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CHAPTER-1

INTRODUCTION
Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate or to
create the will to work among the subordinates .It should also be remembered that the worker
may be immensely capable of doing some work, nothing can be achieved if he is not willing to
work .creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people to
work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must determine
the motives or needs of the workers and provide an environment in which appropriate incentives
are available for their satisfaction .If the management is successful in doing so; it will also be
successful in increasing the willingness of the workers to work. This will increase efficiency and
effectiveness of the organization .There will be better utilization of resources and workers
abilities and capacities.

The concept of motivation


The word motivation has been derived from motive which means any idea, need or emotion that
prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind
it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by
studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans
behavior at any particular point of time. In general, the different motives operate at different
times among different people and influence their behaviors. The process of motivation studies
the motives of individuals which cause different type of behavior.

Definition of Motivation.
According to Edwin B Flippo, Motivation is the process of attempting to influence others to do
their work through the possibility of gain or reward.

Significance 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 organization. The following results
may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with opportunities to
fulfill their physiological and psychological needs. The workers will cooperate voluntarily
with the management and will contribute their maximum towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge
so that they are able to contribute to the progress of the organization. This will also result in
increased productivity.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.
Better quality of products will also increase the public image of the business.

Motivation Process.
1. Identification of need
2. Tension
3. Course of action
4. Result Positive/Negative
5. Feed back

Theories of Motivation.
Understanding what motivated employees and how they were motivated was the
focus of many researchers following the publication of the Hawthorne study results (Terpstra,
1979). Six major approaches that have led to our understanding of motivation are Mcclellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy
or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two
factor Theory.
McClellands Achievement Need Theory.
According to McClellands there are three types of needs;
Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack
for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power (n Pow)
It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.
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Need for affiliation (n Aff)


It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.
Behavioral Modification Theory;
According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches among
rats and school children. He found that stimulus for desirable behavior could be strengthened by
rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found
in the installation of financial and non financial incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of
low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.
Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.
The intellectual basis for most of motivation thinking has been provided by behavioral scientists,
A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation.
Although Maslow himself did not apply his theory to industrial situation, it has wide impact for
beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific
problems in personnel administration and industrial relations.
The crux of Maslows theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of
values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied
unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard
economic theory of diminishing returns. The hierarchy of needs at work in the individual is today

a routine tool of personnel trade and when these needs are active, they act as powerful
conditioners of behavior- as Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs,
social needs, ego needs and self actualization needs, as shown in order of their importance.

SelfActualizatio
n
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1)
The above five basic needs are regarded as striving needs which make a person do things. The
first model indicates the ranking of different needs. The second is more helpful in indicating how
the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how
the number of person who has experienced the fulfillment of the higher needs gradually tapers
off.
Physiological or Body Needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be equated
with pay rate, pay practices and to an extent with physical condition of the job.
Safety: - The next in order of needs is safety needs, the need to be free from danger, either from
other people or from environment. The individual want to assured, once his bodily needs are
satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety
needs may take the form of job security, security against disease, misfortune, old age etc as also
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against industrial injury. Such needs are generally met by safety laws, measure of social security,
protective labor laws and collective agreements.
Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive
group and develop a sense of belonging and identification with a group. He feels the need to love
and be loved and the need to belong and be identified with a group. In a large organization it is
not easy to build up social relations. However close relationship can be built up with at least
some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is
not an alien facing a hostile group.
Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the recognition of
ones merit by promotion, by participation in management and by fulfillment of workers urge for
self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means
praise for a job but more important it means a feeling by employee that at all times he has the
respect of his supervisor as a person and as a contributor to the organizational goals.
Self realization or Actualization needs: - This upper level need is one which when satisfied
provide insights to support future research regarding strategic guidance for organization that are
both providing and using reward/recognition programs makes the employee give up the
dependence on others or on the environment. He becomes growth oriented, self oriented,
directed, detached and creative. This need reflects a state defined in terms of the extent to which
an individual attains his personnel goal. This is the need which totally lies within oneself and
there is no demand from any external situation or person.
J.S Adams Equity Theory
Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.
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Vrooms Expectation Theory


Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.
Two Factor Theory
Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.
X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are
committed to People learn to accept and seek responsibility.

