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Submitted in partial fulfillment of the requirement for the award of

BACHELOR OF BUSINESS ADMINISTRATION

GUIDED BY: SUMITTED BY:


Mr. Anil Srivastav PRIYANKA GROVER
HR (MANAGER) ROLL NO. -3819

G.V.M GIRLS COLLEGE (MURTHAL ROAD, SONIPAT)


AFFILATED TO M.D.UNIVERSITY,ROHTAK
ACKNOWLEDGEMENT

The successful completion of the project would have been far from reality without mentioning the people

who made an indelible impression while making the project. I consider myself extremely fortunate that I

have had an opportunity of working under the guidance of Mr. Anil srivastava (HR Manager). I would

especially like to thank him for his guidance and support in completing the project and giving his

insights into it and when required. He spent his precious time to share his creative thoughts, views,

knowledge, and helped me to learn a gain under his valuable guidance.

Last but not the least; I would like to thank the HR Department for assigning me a

good project, under responsible and hard working persons. They have made this summer’s a real worth

and a delightful experience that would stay for a lifetime with me paving my way towards

professionalism.

Priyanka,
EXECUTIVE SUMMARY

HR plays very important role in the organization. Motivation is very

important aspect in the organization. Motivation encourage persons to gave their best

performance and help in reaching enterprise goals. A strong motivation well enables the

increased output of employees but a negative motivation will reduce their performance.

The project covers the detail study of motivational level of employees and

what measures should be taken by the management to increase the level of motivation. Its

purpose is to know about company’s technique for increasing the motivation of their

employees. And with the help of the questionnaire I have studied the responses of the

respondents on various things such as on working conditions, reward system, salary package,

and other policies of the company. There are some techniques of INDOASIAN which they

used such as marriage gifts scheme, Medical reimbursement, Self motivation, suggestion and

reward schemes, attendance allowances etc. This project shows how much employees are

satisfied with or not satisfied with the company’s working conditions, reward system, career

development programmes, salary package and promotional policies etc.

To some extent results of this have been affected by the time constraint

& the responses of the respondents. Although an attempt, have been made to study all the

factors which could yield appropriate results.


TABLE OF CONTENTS

S.NO. TOPIC PAGE NUMBER

1. COMPANY PROFILE I 2

2. REVIEW OF EXISTING LITERATURE 10

3. JUSTIFICATION OF THE STUDY 13

4. OBJECTIVE 15

HYPOTHESIS 17

6. RESEARCH METHODOLOGY 19

7. INTRODUCTION OF THE PROJECT 22

8. ANALYSIS & INTERPRETATION 38

9. FINDINGS 58

10. CONCLUSION 63

11. SUGGESTIONS 66

12. LIMITATIONS 68

13. BIBLIOGRAPHY 70

14. QUESTIONNAIRE 72
ABOUT INDO ASIAN

Indo Asian was formed in 1958 by a young group of technocrats indigenously developed

India’s first sheet steel enclosed rewirable switch at Jalandhar in Punjab. This marked the birth

of INDO ASIAN, which today has grown into a multi product, multi Location Company

specializing in manufacturing and marketing a wide range of high-tech. electrical products

used for distribution, protection, control and conservation of electrical energy. The superior

quality of these products has earned them the respect of the Indian market and the world over

where they are popular under the brand names: Indo Asian industrial plugs & sockets,

stopshock RCCBs, Indo Asian HRC fuse links and Contactors & Relays.

The group’s annual turnover, which grew from Rs. 10 million in 1986, to Rs. 900 million last

year, is slated to reach Rs. 2500 million by the year 2007. Its modern manufacturing units at

Sonipat, Noida, Parwanoo, and Jalandhar, are being further augmented. Once achieved,

this would be largest production base in India of the next generation of RCCBs, and Compact

Fluorescent lamps and other high technology, high quality electrical control and safety

equipments.

At present the group comprises the following companies:-

1) INDO ASIAN FUSEGEAR LTD., MURTHAL

2) INDO ASIAN FUSEGEAR LTD., NOIDA

3) INDO ASIAN FUSEGEAR LTD., JALANDHAR

4) INDO ASIAN FUSEGEAR LTD., LIGHTING DIVN. HARIDWR.

The registered office of the group is located in Okhla New Delhi.


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Products manufactured by the INDO ASIAN are domestic products, special application

products, industrial products and lighting products:-

DOMESTIC PRODUCTS:-

MCBs RCCBs DBs

SPDs FR PVC Wires Wiring Accessories


SPECIAL APPLICATION PRODUCTS:-

Time Switches Plug and Socket


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INDUSTRIAL PRODUCTS:-

MCCBs Fuses Cubical Switch

Onload changeover Rewirable Switches Feeder Pillars


LIGHTING PRODUCTS:-

CFLs FTLs Domestic Luminaries


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VISION

Our vision “enriching quality of life by ensuring safe, efficient and convenient use of electricity”

has been our guiding force for development of new and better products. The culture of

innovation and constant change has played a key role in our success.

COMMITEMENT
Our focus on “energy management” i.e. designing and building products that not only protect

and control but conserve and comprehensively manage mankind’s greatest asset i.e. electrical

energy has enabled us to serve millions of our customers both in India and abroad with world

class products.

Today Indo Asian has emerged as a strong brand name and has proven track record both in

domestic and international markets. Our deep commitment to social responsibility gives us

much satisfaction as the fact that millions of customers in every corner of the world respect us,

trust us and use our products for protection of people, property and possessions.

MISSION

 BETTER TECHNOLOGY

 BETTER QUALITY

 BETTER TOMORROW

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VALUES OF INDO ASIAN

 Quality and care are vital for customer satisfaction.

 Empowered people are the most valuable assets for our organization.

 Profitable growth is achieved through fostering mutually beneficial relations with all.

 A culture of innovation and constant change is essential for us to successed.

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SOME OF INDO ASIAN MAJOR CUSTOMERS IN INDIA INCLUDES:-
Railway integral coach factory, Electricity Board, CPWD, PWD, NTPC, Indian Oil Corporation

Limited, Oil and natural gas commission, Reliance Industries Ltd., Bluestar Ltd, M.R.F Ltd.,

Ashok Leyland Ltd., Bajaj Auto Ltd., Hindustan Liver Ltd., Tata Honeywell Ltd.

