3!wor load217M3! wor environment problem2>M3 and co-wor er conflict2JM3! insufficient nowledge about wor assigned2.M3.

C. An atte($t to kno, ,hether the e($9oyess :ee9 e($o,ered or not.

/es 0%1 No 0%1 2'% #'%

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Moti vation

Inter$retation5 The above table and fig. 9hows that /7M of the sample si*e feels empowered while wor ing in the organisation whereas only 17M donot feel empowered! which shows that wor and decision ma ing process is decentralised and every efficient wor er is given the right to express his'her views.

G.

An atte($t to kno, the too9s ado$ted :or (oti8atin) e($9oyees in the or)ani<ation.
&ool$ 4raining %ustified !erfor ance a!!raisal co !etitions Decentrali5ation of res!onsi&ility and authority ./
Emami +td.! %mingaon

D o8 0e$pondent$ 2#% 8% 2'% 6%

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Moti vation

6egular )age !ay ent and incre ent Su!erior assistance and strict su!ervision Disci!lined and syste atic )or+ structure

#$% 2'% 8%

Inter$retation5 The table and fig.in the previous page shows that Trainings2of various inds3 is the most effective and regular tool adopted for motivating the employees reported by .1M of the sample si*e respondents followed by competitions2of various inds3 and superior constant assistance and strict supervision 2.7M3! regular wage payment and increment21>M3! &ustified performance appraisal!disciplined and systematic wor structure 2both KM3 and decentralisation of responsibilty and authority26M3.
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Moti vation

H. An atte($t to kno, the re9ationshi$ o: the e($9oyees ,ith their i((ediate

su$er8isor>%oss. Pa0ti6ula0$ very good "ood Neutral 7ad 8ery &ad D o8 0e$pondent$ !7D =1D #/D ED ./ Emami +td.! %mingaon ,auhati -ommerce -ollege

Moti vation

Inter$retation0 The above table and fig. 9hows that the superior-subordinate relationship is (uite good with ?6M! 8.M neutral! 1>M very good and only JM bad which although less! but needs careful attention . rectify.

F.

An atte($t to kno, ,hat e($9oyees 9ike the %est and the 9east a%out their res$ecti8e Ko%. 2E#T a%out their Ko% 5 Pa0ti6ula0$ Freedo to )or+ Syste atic )or+ing 4i e &ound 4ea s!irit Sco!e for learning different things
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D o8 0e$pondent$ #$% #.% #.% 2.% 28%

Moti vation

Inter$retation5 The above table and fig. 9hows that .KM of the respondents say that the "9cope for learining diffrent things# is the <E9T thing about their &ob followed by team spirit2.JM3! freedom to wor 21>M3! and systematic wor ings and time bound wor sysytem2both 1JM3.

LEA#T a%out their Ko%5 Pa0ti6ula0$ 9:cessive )or+ load ;onotonous )or+ <ac+s s!ecialisation of )or+ D o8 0e$pondent$ 36% 4#% 23%

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Moti vation

Inter$retation0 The above table and fig. 9hows that monotonous wor 2?1M3 is not li ed by ma&ority about the respondents! followed by excessive wor load286M3 and lac of specialisation of wor 2.8M3.

1D. An atte($t to kno, ,hether the e($9oyees enKoy their ,ork or is it under
co($u9sion or so(e e;terna9 $ressure. Pa0ti6ula0$ 9n=oys Fa ily !ressure >ranisational !ressure
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D o8 0e$pondent$ 8'% #.% .%

Moti vation

Inter$retation5 The above table and dig. 9hows that ma&ority of the rspondents en&oy their wor witnessed by K7M responses! whereas 1JM wor under family pressure and JM organisational pressure

11.

An atte($t to kno, i: the the statutory %ene:its $ro8ided to the e($9oyees are satis:actory. /es0%1 No0%1 #''% -

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Moti vation

Inter$retation5 The above table and fig. 9hows that the entire sample si*e respondents are satisfied with the statutory benefits provided to them witnessed by a 177M "IE9#.

11.