Types of Motivation.
Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning is
morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades)

Incentives
An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.
Need for Incentives
Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If
one need is satisfied, the other need need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are those which are not
associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.
INCENTIVES

Financial Incentives

Non-financial incentives

Wages and Salaries.

- Competition

Bonus

- Group recognition

Medical reimbursement

- Job security

Insurance

- Praise

Housing facility

Retirement benefits.

- Workers participation.
-

Knowledge of result
Suggestion system.

- Opportunities for growth

Motivation is the key to performance improvement


There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be
motivated or driven to it, either by themselves or through external stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to survive
and succeed.
Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

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

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Essentially, there is a gap between an individuals actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this
gap.
CHAPTER - II

INDUSTRY PROFILE
Introduction:
India is a large, highly populated Country of around one billion people, with
an economy, which is steadily growing. As per the study, there were an estimated 125 million
dwellings in India (1995), but 200 million households. This reveals an acute housing shortage.
The U.N. predicts an increase in the population of 1.6% per annum. There is a gradual migrant
shift from rural to urban areas and 27% of the population now lives in urban areas as compared to
20% in 1971. There is a large difference in amenities between the urban population and the rural.
In 1994, 70% of the urban population had access to adequate sanitation, whereas in the rural
community only 14% had access.
In 1991, approximately 64% of urban households had some kind of toilet facility
compared with 9% of the rural areas. There is a widening difference in income between different
regions, the rich and the poor. Sanitation is a must for every individual of our society. According
to the Government estimates, more than 50% of the urban population does not access to sanitation
facilities. Condition of the rural areas abyssmal that only 6% of the population are covered by
sanitation.
Population Covered by Sanitation Facilities
Years
1985
1990
1997
Rural

0.7

2.4

6.4

Urban

28.4

45.9

49.3

Sanitaryware demand :
Sanitaryware Industries in India for the last 6-7 years have shown very
dramatic growth with major players doubling their production capacity. The Companies have also
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upgraded their manufacturing system by introducing Battery Casting, Beam Casting and have
gone in for latest imported Fast Firing Cycle Kiln Technology.
These Companies have also upgraded their quality and have introduced high value range
in the market, which has been accepted and appreciated. The demand for high value Sanitaryware
in India is growing very fast. The Companies are trying to meet the demand as the realization per
Metric Ton for high value product is very good which ultimately results in good profitability. In
order to educate the customers in India to go for quality products and also for higher value
sanitarywares, companies have adopted a very aggressive advertisement campaign. Companies
have also strengthened their dealer network by offering showroom incentives and some of the
companies have also gone for their own retail outlets in major towns. The demand for
Sanitarywares in India is growing @ 15% -17% every year.

Industry overview:
The sanitaryware industry in India is divided in two sectors. The organized
sector consisting of 5 companies (M/s. Hindustan Sanitary Industries Limited, M/s. E.I.D. Parry,
M/s. Swastik Sanitarywares Limited, M/s. Madhusudan Ceramics, M/s. Neycer India Limited),
manufacturing sanitaryware for the last 15-20 years and have established their Brand image. The
organized sectors produce fully vitrified sanitarywares, using latest technology and best of
Ceramic Raw Materials available in India. The unorganized sectors have adopted local Indian
technology to manufacture the basic sanitaryware products. Since the availability of raw material
is in abundance and also very cheap in the state of Gujarat & Rajasthan, various companies have
established their factory in these areas. They are producing the basic sanitaryware in various
brands. Unorganized sector's percentage of production capacity and also their sales in the local
domestic market are higher than that of the organized sectors' sales.
Unorganized sanitaryware manufacturer comes under small sectors and hence enjoy the benefit of
Nil Excise Duty and Sales Tax and hence they sell their products in the domestic market
approximately 70% cheaper than the organized sector products.
Government of India Policy on Housing Sector is very encouraging. The Government has
announced Income Tax rebate on housing loan to boost the housing sector. All financial
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institutions are lending money for construction of house at a very low rate of interest.
Government figure shows that Housing Sector is growing by approximately 25% every year. The
need of Housing in India with 100 crores population looks to be very potential.
As per DGTD Survey Report there is a shortage of about 20 million houses in the country by the
end of 8th Five Year Plan.
The housing has become a basic necessity, as people in India are looking forward for improved
sanitary condition. The concept of making toilet is fast growing even in village areas, where toilet
till last two years did not exist.
The cost of producing sanitaryware in India is substantially low as compared to the advance
countries, because the labour cost and the basic raw materials for manufacturing quality
sanitarywares is available at very cheap rate and in abundance. Because of our low cost of
production, Indian sanitarywares are very competitive in the neighboring countries and hence
export from India is also growing every day.