CROSSING GLOBAL FRONTEIRS

Indo Asian products are well accepted in countries around the world, our regular overseas

market include Russia, Australia, Malaysia, Nepal, Srilanka, U.A.E., Iran, Syria, jorden, Angola,

and Cyprus. Some of our valued major foreign customers include public utilities in South

Africa.

Bovara Pvt. Ltd. Australia persuasion listriknagra (PNL), Jakarta, Indonesia, public utilities

board Singapore. Ceylon Electricity Board srilanka, Rahad corporation khartourn, Sudan.

Ministry of Electricity and water Dubai, Dubai Electricity company Dubai. Water and Electricity

company Abu Dhabi, ministry of Electricity and water Doha, ministry of electricity and water

Muscat Oman, Jordanian Electric power supply company Amman..

GROUP’S FOREIGN COLLABORATION

The group’s pursuit of excellence is backed by extensive in-house R&D technical and

commercial collaboration with world leaders such as:-

1) HEINRICH KOPP AG, GERMANY

2) DOEPKE & CO. AG, GERMANY

3) MENNEKES ELECTRO TECHNIC. GMBH & CO., GERMANY

4) KLOCKNER MOELLER CMBH, GERMANY

5) TECHNOELECTRIC, SVI OF ITALY


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With over 150 highly qualified manages and 550 strong work force of

quality conscious superbly trained personnel, Indo Asian is all set of scales new heights of

growth, excellence and worldwide acceptance.

QUALITY-CENTERS AROUND THE CUSTOMERS

The name "Indo Asian" is today synonymous with high quality in the field of electrical

distribution and protection equipment in India, Asia as well as other developed countries.

Quality of our products and processes is, in fact, checked by impartial bodies which is now

a variety of Indo Asian products are ASTA tested and their manufacturing plants have won

ISO 9001 certification from BVQ1, UK. In fact, Indo Asian Fuse gear Ltd.Was the first Indian

manufacturer of electrical safety equipment, to be awared ISO 9001 certification under the

upgraded 1994 guidelines.

At Indo Asian, we recognize that Quality holds the greatest insurance to our Customer.

Especially, when one manufacturer's product looks no different from anothers! Which is why,

in spite of certifications and recognitions , we have put in place Quality Management Cycle

that works right around, from materials procurement to product application; with everything

revolving around the customer's needs, customer's preferences and his objectives.

Ultimately, how well our products safeguard human lives and property, is our primary concern.

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REVIEW OF EXISTING LITERATURE
To research any problem, it is necessary to review the existing literature. Various studies relating to

different aspects of recruitment have been conducted in the past. A brief review of some of the major

studies in recent years is given below.

R.S. Diwivedi (1998)1 concluded that Motivation is a major determinants of productivity.

Motivation refers to inter striving conditions called wishes, desires, drives, etc. There is three kinds of

motives: psychological, socio-psychological and general. There exists diverse view relating to

motivation. Theories of motivation are classified as ‘contents’ and ‘process’ oriented. The content

theory tell what motivates people but indicates people very little about how motivation is expressed.

The process theories interpret the underlying process of motivation and indicates how to motivate

people.

Moorhead Griffin (2002)2 explains the equity theory of motivation assumes that people want

to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the

organization to the ratio of a comparison other. If they feel their treatment has been inequitable, they

take steps to reduce the inequity. Expectancy theory is based on the assumption that people are

motivated to work toward a goal if they want it and think they have a reasonable chance of achieving

it.

Archna Tyagi (2002)3 sys that motivation is the extent to which persistent effort is directed

toward a goal. Intrinsic motivation stems from the direct relation ship between the worker and the task

and is usually self-applied. Extrinsic motivation stems from the environment surrounding the task and

is applied by others.

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Fred Luthans (1997)4 explains Motivation is probably more closely associated with micro

prospective of organization behavior than in any other topic. A comprehensive understanding of

motivation includes the need-drive – incentive sequence, or cycle. The basic process involves needs,

which set drives in motion to accomplish incentives. The drives or motives may be classified into

primary, general, and secondary categories. The primary motives are unlearned and psychologically

based. The general motives are also learned but are not psychologically based. Secondary motives

are learned and are most relevant to the study of organization behavior.

Jerald Greenberg Robert A. Baron (2002)5 Defines motivation is concerned with the set of

processes that arouse, direct and maintain behavior toward a goal. It is not equitant to job

performance, but it is not of several determinants in job performance. Today’s work ethic motivates

people to seek interesting and challenging jobs instead of simply money.

Stephen P. Robbins (2001)6 explains Motivation is a general inspirational process which gets

the members of the team to pull their weight effectively, to give their loyalty to the group, to carryout

properly the tasks that they accepted and generally to play an effective part in the job tat group has

undertaken. Motivation means a process of stimulating people to action to accomplish desired goals.

Paul Mersey (1997)7 defines motivation as the driving force within the individual that peoples

him or her towards a behavior or action. Motivation is a psychological concept that generates with in

an individual. It is an inner feeling which energies a person to work more. Management tries to utilize

all the sources of production in a best possible manner. This can be achieved only when employees

cooperate in this task. Efforts should be made to motivate employees for contributing their maximum.

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Justification of the Study

Review of literature indicates that many studies have been conducted in this area but no one has

made in depth study about the motivation level of employees in business organization.

Motivation is a psychological concept that generates with in an individual. It is an inner felling

which energies a person to work more. The purpose of motivation is to crate conditions, in which

people are willing to work with zeal, initiative, interest and enthusiasm with a high personal and group

moral satisfaction, with a sense of responsibility, loyalty and with pride and confidence in a most

cohesive manner so that the goals of an organizational are achieved effectively. Motivational

techniques are utilized to stimulate employee growth; this was indicated by Clarence Francis when he

was chairman of general foods. He said “you can buy a man’s time, you buy a man’s physical

presence at a given place, you cannot even buy a measured number of skilled muscular motions per

hour or day, but you cannot but enthusiasm, you cannot buy imitative, you cannot but loyalty, you

cannot buy devotions of hearts, minds and souls. You have to ear these things. If a manager wants to

get work done by his employees, he may either hold out a promise of a reward for them for doing

work in a better or improved way, or he may constrain them, by instilling fear in them or by using

force, to do the desired work.

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OBJECTIVE OF THE STUDY

Most human resources management strategies are eventually meant to optically utilize the

capabilities of individuals and groups towards achievement of common objectives.