An atte($t to kno, in ,hat educationa9 or trainin) $ro)ra(s' are the e($9oyees interested in 9earnin)' in order to (oti8ate the(se98es :or their o8era99 de8e9o$(ent. Pa0ti6ula0$ 4raining in aterial anage ent course S!o+en english classes Coaching for !ersonality develo! ent
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D o8 0e$pondent$ 2% 2$% #2%

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Moti vation

S-( training Co !uter &asics and funda entals training ;7Higher secondary and under graduate education Not interested at all

8% #.% 6% #3% #'%

Inter$retation5 The above table and fig. 9hows that learning of 9po en English is wanted by the highest number of respondents with .>M! followed by personality development coaching 21/M3! computer training2basic and fundamental3! higher secondary and D, education! 9%4 training! material mgt. -ourse training with 1JM! 18M! KM! .M respectively. ;hereas 17M of them are not interested at all for anything.

G. 1

FIN&IN+# 5
Ma&ority of the employees employed in the organi*ation both factory wor ers and office staff are highly satisfied with their respective &ob.

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Moti vation

)t#s the non- financial factors which motivates the employees moe then financial factors. The percentage of preference for non-financial rewards being 6.M and 8KM in case of financial rewards. %mong non-financial factors! promotion and growth! competition! group recognition! &ob enrichment are the top most factors that motivates the employees the most. The employees are highly motivated2J?M3 and partially motivated288M3 by the management which shows a harmonious relationship in the organi*ation between employees and management. The survey reveals that increase in the wages'salaries will also help motivating the employees further. The wor environment is found comfortable enough for the employees.

K>M of the employees have a sense of &ob security. /7M of the employees are comfortable and satisfied with the training sessions held in the organi*ation and is comfortable with the trainer#s communication. <ut since training is an important factor of a manufacturing unit! the rest 17M should also be ta en care of properly. The obstacles that usually stop the employees from performing to their best effect are health problems! personal problems! boredom! wor load! wor environment problem! co-wor er conflicts and insufficient nowledge about their tas .

K7M of the employees en&oy the wor they are doing whereas 1JM do it under family pressure and JM under organi*ational pressure. )n the organi*ation ma&ority of the employees feel empowered which is a good sign of delegation of authority and responsibility. )t shows employees are allowed to ta e part in decision-ma ing! in matters related to their respective wor culture.

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Moti vation

The tools adopted for motivating the employees are found highly effective. Training 2.1M3 ! competitions2.7M3 ! superior assistance and strict supervision 2.7M3 ! regular wage payment and increment 21>M3 and &ustified performance appraisal and disciplined and systematic wor structure 2KM3 are the most commonly used and accepted tools both by management and employees. The study reveals that a good relationship exists between the employees and their immediate supervisor'boss. The percentage being ?6M good relationship! 8.M being neutral! 1>M being very good and only JM being bad. The employees appreciate the scope for learning different things! team spirit! freedom to wor ! time bound and systematic wor ing as the best elements about their respective &ob. Monotonous wor 2?1M3 ! excessive wor load286M3 and lac of speciali*ation of wor 2.8M3 are the only elements least li ed by the employees about their &ob. 177M "yes# from the respondents prove that they are readily satisfied with the statutory benefits provided to them by the organi*ation.

@rom the survey analysis it has been found that .>M of the employees are interested in learning 9po en English! 1/M interested in ta ing coaching for personality development! 1JM in computer basics and fundamentals training! 18M in higher secondary and under graduate education! KM in 9%4 training! 6M in pursuing M<%! .M interested in ta ing training in material management course and 17M are not interested in anything.

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G.1

#"++E#TION# 5
E(a(i 9td.' A(in)aon' proved up to have relatively sound motivation within the organisation but still suggestions to a few loopholes may help better management.

%t the outset it is understood that employee#s basic needs are fulfilled with their wage'salary. )n this connection if the company increases the wage' salary structure for its each employee! it gives a direct boost to its wor ers to wor at their level best! further reducing turnover and absenteeism because it is evident acccording to the system of scientific management developed by @rederic ;inslow Taylor! that a wor erEs motivation is solely determined by pay! and therefore management need not consider psychological or social aspects of ./
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Emami +td.! %mingaon

Moti vation

wor . )n essence! scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. Though /7M of the employees are comfortable and satisfied with the training sessions held and their communication with their trainers! but since training is an important factor of every organi*ation! the rest 17M should also be ta en care of properly! else it increases the training cost and ma es wor more ha*ardous prone in case of those related to machine handling and maintenance! and tas s become time consuming for untrained wor ers. %lthough! as suggested above that increment in wage'salary structure would boost up employee#s dedicated participation but through my survey! it has also been found that non-financial incentives are more preferred by the wor ers because a large section of the total wor force appreciates psychological! social and emotional satisfaction much above economical and money driven satisaction. Therefore! a balance of both should be maintained.