Demand Estimates :
The total demand for sanitaryware in India for the organized manufacturers is at present
approximately 80,000 M.T. per annum. The region wise demand pattern can be estimated as
follows:
NORTH SOUTH
EAST
WEST
TOTAL
18,000
32,000
15,000
15,000
80,000
Note: Every year the above demand is expected to grow by 15 to 17%.

Current Market Size:


The Indian Sanitaryware market is worth around 500 crores for the year 2001-02
with an annual market size of around 8 million pieces. This represents a yearly growth rate of
about 3-4%.

Major players:

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Until the mid 1940s the only Sanitaryware available in India was imported mainly
from UK and was used only in upper class residences in major cities. The first Sanitaryware
manufactured in India was by M/s. Parasuram Pottery Works. In the 1960s, companies like EID
Parry, in collaboration with Royal Doulton of UK and Hindustan Sanitaryware in collaboration
with Twyford of UK, started production of Vitreous China Sanitaryware. Other major players
who joined the organized sector were Madhusudan Ceramics and Neyveli Ceramics. In the 1980s,
7-8 other players had entered the organized sector, but most of them have since been taken over
by the majors.
The large foreign players like American Standard, Toto, Villeroy and Boch have also set up
distribution channels in India.
In addition to the branded products made by the above companies, there are a large number of
small-scale units mainly in Thangad and Morbi districts of Gujarat.

Concerns:
It has been observed that many sanitaryware manufacturers in the small-scale sector do not
manufacture ceramic sanitaryware to standard quality norms. Moreover some of these
manufacturers use the word "Vitreous" along with their brand name whereas they do not meet the
water absorption standards and thereby are misleading the consumers.
Outlook for Sanitaryware Industry in India:
In the next decade, India is expected to be one of the world's fastest
growing countries for sanitaryware consumption. The sanitation penetration has more than trebled
from 8% in 1982 to 18% in 1994 and to 29% in 1999.
The comparative penetration levels in neighboring countries are as follows: Pakistan: 50%, Sri
Lanka: 65%, Malaysia: 94% and Thailand: 96%.
The government impetus to improve hygiene and sanitation is likely to increase the demand for
sanitaryware in India. Moreover the increasing urbanization of India and the consequent
requirement for residential and commercial buildings will be a major driver for growth of
sanitaryware. Along with this the focus of the central and state governments to provide housing

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facilities to the poor, is also expected to generate demand.


The National Housing Policy formulation that envisages "Housing for all" by the end of Ninth
Plan period is a big step towards this. Indira Awaas Yojana, Samgra Awaas Yojana are programs
for providing housing to the rural poor is a key step taken by the government in this area. The
housing development organizations like HUDCO, State Housing Development Boards and Rajiv
Gandhi Rural Housing Corporation Ltd. are also playing a large role in this initiative.
It is estimated that there is currently a demand for 20 million housing units in India. Further, a
significant number of the 115 million housing units across the country will need reconstruction
for improvement. Therefore a replacement market will emerge, though currently original
equipment sanitaryware market accounts for nearly 90% of the market.

SANITARYWARE INDUSTRY STATISTICS:

1.
2.
3.
4.
5.
6.