Performance of an individual is a function of his ability and willingness or desire to use his

ability in achieving personal or organizational goals. A manager can’t do this job without

knowing what motivates people. The building of motivating factors into organization roles, the

staffing of these roles and the entire process of leading people must be build on knowledge of

motivation. The manager job is not to manipulate people rather to recognize what motivates

people. Thus, human behavior can be seen as a series of activities.

The main objective of the project is “TO STUDY THE MOTIVATIONAL LEVEL OF

EMPLOYEES at INDO ASIAN FUSEGEAR LTD.”

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HYPOTHESIS

To guide the empirical part of the work, the following Hypothesis are set up for study:

I. Motivation in public sector undertaking is less when compared to private sector.

II. Financial motivations are just part of the motivation techniques not the important part of the

motivation techniques.

III. The motivation level of the employees depends upon their perception.

IV. The motivators differ from time to time, place to place and situation to situation and person

to person.

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RESEARCH METHODOLOGY

RESEARCH DESIGN:-
Exploratory in nature. I have to study the responses of the employees on the various

jobs related factors and based on the reports I have to explore the factors that motivate the

employees.

SCOPE OF THE STUDY:-


This study is going to help the org. in identifying the causes of satisfaction and dis –

satisfaction among the employees which can be reinforce and rectified accordingly to incure

the motivation level of employees this will also help the org. in improving the contents of the

“complete package” it is offering to the employees in terms of promotion, job content, learning

opportunity etc.

UNIVERSE: - Staff employees & Workers

SAMPLE SIZE: - 20% of the universe

SOURCE OF DATA COLLECTION:-


a) PRIMARY SOURCES: - Direct interview, questionnaire-structured & multiple choice

Questions

b) SECONDARY SOURCES: - Records, manuals & through books

A questionnaire was prepared to get information about the project and to know the motivation

level of employees. The responses were further tabulated as per the weightage of responses.

For these purpose a structured, multiple choice questionnaire was used.

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ANALYSIS AND REPORTING THE FINDINGS:-
Compilation of data through tabulation

Presentation findings through graphs

Suggestions and conclusions

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INTRODUCTION OF THE TOPIC
Motivation is an important factor which encourages persons gives their best performance and

help in reaching enterprise goals. A strong positive motivation well enables the increased

output of employees but a negative motivation will reduce their performance.

In order to make any managerial decision really meaningful. It is necessary to convert it in to

an effective action, which the manager accomplishes by motivating his subordinates. To

motivate means to produce goals oriented behaviour since increase in productivity is the

ultimate goal of every industrial organization, motivation of employees at all levels is the most

critical and baffling function of the management. Almost every human problem the manager

faces throughout the firm has motivational elements.

Motivation: As a concept

The term motivation has been derived from Latin word-Movers which mean to move. In our

languages of management it implies something that energies an individuals or a group of

individuals to work.

W.G.SCOTT “Motivation means a process of stimulating people to action to accomplish

desired goals.”

BREECH says “Motivation is a general inspirational process which gets the members of the

team to pull their weight effectively, to give their loyalty to the group, to carryout properly the

tasks that they accepted and generally to play an effective part in the job that the group has

undertaken.”

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Nature of Motivation
Motivation is a psychological concept that generates with in an individual. It is an inner felling

which energies a person to work more.

 The emotions or desires of a person prompt him for doing a particular work.

 Man has innumerable wants to satisfy & there are unsatisfied needs of a person which

disturb his equilibrium. All the wants can not be satisfied at one time where one is satisfied

other may emerge. Satisfaction of wants is an unending process. Hence, motivation is also

unending process.

 A person moves to fulfill his unsatisfied needs by containing his energies.

 There are dormant energies in a person which are activated by canalizing them into

actions.

 A man works to achieve some individual goals. After the goal is achieved he is no longer

interested in work. Goal means satisfaction of needs. Therefore, it is very essential for the

management to know the goals or motives or needs of each individual, so that they may be

pushed to work by directing them towards achievement of their goals.

Objective of motivation
The purpose of motivation is to create conditions, in which people are willing to work with zeal,

initiative, interest and enthusiasm with a high personal and group moral satisfaction, with a

sense of responsibility, loyalty and with pride and confidence in a most cohesive manner so

that the goals of an organizational are achieved effectively.

Motivational techniques are utilized to stimulate employee growth; this was indicated by

Clarence Francis when he was chairman of general foods. He said “ you can buy a man’s time,

you buy a man’s physical presence at a given place, you cannot even buy a measured number

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of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy

initiative, you cannot but loyalty, you cannot buy devotions of hearts, minds and souls. You

have to ear these things. If a manager wants to get work done by his employees, he may

either hold out a promise of a reward for them for doing work in a better or improved way, or he

may constrain them, by instilling fear in them or by using force, to do the desired work. In

other words, he may utilize a positive or a negative motivation. Both these types are widely

used by management.

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Types of Motivational

When a manager wants to get more work from his subordinates then he will have to motivate

them for improving their performance. They will either be offered incentives for more work, or

may be in the shape of rewards, better reports, recognition etc, or he may in still fear in them

or use force for getting desired work. The following are the types of motivational.

1. Positive Motivation: - Positive Motivation is based or reward. The workers are offered

incentives for achieving the desired goals. The incentives may be in the shape of more pay,

promotion, recognition of work etc. according to peter Drucker, the “Real and positive

motivators are responsible for placement, high standards of performance, information

adequate for self control and the participation of the workers as responsible citizen in the

plant community. Incentive motivation is the “pull” mechanism.

2. Negative Motivation: - Negative or fear motivation is based on force or fear. Fear

causes employees to act in a certain way. In case, workers do not act accordingly then they

may be punished with demotions or lay offs. The fear act as a “push” mechanism.

Moreover it may result in lower productivity because it tends to dissipate such human

assets as loyalty, co-operation and esprit de corps. Moreover, the imposition of punishment

frequently result is frustration among those punishments, leading to the development of mal

adaptive behavior.

3. Extrinsic Motivation :- is concerned with external motivators which employees enjoy-

pay, promotion, status, benefits, retirement plans, health insurance schemes, holiday and

vacations etc. by and large these motivations are associated with financial rewards.