Elton Mayo found that the social contacts a wor er has at the wor place are very important and that boredom and repetitiveness of tas s lead to reduced motivation. 9imilarly! the study reveals that health problems! personal problems! boredom! wor load! wor environment problem! co-wor er conflicts and insufficient nowledge about wor are some of the obstacles that the employees usually face. Bence! concern should be shown to rectify the problems by $ro8idin) c9ose (ora9 su$$ort to %oost u$ ,orkerEs enthusias( to ,ork' (aintain $ro$er 8enti99ated'accident :ree'hy)ienic and hea9thy ,ork en8iron(ent to co(%at hea9th and ,ork en8iron(ent $ro%9e(s and en:orce Ko% enrich(ent and Ko% rotation to reduce %oredo( and co-,orker con:9icts' so hat labor turnover can be reduced to the minimum. %de(uate nowledge about ,hat does the ,orkset co($rise o:N ,ho is to do itN ?hat ski99s are re=uiredN o, it is to %e doneN %re some of the (uestions! the answers to which needs to be c9ear9y stated %e:ore $9acin) an
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Moti vation

e($9oyee to his>her ,ork :ie9d so that a wor er has the minimum level of nowledge about his'her wor structure. The findings show that even if the superior-subordinate relationship in the organi*ation is (uite motivating but still there exists JM uncomfortability in the relationship which re(uires improvement.. Bence! in order to increase cohesiveness between the superior and the subordinates! they (ust %e (ade rea9i<e the e=ua9 8a9ue and ,orth o: %oth' in the $ro)ress o: the or)ani<ation. Employees must be given :reedo( to (ake decisions on the Ko% and )reater attention $aid to in:or(a9 ,ork )rou$s $9acin) undue re9iance on socia9 contacts at ,ork situations for motivating employees. Training 2.1M3!-ompetitions2.7M3!9uperior %ssistance and 9trict 9upervision 2.7M3!5egular ;age 4ayment and )ncrement 21>M3 and Lustified 4erformance %ppraisal and 1isciplined and 9ystematic ;or 9tructure 2KM3 are the most commonly used and accepted tools both by management and employees. Bence! these factors should be laid much more emphasis to lure! pull and retain new and existing potential wor ers.

177M of the respondents are readily satisfied with the statutory benefits2 li e E9)! 4@! ,5%TD)TI!E%5C +E%AE! %1A%C-E93 provided to the employees but still its worth suggesting a mandatory adoption of LIFE IN#"ARANCE sche(e and C IL& E&"CATION $9an :or the %ene:it o: not on9y the e($9oyees %ut a9so their chi9dren so as to raise thier feeling of belonginess towards the oganisation. 9ince! in today#s world scenario the ability to read! write and spea correct english language and personality-grooming is very essential to face the changing challenging competitions of the competitive mar et. Bence! it will be hi)h9y %ene:icia9 i: #$oken En)9ish and Persona9ity &e8e9o$(ent c9asses are re)u9ar9y conducted :or a99' to raise %oth or)ani<ationa9 and indi8idua9 $roducti8ity standards. 9tudy reveals that monotonous wor form! excessive wor load and lac of specialisation of wor are the only elements least li ed by the employees about their &ob. Bence measures such as "3o% RotationE' B3o% Enrich(entE' B&ecentra9isation and di8ision o: ,orkE can $ro8e hi)h9y e::ecti8e i: i($9e(ented e::icient9y. "Core Co($etencyE' i.e' assi)nin) the ri)ht Ko% to
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Moti vation

the ri)ht $erson is a (ust to rea9ise hi)hest return :ro( e8ery $ro)ressi8e and satis:ied Ko% ho9der.

G..