World production:

187 Million pieces

India's Share:

6.7 Million pieces.

World ranking (in production):


Global Industry Growth Rate:
Growth Rate (India Domestic Market):

A/c for 3.30%)


5-7%
10%

Organized sector:
% Share of Production:
No. of units:
Production Capacity:
Actual Production:

7.

not in the Top 10 (India

43%
6
103300 M.T. per annum
95000 M.T. per annum

Unorganized sector:
% Share of Production:
Production Capacity:
Actual Production:

57%
136700 M.T. per annum
120000 M.T. per annum

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COMPANY PROFILE
Neycer India limited is formally known as Neyveli Ceramics
& Refractorys Limited, was promoted by South Madras. Industrial Development Company
Private Limited. An affiliate of Seshasyee brothers (Pvt) Limited. The company was
incorporated on 12th

may1960.The project was established with

a licensed capacity to

manufacture 1800tonnes of sanitary ware per annum.The technical collaboration for his venture
was provided by M/s Elemental Baykeramik vestries GMBH (KERAMAG) OF West Germany.
The project was completed and the commercial production commenced in October 1965.
The production plant was steadily increased and the rated capacity of 1800 tones per annum was
reached in 1967.
GROWTH AND EXPANSION:
The company after availing the technical services from M/s Bombay Potteries
and Tiles Limited, Bombay, increased its installed capacity from 1800 tonnes to 3000 tonnes. In
the year 1974-75, the installed was further increased from 3000 tonnes to 4200 tonnes per
annum at a further outlay. In april 1977,the agreement with M/s Bombay potteries and tiles
limited was terminated has the company had acquired the required skill and experience from
running the plant on their own strength.
In April 1979, the company further increase the capacity from 4200 tonnes per annum to
4800 tonnes involving the extension of casting shop introduction of the humidity control system
in one of the casting, shops, installation of a twin tunnel ories, construction of the new work
building was provided.
In 1987,the plant had increased the capacity from 7500 tonnes to 9000 tonnes.

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NEYCER BRAND NAME:


Due to the long existence of the company and manufacturing and marketing the product
with consistent quality, the NEYCER brand name has become to hold name in our country.
NEW DESIGN:
Neycer has the capability to develop new patterns, products as per the exclusive
requirement of customers and has skilled man power developed over a period of more than 4
decades. Neycer products are famous for the range of patterns and glossy colours with different
sizes in each under regular manufacture. It has been continuously updating its manufacturing
techniques to product of superior quality. Some of the recently developed products won prized
in exhibitions conducted in eighties.
NEYECR TILES:
With the setting up of Neycer Ceramic Tiles plat at Pondicherry in 1986, the customer has
got the advantage of getting both Neycer Sanitary ware and tiles from one source of their
according to choice.
SPARTEK TAKE OVER:
During 1988, the Neycer management came under Spartek Group, the pioneers in ceramic
tiles manufacturing in India .After this, the company has made headway in:
1.Reduction of excess man power.
2.Elimination of wasteful and unwanted practices in operations.
3.Modernizing the plant and machinery.
4.Developing new designs and colours.
5.Improving the process methods and technology up gradation.

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There are various ambitious programmes contemplated to modernize the plant to achieve better
productivity and the best quality to meet the market requirements.
In 1989 1998, the Neycer further make improvements in their products, and also improve the
market at large. By producing the capacity of the product up to 12000 tonnes to 14500 tonnes.
In 1999 2002 the capacity of the Neycer had increased the installed capacity up to 15000
tonnes to 25000 tonnes per annum.
From 2003 2005 the capacity was further from 25000 tonnes to 30000 tonnes per
annum,Due to the more in improvements of the marketing activities.
From 2006 2009 the market has become very large then the capacity was further increased
from 30000 tonnes to 45000 tonnes per annum.
ABOUT THE PRODUCT
The Neycer is making a wide range of sanitary ware in 20 colours, The product range
include various types of wash closets, urinals, pans and toilet accessories.
The plant has got the production capacity if 12000 M.T.per annum.
We are having 2 Tunnels Kilns, one Push Bat Kiln and Shuttle Kiln.
The various production stages are briefly explained below.
1. RAW MATERIALS:
S.NO

RAW MATERIALS

1.