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4. Intrinsic motivation: - On the other hand, is concerned with the “feeling of having

accomplished something worth while, “i.e. the satisfaction one gets after doing one’s work

well. Praise, responsibility, recognition, esteem, power, status, competition and

participation are examples of such motivation.

5. Self motivation: - before one can motivate others one must motivate oneself. One

must overcome a certain amount of one’s nature interia. One of the most common

deterrents to human action is that of tired feelings. This thing that effect the conscious mind

are generally known as anxiety are :

• Monotonous work

• Driven by boss

• Bad physical conditions

• Financial troubles

• Under constant strain

6. Group motivation :- The motivation of a group is an important as self-motivation, A group can

be motivated by improving human relations and dealing with people to feel involvement in their

work and by giving them an opportunity to improve there performance and by complimenting or

praising them. In dealing with others, it must be borne in mind there the greatest returns can

be obtained when each member of a group is properly motivated.

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IMPORTANCE OF MOTIVATION

Management tries to utilize all the sources of production in a best possible manner. This can

be achieved only when employees cooperate in this task. Efforts should be made to motivate

employees for contributing their maximum. The efforts of management will not bear fruit if the

employees are not encouraged to work more the followings is the importance of motivation:-

 Motivated employees are always looking for better ways to do a job. It is the

responsibility of the managers to make employees look for better ways of doing their jobs.

 Motivated employees will put maximum efforts for achieving organizational goals. Better

performance will also result in higher productivity. The cost of production can also be

brought down if productivity is raised. The employees should be offered more incentive for

increasing their performance. Motivation will act as a stimulate for improving the

performance of employees.

 A motivated employees, generally, is more quality oriented. This is true weather we are

talking about a top manager spending extra time on data gathering & analysis for a report.

 Highly motivated workers are more productive than apathetic workers. The productivity

of workers becomes a question of the management’s ability to motivate its employees. An

appreciation of the nature of the motivation is highly useful for managers.

 A good motivational system will create job satisfaction among employees. The

employees will try to contribute their maximum and management will offer them better

service conditions and various other incentives. There will be an atmosphere of confidence

among employees and employers. It will lead to better industrial relations.

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 Every organization requires human resource in addition to financial and is significant to

the organizations.

a) People must be attracted not only to join the organization but also to remain in it.

b) People must perform the task for which they are hired and must do so in a dependable

manner.

c) People must go beyond their dependable role performance and engage in some form of

creative, spontaneous and innovative behaviour at work.

STEPS OF MOTIVATION

The management should concentrate on two things to motivating its employees.

1. Working method of motivation i.e., it should be determined as to what ought to be done.

2. The tools of motivation i.e. it should be determined as to when and how a job is to be done.

1. knowledge of position of employees:-

First of knowledge should be obtained regarding the needs of the employees who are to be

motivated. Different persons have different needs. So, different methods are to be used for

motivated different persons. Both the individuals and the groups should be kept in mind while

assessing the conditions.

2. Development of tools of motivation :-

After obtaining the knowledge of the employees needs managers should do the job of

selecting and using specific tools or techniques of motivation. The managers should

determine the following issues through their own experience of others and through the

experience of others and through the experience of the personnel department.

a) Which employee is to be motivated and by which technique of Motivation?

b) Under what conditions is hello/she to be motivated?


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3. Selection of tools of motivation:-

Selection of tools of motivation is a difficult task. Following observation are to be made for the

purpose

1. Who is to be motivated?

2. Which technique succeeded or failed in the past?

3. Are requisite efficiency, means time needed for the use of that technique available or not?

Thus, after the determination of the technique its use should its should be considered. It should

be decided as to when and how the motivation is to be used. The employees should

immediately get the reward or appreciation can spoil the effect of motivation.

4. communication media:-

The technique of motivation should be brought into the notice of employees. Communication

media should be good enough for this purpose. If the management cannot communicate its

viewpoint to the employees, it cannot motivate them as well.

5. Follow up action: - The manager should assess, from time to time, whether the

employees have been motivated or not through a technique of motivation. If one

technique fails, others can be made use of. This type of assessment can bring to light

the shortcomings of present technique by removing its shortcoming.

MOTIVATION THEORIES

1) Maslow needs hierarchy: - Motivation is influenced by the needs of a person. There is a

priority of certain needs over others. The importance of needs will influence the level of

motivation. A.H.Maslow has categorized human needs into five categories.


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a) Physiological:-Hunger, thirst, shelter, sex & other needs.

b) Safety: - includes security, and protection from physical and emotional harm.

c) Social: - includes affection, belongingness, acceptance and friendship.

d) Esteem: - includes internal esteem factor such as self-respect, authority and

achievement and esteem factors such as status, recognition and attention.

e) Self actualization: - The drive to become what one is capable of becoming includes

growth, achieving one’s potential and self fulfillment.

2) Motivation Hergber’s theory: - He gives two factor theory of motivation. First factors

include company policy and administration, technical supervision, inter-personal relations with

supervisor, salary, status, job security and personal life. These factors were found to be only

dissatisfied and not motivators. These are hygiene factors. Second type of factor is

motivational factor, which includes achievements, recognition; advancements work itself,

possibilities of personal growth, responsibility. According to this theory, attention should be

given to the job content to motivate the employees of the organization.

3) X & Y Theory: - After viewing the way in which managers dealt with employees, Mc.

Gregor concluded that a manager’s view of the nature of human being is based on certain

grouping of assumptions. He proposed two distinct view of human being, one basically

negative theory X which assumes that the employees dislike work are lazy, dislikes

responsibility and must be coerced to perform and the other basically positive labeled theory Y

which assumes that employees like work are creative, seek responsibility and can exercise,

self direction. Mc Gregor himself held to the belief that theory Y assumptions are more valid

than theory X. therefore he proposed such ideas as participation decision making, responsible

and challenging job and good group relation as approaches that would maximize an
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employee’s job motivation. As, already mentioned, Maslow’s need hierarchy theory states that

every human being there exist hierarchy of five needs-physiological, safety, social, esteem and
self actualization and as each is sequentially satisfied, the need becomes dominant. From the
stand point of motivation, if you want to motivate someone, you need to understand at what
level in hierarchy that person currently is and then focus on satisfying those needs at above
that level.
Different needs dominant different people at different time, workers will be dominated by lower

order needs like physiological, safety and social needs while on the other hand staff members

who’s lower order needs like esteem and self actualization needs. The reason behind this

difference can be variable such as education, family background and cultural environment. But

the important aspect, which should be taken care, is fulfillment of desired needs at every level.