CONCL"#ION 5
Motivation is a state of mind and incorporates mental and emotional involvement of persons in their wor ing conditions. )t creates oppurtunities for the contribution to the organisational goals and sharing responsibilities for them. The %mingaon unit strictly follows by the principle lines of )im *tovall+ ,-ou need to be aware of what others are doing, applaud their efforts, a#knowledge their su##esses, and en#ourage them in their pursuits. .hen we all help one another, everybody wins./ The scheme of motivation in Emami +td.! %mingaon 2,uwahati3 has been (uite motivating to its employees but still the organisation can concentrate on some specific areas such as conducting 9po en English and 4ersonality 1evelopment classes must for all employees! per(usites allowance to the factory wor ers in uplifting their children through adoption of -hild Education 4lans! )ssuing of +ife )nsurance schemes for all its employees! etc! in order to ma e the motivational programs more effective. :nly if the employees are motivated well- they wor well and only if they wor well- the organisation is benefitted to the maximum. ./
Emami +td.! %mingaon ,auhati -ommerce -ollege

Moti vation

Emami ltd.! %mingaon more often regulates democratic management style where the employees 2both lower level factory wor ers and staff3 are allowed a bit of space and freedom so that it unloc s the creativity in the wor er#s mind.The manager'immediate supervisor'head! tries to relate to their wor force and try to share ideas on how the wor should be carried out and how it should be improved. )f we compare management with driving! while the organisation is the vehicle! then motivation is the power or fuel that makes the vehi#le moving.0

H .1
9ir'Madam!

!"E#TIONNAIRE

Bereby! ) would li e to provide you a (uestionnaire! the information from which will be purely used for academic purpose. ) promise not to divulge any information against the interest of your organi*ation. ) would be highly obliged to you if you could give your ind co-operation. Than ing you! #neha &e%. Came of the respondent0 NNNNNNNNN.. %ge0 NNNNNNNN Experience0 NNNNNNNNN. 2P9ease $ut a tick (ark in the a$$ro$riate s$ace>dash/ 1.%re you satisfied with your &obO Bighly satisfied PPPP 1issatisfied PPPPP
Emami +td.! %mingaon

9atisfied PPPPP

Ceutral PPPPP

Bighly dissatisfied PPPPP

./ ,auhati -ommerce -ollege

Moti vation

1. ;hat factors motivates you the mostO Financia9 Incenti8es PPPPP Non- Financia9 Incenti8es PPPPPP -ompetitionNNN ,roup incentives'recognitionNN. 9tatusNN.. Lob enrichmentNN.. 4romotion and ,rowthNNN. ;or er#s participationNNN. %ppreciation for wor NNN

.. 1o you feel motivated in your organi*ationO Bighly motivated PPPP CeutralPPPPPP 4artially motivated PPPPPP Bighly 1e-motivated PPPPP

1e-motivated PPPPPP

6. %re you satisfied'comfortable with the --- ;ages given 0 Ies PPPPPPP Co PPPPPPP ;or environment 0 Ies PPPPPP Co PPPPPPP )f no! what changes can be done according to youO PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP Lob security 0 Ies PPPPPPP Co PPPPPP

)f no! what do you want the company to doO

Training sessions and communication with trainer 0 Ies PPPPPPP CoPPPPPPP

)f no! what according to you can rectify the problemsO

./ Emami +td.! %mingaon ,auhati -ommerce -ollege

Moti vation

7. ;hat obstacles stop you from performing to the best effectO 1o the Buman 5esource 1epartment give due care to eliminate your obstaclesO

C. 1o you feel empoweredO %re you often consulted for grievance handling and decision ma ing in matters connected to your wor O

G. ;hat are the tools adopted for motivating you in your organi*ation currently and in pastO %re you satisfied with itO

H. Bow is your relationship with your supervisorO ;hat are the constraints 2if any3O

F. ;hat do you li e best or least about your &obO %nd whyO

1D. ;hen you felt the greatest sense of achievement in EM%M)O %nd for whatO

11. 1o you en&oy your wor or is it under compulsion or some external pressureO

11. %re you provided with statutory benefits 2li e E9)! 4@! <:CD9! ,5%TD)TI! E%5C +E%AE etc3O %re you satisfied with itO )f not! what more do you thin is re(uiredO

1.. %re you interested for any educational or training programs apart from what is provided at the %mingaon unit in order to motivate you for your overall developmentO
./ Emami +td.! %mingaon ,auhati -ommerce -ollege

Moti vation

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./ Emami +td.! %mingaon ,auhati -ommerce -ollege