Ball Clay

2.

China Clay

3.

Feldspar

4.

Quartz

5.

Wollastonitc

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6.

Calcitc

7.

Zircon

8.

Zinc Oxide

9.

CMC

10.

Chemicals

11.

Colour Staains

DRY GRINDING PLANT:


Feldspar , Quartz and Pitcher which we are getting in lumps from are being ground in the
dry grinding plant. the fire powder from DG plant will pass through a magnetic drum from
removal of iron contamination and finally enter the storage silo. From the silo the powder is
collected, packed in gunny bags and sent to the production department for body glaze
preparation.
SLIP HOUSE-BODY PREPRATION:
In slip house, separate storage bins are available for keeping all the raw materials. From
the storage bins, the raw materials are transported to high speed bungers, where the ball clay,
china clay, feldspar powder, green ware rejects and pre-ground silica sand slurry are mixed with
water and electrolytes. Then the study is sieved and pumped to the mixing tank. From the
;mixing tank, the slip is pumped to the second stage sieving arrangement through magnets and
the final slip, it is supplied from the storage tanks to the Casting Department by pumps through
pipe lines.
GLAZE PREPARATION:
The glazes raw materials are loaded in porcelain lined Ball Mill with water and are
ground to form a fine glaze slip. The grinding media is dressed flint pebbles. The ground glaze

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slips sieved and passed through powerful magnets for complete cllamination o9f iron
contamination.The processed glaze is stored in underground tanks with mixing arrangements.
After confirming the quality standards, the glaze is supplied to glazing department for spraying
operation. They are a number of Ball Mills for making different type of color glazes as per
production programme.
MOULDING:
Here the moulds required for casting department is made Moulds are made of Plaster of
Paris and water. First the model will be developed according to the requirement. Then the mother
mould will be taken from the model. From the mother mould, then Block and case will be taken
and from Block Case, working moulds will be made and sent for casting department after
drying.
MOULD MADING PROCESS:
After arranging the block and case with liquid soap application, plaster of Paris and water
are mixed in a stirrer to form slurry. Then the slurry is poured into the block and case and
allowed to set and released from the block and case. The released mould finished for removal of
soap and sent for drying in the; mould drying chamber for a maximum period of one week. After
drying, the moulds are finished with fine sand papers and checked for quality aspects. After
quality confirmation, the moulds are supplied to the casting debarment for casting.
Apart from plaster of Paris block and cases, we are making resin block and case mouldsan improved technology of block making.

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CASTING DEPARTMENT:
Here the moulds are arranged in the wooden benches according to the production
programmers. First the moulds are cleaned and steatite powder, Slurry water is applied on the
moulds, where ever necessary.
Then the body slip coming through the pipe lines from the Slip House storage tank is
filled in the moulds. After getting the required thickness, the excess slip is drained out and sent
to slip house for re-cycling. After sufficient drying, de-molding is done and the ware is taken out
from the mould and kept in the storage rack for two days for air drying. Then the dried wares are
finished, inspected and sent for further drying in drying chamber.
DRYING CHAMBER:
From the Casting Shop the wares are coming out with high moisture content. In the
chamber dryer, the wares are allowed to stand for 16 to 20 hours. Waste heat coming out from
the Tunnel Kiln issued for drying wares. Then the dried wares are glazing.
NEW CDS DRYER:
On 2000, we have installed and commissioned one modern dryer of ceramic drying
systems UK. Here, the wares are dried.
GLAZING:
There are number of spray booths with conveyer arrangement. First the inspected ware is
subjected to perfect air blow for dust removal and the same is thoroughly water sponged. Then
the glaze is applied on the ware with the help of spray gun. Then the trade name stamp, ISI
Stamp, date stamp and sprayers inspectors, spongers and loaders code numbers are put on the
war in respective places with screen and rubber stamp. Then the glaze at the unwanted portion is
removed and the wares are sent for loading department.