If the organizational fails to fulfill needs of its employees ultimately it results in non-fulfillment or

targeted result. For example to fulfill esteem needs (particularly recognition needs) an

employee work hard to bring better result out of his work. He leaves no stone unturned in

achieving the set target in the best possible manes. In return of this hard and dedicated labour

the employee looks forward to have recognition within the department and in the organization

as a whole. The recognition encourages the employee to put more of his labour in fulfilling the

task still in the better way. Apart from this he also becomes an example for others. As a result

they are to motivate. On the contrary, if this employee not rewarded appropriately that will

result in lower morale and employee will not repeat this enthusiastic behavior again,

simultaneously effecting the organizational target. So in the present scenario, this is

responsibility of HR department to find out what are various needs of employees, what are the

policies and procedures from which the employees are not satisfied and accordingly suitable

steps should be taken to boost the morale of employee.


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MONEY AS A MOTIVATOR

The importance of money as a motivator has been consistently downgraded by most

behavioral scientists. They prefer to point out the value of challenging jobs, goals, and

participation on decisions making, feedback, cohesive work teams, and other non monetary

factors as stimulants to employee motivation. We agree otherwise here that money is the

crucial incentives to work motivation. As a medium can purchase the numerous, need-

satisfying things they desire. Furthermore, money also performs the function of a scorecard, by

which employees assess the value that the organization places on their services and by which

employees can compare their value to others. Money improved in employee’s performance.

MONEY DOESN’T MOTIVATES MOST EMPLOYEES TODAY

Money can motivate some people under some conditions, so the issue is not really whether or

not money can motivate. The answer to that is “it can!” the more relevant question is does

money motivate most employees in the workforce today to higher performance? The answer to

this question, we’ll argue, is “No”.

For money to motivate an individual’s performance, certain conditions must be met. First,

money must be important to the individuals. Second, money must be perceived by the

individual as being a direct reward for performance. Third, the marginal amount of money

offered for the individual, as being significant must perceive the performance. Finally,

management must have the discretion to reward high performers with more money.

Money is not important to all employees. High achievers for instance, are intrinsically

motivated. Money should have impact on these people. Similarly, money is relevant to those

individuals with strong lower-order needs, but for most of the workforce, lower-order needs are

substantially satisfied.
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Money would motivate if employees perceived a string linkage between performance and

rewards in organizations, unfortunately, pay increase are far more often determined by levels

of skills and experience, community pay standards, the ational cost of living index, and the

organization’s current and future financial prospects than by each employee’s level of

performance.

So might be theoretically capable of motivating employees to higher levels of performance, but

most managers are not given enough flexibility to do much about it.

TECHNIQUES OF MOTIVATION

Every management tries to spacing certain motivational techniques which can be employed for

improving performance of its employees. The techniques may not be similarly useful in all

types of concerns. Some techniques may be suitable employed in one concern; others may be

useful in another concern and so on. Motivational techniques may be of two types i.e., financial

and non financial.

Financial motivators
Financial motivators may be in the form of more wages, salaries, profit-sharing, leave with pay,

medical reimbursement bonus, company paid insurance of any other things that may be given

to employees for performance. Money is the most important motivator to people who are

young and raising their families. For some persons money remains to be a motivator and for

others it may never be. Besides all money can motivate people if their wages are related to

their performance.
33

Non-financial motivators
Under non financial motivators the employees is not given more money. He, is rather given

more chances of promotion, job security, respect and appreciation under non financial

incentives. Thus, non-financial incentives include those factors which do not indirectly he may

be receiving financial benefits. Modern managers make use of all types of motivators i.e.,

positive, negative, financial, non-financial.

Motivational techniques are utilized to stimulate employee growth. The purpose of motivation is

to develop conditions in which people are willing to work with zeal, interest and enthusiasm.

Incentives motivation:-
An ‘incentive’ or ‘reward’ can be anything that attracts a worker’s attention and stimulates him

to work, when the question comes of incentive motivation, the answer can not be said to be a

perfect one but satisfactory. It is said that people work for incentives in the form of P’s which

are as follows:

1. Praise 2. Prestige 3. Promotion

The first motivator praise exists to a great extend in I.A.F.Ltd. The employees in I.A.F Ltd. are

promoted on regular basis. The promotion is not generally based on experience but on work

done basis and hence acts as one of the technique of motivation.

1. Marriage gift scheme:- with a view to promote cordial relations with the employees, the

company has been given gifts on the occasions of marriages of either the employees

themselves or their dependent children marriage gift schemes.

2. Wage and salary:- one of the most important technique of motivation is an appropriate

wage and salary the salary given to the employees are in accordance to their work and job.
34

3. Medical reimbursement:- only those employees are covered under this scheme which

are not being covered under the ESI scheme.

Reimbursement of medical expenses to eligible employees will be for: self, spouse,

unmarried daughter, unemployed son, dependent parents

4. Suggestion and reward system:- This scheme was introduced by the management to

create an environment which employees are encourage and motivate to give constructive

suggestions for improving the overall profitability of the company the management believes

that employees have tremendous capability and desire to make the company prosper in

every field.

5. Self motivation: - In I.A.F.Ltd., self motivation exists to a great extent, the urge or

desire that should come from within the individuals exists in the employees of the

organization. The employees believe in themselves that they are capable of performing the

given task smartly and efficiently, arrives from with on the individuals not from some one

else.

6. Conveyance facility/allowance:-The Company provides conveyance facility to female

workers from industrial establishment to their place of residence and male workers get

conveyance allowance.

Other financial motivators designed by I.A.F.Ltd., Murthal includes:-

 Leave with pay includes casual, sick, and earned leaves

 Attendance allowance

 Conveyance allowance

 House rent allowance

 Child education allowance


 Provident fund

 Employee state insurance corporation scheme


35

 Appraisal, praise or recognition


When an employee does his work well, he naturally wants it to be praised and recognized by

his boss and peers. Some attempts have been made in I.A.F.Ltd., like

 Attention to the suggestion of the individual

 Working conditions

 Job in accordance to qualification and experience

 Training development programmes.


36
ANALSIS AND INTERPRETATION

The data after collection has to be processed and analysis in accordance with the outline laid

down for the purpose at the time of developing the research plan.