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SHUTTLE KILN:
This is new advanced type open firing kiln. This is imported from UK. Fuel is gas. It is
used normally for the re-firing. This can also be used for first firing.
LOADING:
Here the cars are kept with refractory setters according to the production pattern. A thin
coating of alumina wash is given on the setters to avoid sticking of wares on the setters. Thermo
Cole pieces are used for cushioning effect.

The wars are loaded on the setters and after

inspection and air blowing the car with wares are pushed inside the Tunnels Kiln for firing.
TUNNEL KILNS 1&2:
It is a continuous type of kiln. Fuel is natural gas. The ears loaded with the wars are
pushed into the kiln as per scheduled time with the help of hydraulic pushing machine and fired
around at 1200 approximately during the firing cycle. Centralized panel board is available for
controlling the temperature and draught. After completion of the firing and cooling, the cars are
taken out from the exit of the kiln and sent to the unloading and sorting department.
PUSH BAT KILN:
This is also converted in to gas firing. Here mainly Indian pan and Orissa pan are fired.
UNLOADING & SORTING DEPARTMENT:
The wares coming out from the kiln is unloaded here and classified as follows according
to Neycer specification which is more stringent than ISI norms.
Standard

A Class

Commercial

B Class

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Faulty

Refire class-which is
Refired in Shuttle Kiln

After classification, suitable markings are given on the wares and sent to the packing yard
for sales. A flush testing room is provided with all fitting facilities to check up the flushing
performance of the daily products.

ORGANIZATIONAL CHART:
MANAGING DIRECTOR

General Manager (Operation)

Deputy General
Manager(Finance & HRD)
Senior Manager
(Administration)

Superintendent
Assistant Manager (Personal)
Assistant
Superintendent

Assistant

Assistant

Superintendent

Superintendent

CHAPTER III
22

OBJECTIVES OF THE STUDY

To analyze and examine the effectiveness of Motivation Programmes in Neycer India limited
To study the effect of monetary and non-monetary benefits provided by the organization on
the employees performance.
To study the effect of job promotions on employees.
To study the employees opinion on the Motivation in Neycer India limited

LIMITATION OF THE STUDY

23

1. Difficulty in meeting the respondents due to the shift system


2. Employee hesitate to give proper response because of the fear on management
3. 100% reliability and accuracy cannot be expected from the respondents due to
various reasons
4. The sample size taken is very less
5. Time period is very limited to conduct the study

CHAPTER II
REVIEW OF LITERATURE
Introduction

24

In any business organization or industry, profiteering is the prime aim. Profit can be got
only when the productivity is high and it is quite evident that productivity will be high only when
employee motivation is high.
Motivation has come from motives which are expressions of human needs by a human
being. In fact the activities of human being have particular motives or needs. The need can be
defined as, feelings of lack ness for some think a human being tries (activities), to get lackness
removed (satisfaction). Thus, human behavior (activities) is caused by motive or needs, and
motivation is the process of inducting persons to experience needs for certain desired behavior so
that organizational efficiency is achieved.
Findings from previous project
Mr.Scott(1960) found ten factors associated with motivation. They were pay, coworkers, supervisors, and types of work, working condition, identification of the company.
Overall job satisfaction, security, management.
Mr.Gilmar(1966), observed that, job satisfaction or dissatisfaction is the result of
various attitudes a person holding towards his job, towards related factors and towards life in
general.
Mr.Baldev, R.Sharma(1971), studied the determinants of job satisfaction among the
industrial workers. He took six variables for his study as work technology, monthly income,
occupational aspirations, requirement policy, union involvement and social-economic
background the findings of the study reveal that each independent variable is positively related to
job satisfaction and motivation.
Mr.Pastonjee (1973)has suggested that, motivation is summation of employees feelings
in four important areas of this area encompass factors, directly connected with the job, and other
two include factors not directly connected with the job.