This is essential for ensuring that we have all relevant data for making contemplated

comparison and analysis. As has been stated above, the data is being collected through

questionnaire. Here the analysis is done through graphical representation. The answer to the

questionnaire will be evaluated thoroughly and well show the complete Analysis of data.

Finally, it will provide the complete picture of results.


38

WORKING CONDITIONS OF THE ORGANISATION

Scale %of Respondents

A 5

B 65

C 15

D 15

E 0

70 65
% of Respondants

60
50
40
30
20 15 15
10 5
0
0
A B C D E
Scale

Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED


D =DISSATISFIED E =HIGHLY DISSATISFIED

INTERPRETATION:
The analysis shows that 70% of the sample is satisfied with the working conditions.
The 15% of the sample is dissatisfied and remaining 15% is neither satisfied nor
Dissatisfied.

39

SATISFACTION LEVEL OF DESIGNATION

Scale % of Respondent

A 0

B 50

C 20

D 20

E 10

60
50
% of Respondant

50
40
30
20 20
20
10
10 0
0
A B C D E
Scale

Scale: A =HIGHLY SATISFIED B =SATISFIED C =NIETHER SATISFIED NOR DISSATISFIED


D =DISSATISFIED E =HIGHLY DISSATISFIED

INTERPRETATION:
50% of the employees are satisfied with their designation.
• 30% of the employees feel that they are designation below average.

40

Scale % of Respondents

SATIS A 15

FACTION LEVEL B 65

OF C 10

RESPONSIBILITY D 10

& AUTHORITY E 0

70 65
% of Respondents

60
50
40
30
20 15
10 10
10
0
0
A B C D E
Scale
Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED
D =DISSATISFIED E =HIGHLY DISSATISFIED

INTERPRETATION:
•80% of the employees are satisfied with the authority and responsibilities given to them.
• 10% of the sample is dissatisfied.

41

WORKING ENVIRONMENT IN THE ORGANISATION

Scale % of Respondents
A 25

B 25
C 25

D 20

E 5

30
25 25 25
% of Respondents

25
20
20
15
10
5
5
0
A B C D E
Scale

Scale: A=FRIENDLY B=ENCOURAGING C=COMPETITIVE D=COOL E=DISPUTED

INTERPRETATION:
• The studies shows the positive result that the environmental is friendly
competitive, & encouraging.
But some employees feel the environment is disputed.

42

COMMUNICATION WITH SUPERIORS

Scale % of Respondents

A 15

B 65

C 20

D 0

E 0

70 65
60
% of Respondents

50
40
30
20
20 15
10
0 0
0
A B C D E
Sca le

Scale: A= ALMOST ALWAYS B= MOSTLY C= SOMETIMES D= RARELY


E=NOT AT ALLL

INTERPRETATION:
• Majority of the employees are satisfied that they are getting clear and two way
communication.
80% of the employees are satisfied and 20% are not so satisfied.

43

ATTITUDE OF SUPERIORS TOWARDS THE PROBLEM OF SUBORDINATS

Scale % of Respondents

A 10

B 0

C 25

D 40

E 25

50
40
% of Respondents

40
30 25 25
20
10
10
0
0
A B C D E
Scale

Scale: A=HOSTILE B=INDIFFERENT C=ENCOURAGING D=UNDERSTANDING


E=PROBLEM SOLVING

INTERPRETATION:
• 10% of the employees indicated that there boss’s attitude as hostile.
• 40% of the employees found to be understanding & 25% is problem solving.

Scale % of Respondents

A 25

B 25
44
C 35

D 15

E 0

SUPERIORS INVOLVES SUBORDINATES WHILE TAKING DECISIONS

40 35
% of Respondents

35
30 25 25
25
20 15
15
10
5 0
0
A B C D E
Scale

Scale: A= ALMOST ALWAYS B= MOSTLY C= SOMETIMES D= RARELY


E= NOT AT ALL

INTERPRETATION:
• 50% of the employees have admitted that the superiors involve them while
taking decisions.

Scale % of Respondents
Remaining of the employees A 5
responded B 25
negatively. C 35

D 35

E 0

45

SUPERIORS INVITE THEIR SUBORDINATES FOR AN INFORMAL DISCUSSION

40 35 35

30 25
% of Respondents

20

10 5
0
0
A B C D E
S ca le
Scale: A=ALMOST ALWAYS B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL

INTERPRETATION:
• 30%
Scale % of Respondents of the
A 20 employees
B 60 are
C 20 satisfied.
D 0
• 70% of the
E 0
employees are not so
satisfied.

46

RELATIONSHIP WITH THE COLLEAGUES


70 60

% of Respondents
60
50
40
30 20 20
20
10 0 0
0
A B C D E
Sca le

Scale: A=HIGHLY SATISFIED B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED


D=DISSATISFIED E=HIGHLY DISSATISFIED

INTERPRETATION:
• The majority of employees responded positively. They feel friendly relations with
their colleagues.
• But 20% are neither satisfied nor dissatisfied.

47

ARE EMPLOYEES SATISFIED WITH THE SALARY PACKAGE

Scale % of Respondents

A 0

B 30

C 40

D 20

E 10
45 40

% of Respondents
40
35 30
30
25 20
20
15 10
10
5 0
0
A B C D E
Scale

Scale: A= HIGHLY SATISFIED B=SATISFIED C= NEITHER SATISFIED NOR DISSATISFIED


D =DISSATISFIED E= HIGHLY DISSATISFIED

INTERPRETATION:
• Only 30% of employees are satisfied with their salary package and 30% are
dissatisfied.

48

PRESENT PERFORMANCE APPRAISAL PROCEDURE

Scale % of Respondents
A 5
B 60
C 20
D 15
E 0
70
60
60

% of Respondents
50
40
30
20
20 15
10 5
0
0
A B C D E
Scale

Scale: A=HIGHLY SATISFIED B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED


D=DISSATISFIED E=HIGHLY DISSATISFIED

INTERPRETATION:
• 65% are in favor of present performance appraisal system but 15% are not
satisfied.

49

ARE EMPLOYEES SATISFIED WITH THE WELFARE SCHEME’S

Scale % of Respondents
A 15
B 40
C 30
D 15
E 0
50

% of Respondents
40
40
30
30
20 15 15
10
0
0
A B C D E
Scale

Scale: A=HIGHLY SATISFIED B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED

D=DISSATISFIED E=HIGHLY DISSATISFIED

INTERPRETATION:
• 55% of the employees are satisfied with the benefits offered to them. While 40%
are not satisfied.

50

SATISFIED WITH THE CAREER DEVELOPMENT PROGRAMMES

Scale % of Respondents

A 5

B 25

C 45

D 25

E 0
50 45

% of Respondents
40
30 25 25
20
10 5
0
0
A B C D E
Scale

Scale: A=ALMOST ALWAYS B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL

INTERPRETATION:
• 30% of the employees responded that the company is planning their career but
the remaining employees found that these programmes are not conducted on
regular basis.

51

TO WHAT EXTENT DO THE SUPERIORS AND THE COLLEAGUES TAKE PAINS


TO HELP AN EMPLOYEE WHO WANTS TO LEARN MORE ABOUT HIS JOB?

Scale % of Respondents
A 20
B 40
C 40
D 0
E 0
50
40 40
40

% of Respondents
30 20
20
10
0 0
0
A B C D E
S ca le

Scale: A=TO A GREAT EXTENT B=TO A CONSIDERABLE EXTENT C= TO A SOME EXTENT

D= TO A LITTLE EXTENT E=NOT AT ALL

INTERPRETATION:
• 60% of the responses are positive that they are satisfied but remaining 40% are
satisfied to a little extent.

52

HIGHER LEVEL AWARE THE PROBLEMS OF THE LOWER LEVEL

Scale % of Respondents

A 5

B 45

C 40

D 10

E 0
50 45

% of Respondents
40
40

30

20
10
10 5
0
0
A B C D E
Scale

Scale: A=TO A GREAT EXTENT B=TO A CONSIDERABLE EXTENT C=TO A SOME EXTENT

D=TO A LITTLE EXTENT E=NOT AT ALL

INTERPRETATION:
• 50% of the samples said that the higher level is aware of their problems. The
50% of the employees are satisfied to little extent.

53

ARE REWARDS GIVEN ON THE BASIS OF VALID REASONS

Scale % of Respondents
A 10
B 40
C 30
D 15
E 5
50 40

% of Respondents
40 30
30
20 15
10
10 5
0
A B C D E
Sca le

Scale: A=ALMOST ALWAYS B=MOSTLY C=SOMETIMES D=RARELY

E=NOT AT ALL

INTERPRETATION:
• 50% of the employees feel that the rewards are given on fair basis.
• 20% of the employees feel that the reward may be bias.

54

DO YOU RECEIVE THE ADEQUTE RECOGNITION FOR THE EXTRA EFFORTS

Scale % of Respondents
A 20
B 35
C 30
D 10
E 5
40 35

% of Respondents
30
30
20
20
10
10 5

0
A B C D E
Scale

Scale: A= ALMOST ALWAYS B=MOSTLY C=SOMETIMES D=RARELY

E=NOT AT ALL

INTERPRETATION:
• 50% of the employees said that they always get recognition for extra work but
remaining are not satisfied.

55

SATISFACTION REGARDING GRIEVANCES HANDLING PROCEDURE


Scale % of Respondents
A 10
B 50
C 15
D 15
E 10

60
50
50
% of Respondents

40
30
20 15 15
10 10
10
0
A B C D E
Scale

Scale: A=STRONGLY AGREE B=AGREE C=NEIGHTER AGREE NOR DISAGREE D= DISAGREE

E=STRONGLY DISAGREE

INTERPRETATION:
• 60% of the employees are satisfied with the grievances handling procedure but
the remaining are not to satisfied.
56
FINDINGS
Working conditions of the organization:-
The study shows that the majority of the employees are satisfied. This is because there is an

assumption that working conditions and satisfaction are interrelated contradicts the two factor

theory of motivation. According this theory working conditions are part of maintenance factors

which, when provided help to remove dissatisfaction.

Satisfaction level of designation:-


An appropriate level and well meaning designation is definitely a positive motivated. Because the

study shows that 50% of the employees are satisfied and 30% are not satisfied with their

designation. Higher designation is perceived by the employees to raise their social status. Even a

change in designation without any substantial rise in salary and perks may give lot of satisfaction

to most of the employees.

Satisfaction level of responsibility and authority:-


The study shows that the employees are satisfied with the authority and responsibility given to

them. Because responsibility without adequate authority, may most of the times, leave an

employee confused and indecisive, because in the absence of authority he may at times, not be

able to take prompt decision resulting in delayed action on his part.

Working environment in the organization:-


It is important that the atmosphere in which the employee works is very friendly and cooperative.

The study shows that the positive result that the environment is friendly, encouraging and

competitive.

58

Communication with superiors:-


The importance of communication has increased with the increase in the size of business,

growing competition and advancement in technology. Like the study shows that some of the

employees are so satisfied. So there should be an effective, clear and two way communications

between superiors and subordinates.

Attitude of superiors towards the problems subordinates:-


The attitude of superiors should be friendly and understanding towards their subordinates. They

should help them in solving problems. The study shows that the most of the employees indicate

that the Attitude of superiors towards their problem is Hostile and problem solving and help their

employee who wants to learn more about his job.

Superior involves subordinates while taking decisions:-


The study shows that the (50%) of the employees are involved in taking decision and remaining

are not satisfied. So the employees are allowed to given their ideas, suggestion. This can increase

employee commitment to work, productivity, goals and motivation. Higher level should take

interest in the problem of the lower level.

Relationship with colleagues:-


There should be a cordial relationship between the employees. The study results that the

employees are having good relations with their colleagues.


Employees are allowed to take decision to solve their problems:-
Employees are given authority to take decision to solve their problems. The study shows that

some of the employees are not satisfied because they have not much authority to take decision.

59

Satisfied with the salary package:-


The study shows that some of the employees are satisfied and some of them are not satisfied

because the job responsibilities are more and the salary paid is not accordance with it. It is one of

the most important motivating factors. So the salary should be given on time.

Present performance appraisal procedure:-


Performance appraisals are done to translate feedback on past performance for future

improvement in an employee’s performance. It can be used for promotions, transfers, evaluation

of an employee. Because some of the employees are satisfied so it should be done on regular

basis-half yearly or annually.

Satisfaction level of welfare schemes:-

Benefits are often perceived as indirect pay by the employees. The company is providing medical

benefit scheme, marriage gift scheme and death relief fund. Due to the schemes most of the

employees are satisfied but some of them are not so satisfied.

Satisfaction from training and development programme:-

The study shows that the employees are not so satisfied with training programme and growth

opportunity. So the training programmes and growth opportunity are directed towards maintaining

and improving current job performance, while development programmes, seek to develop skills for
future jobs. It is the responsibility of the management to identify the training needs of its

employees and done initiate, appropriate training efforts.

60

Rewards are given on valid reason:-


When an employee does his work well, he naturally wants it to be praised and recognized by their

superiors. Whenever an employee does his work well recognized in the form of praise and

assignment of more interesting task is being given to the employees which motivates them. The

study shows that the most of the employees are satisfied.

Self development and career development:-

The study shows that the employees are not satisfied with career development and self

improvement programme. So the company’s duty is to organize these programmes on regular

basis to develop the career of their employees.

Grievance handling procedure:-


The superiors listen to grievances of his subordinates and tries to remove them as soon as

possible. If he unable to solve the problem, he takes up the matter with higher level of

management.
61
CONCLUSION

There have been innumerable studies & research projects conducted by many an organization but

it can be easily concluded that no study showed that 100% of employees in an organization were

fully satisfied. It has always been tried to find out the factors, which motivate the employees most.

There has been no satisfactory answer until today. Various researchers have been undertaken to

find out motivating factors but no generalization could be reached. The human nature is so

complex that it responds unpredictably at different times. The motivators differ from time to time,

place to place and situation to situation and person to person. The same set of factors may

motivate some persons but not at all, the same factors may motivate the same person at a

different time and so on.

In my project “STUDY OF MOTIVATIONAL LEVEL OF EMPLOYEES AT THE INDOASIAN


FUSEGEAR LTD.” I have studied the following points:

• Designation

• Working environment

• Training & development

• Relationship with colleagues

• Performance appraisal

• Career development
• Recognition

• Communication

• Welfare schemes

• Freedom of taking decisions


63

Majority of the employees has satisfied with the working conditions and has average

level of satisfaction towards designation and the authority and responsibility given to them. Almost

all the employees responded that communication in the organization is open, effective and two

ways. They found that working environment is co-operative and friendly having cordial relation

with the colleagues.

The study shows that the employees are not satisfied by the self-development and

training and growth opportunities prevailed in the company. Some of the employees found that

they are sometimes or rarely involved in taking decisions or in informal discussions. They are

unsatisfied with the promotion and reward scheme and also unsatisfied with the performance

appraisal procedure. They found that the higher level is little aware of the problems of the lower

level.

So, at the end, it can be concluded that though there are some employees who are not

satisfied with the working conditions but majority of the employees is fairly satisfied with the work

culture at the INDO ASAIN FUSEGEAR LTD. Therefore, management should introduce new

techniques and welfare schemes to motivate the employees.


64
SUGGESTIONS

• Present working conditions are appropriate up to an extent but still some


Improvements are required.

• Working environment should be co-operative and friendly.

• Communication gap exists between management and employees sometimes. So, proper
channel of communication should be used.

• While making discussions on matters related to employees, they should be asked to give
their suggestions.

• Performance appraisal procedure should be carried out on regular basis.

• Employees should be aware of the weakness for their betterment.

• Management should introduce new benefits and welfare schemes.

• Training programs should not be on pages but they should be appropriately carried out.

• Self development and training needs of employees should be fulfilled.

• There should be an effective co-ordination between various departments.


• Employees must be constantly informed of company objectives, policies, procedures and
authority.

• Monthly review meeting must be arranged in order to gain more confidence of employees.

• Reward and recognition should be given timely.


66
LIMITATION

There were few limitations, which were encountered during the project. They are as follows:

• The sample size does not represent the true population.

• Some of the employees did not took the questionnaire seriously.

• Some of the respondents were hesitant to fully disclose the information.

• Time is limited.
68
BIBLOGARPHY

ORGANISATIONAL BEHAVIOUR
BY STEPHEN.P. ROBBINS

PERSONNEL MANAGEMENT
BY C.B.MEMORIA

PERSONNEL MANAGEMENT
BY ADWIN FLIPPO

RESEARCH METHODOLOGY, METHODS AND TECHNIQUES

BY C.R.KOTHARI

WEBSITE:-

www.indoasian.com
70
QUESTIONNAIRE

NAME :- DESIGNATION :-

QUALIFICATION :- DEPARTMENT :-

EXPERIENCE :-

1. Are you satisfied with the existing working conditions of the organization?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

2. Are you satisfied with your designation?


a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

3. According to your task, are you satisfied with the responsibility and authority given to you?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

4. How do you find the working environment in the organization?


a) Friendly
b) Encouraging
c) Competitive
d) Cool
e) Disputed

5. Do you get clear communication from your superiors?


a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
72

6. What is the attitude of superiors towards your problems?


a) Hostile
b) Indifferent
c) Encouraging
d) Understanding
e) Problem Solving

7. Does you superiors involve you while taking decisions?


OR To what extent do you think that when decisions are being made about certain work
that you are to do, you are asked for your ideas?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all

8. How often do superiors invite their subordinates for an informal discussion?


a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all

9. Are you satisfied with the relationship that your colleagues are having with you?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

10. According to your nature of job, are you satisfied with your salary package?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

11. Are you satisfied with the present performance appraisal procedure?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

73

12. Are you satisfied with the employees benefit, security & welfare scheme’s introduced
by the Organization?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

13. To what extent do the superiors and the colleagues take pains to help an employee
who wants to learn more about his job?
a) To a great extent
b) To a considerable extent
c) To some extent
d) To a little extent
e) Not at all

14. To what extent are people in the higher levels aware of the problems of the lower levels
in the organization?
a) To a great extent
b) To a considerable extent
c) To some extent
d) To a little extent
e) Not at all

15. Do you think company is planning your career development programmes?


a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all

16. How often are the rewards (such as praise and promotions) given strictly on the basis
of valid reasons?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all

17. Do you receive the adequate respect/ recognition for your extra efforts?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
74

18. “There is a general feeling that grievances of the employees are handled properly.” To
what extent do you agree with this statement?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Suggestions:-
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_____________________________________________
75