25

Mr.S.K.Bhatia(1979), studied the job satisfaction among women workers taking into
consideration, health and safety, attitude towards salary, change in job, attitude etc., his
conclusion was that hygienic and motivating factors are important for the employee job
satisfaction and motivation.
Mr.S.K.Parthiban(1999), made a study on workers motivation will special reference to
meridian industries limited. Pollachi, taking with the considerations like job contents,
recruitment, selection, increments, management styles, individual factors, working conditions,
welfare facilities and industrial relations. The conclusion of the study reveals that the
management should provide necessary medical treatment to the employee to minimize the
occupational diseases.
Ms.M.Sevika (1999), has made a study on employees motivation in English tools and
casting private limited, Thamaraikulam, Pollachi. To collect the workers, the investigator used
questions in the areas of family data, job contents, recruitment, promotions, transfer,
management style, wages, individual factors, working condition, welfare facilities, industrial
relations, opinion factors, leave facilities etc.

The study revealed that almost 70% of the

respondents are highly motivates with high level of job performance.

CHAPTER IV
RESEARCH METHODOLOGY

26

1.1 Research Design


The present study is carried out by adopting descriptive design. Since the
researcher is interested to describe the employee motivation and to get an idea about the workers
opinion about them employee motivation level.
1.2 Sources of information
a) Primary source
The researcher used structured questionnaire method to collect the primary
Source of data.
b) Secondary Source
Personal records, Books, Journals constitute the secondary sources of data.
1.3 Sample method
The researcher has adopted convenient sampling method.
1.4 Sample Size
All the workers employed in the Neycer India Limited. In total there found 499
workers. Among the total respondents 50 respondents are selected as sample for the study.
1.5 Area of the study
The sampling unit taken for the study is Neycer India Limited, Vadalur

4.6 Data collection method


Direct questionnaire method is used to collect the data form various respondents.
4.7 Application of Statistical tool
In this project Percentage method test was used. The percentage method is used to
know the accurate percentages of the data we took, it is easy to graph out through the
percentages. The following are the formula
No of Respondent

27

Percentage of Respondent =

x 100
Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

CHAPTER VI
DATA ANALYSIS AND INTERPRETATION
TABLE 1: CLASSIFICATION OF RESPONDENTS ACCORDING TO GENDER

28

S.No

Gender

No. of Respondents

Percentage

Male

94

94%

Female

06

06%

Total

100

100.00

INTERPRETATION:
From the above table it is clear that 94% of the respondents are male and remaining 6%
of the respondents are female.

29

CHART 1: CLASSIFICATION OF RESPONDENTS ACCORDING TO GENDER

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

Female; 6%
Male;
94%
Male

Female

30

TABLE 2: CLASSIFICATION OF RESPONDENTS ACCORDING TO AGE

S.No

Age Group

No
.of.
Percentage
Respondents

Below 30 Years

06

06%

31-35Years

02

02%

36-40Years

02

02%

41- 45 Years

20

20%

Above 45 Years

70

70%

100

100.00

Total

INTERPRETATION:
The above table shows that, 70% of the respondents are in the age group of above 45
years, 20% of the respondents are in the age group of 41-45 years, 6% of the respondents are in
31

the age group of below 30 years, 2% of the respondents are in the age group of Below 39 Years
and 2% of the respondents are in the age group of between 31-35Years respectively.

CHART 2: CLASSIFICATION OF RESPONDENTS ACCORDING TO AGE

Below 30 Years ; 6% 31-35Years ; 2%


36-40Years ; 2%
41- 45 Years ; 20%

Above 45 Years ; 70%

32

TABLE 3: CLASSIFICATION OF RESPONDENTS ACCORDING


TO MARITAL STATUS

S.No

No
Respondents

Marital status

.of.

Percentage

Married

96

96%

Unmarried

04

04%

100

100.00

Total

33

INTERPRETATION:
From the above table it is inferred that 96% of the respondents are married
and remaining 4% of the respondents are unmarried.

CHART 3: CLASSIFICATION OF RESPONDENTS ACCORDING


TO MARITAL STATUS

34

120%

100%

96%

80%

Percentage

60%

40%

20%
4%
0%

Married

Unmarried

TABLE 4: CLASSIFICATION OF RESPONDENTS ACCORDING TO EDUCATIONAL


QUALIFICATION

S.No

Educational Qualification

No

.of. Percentage
35

Respondents

School level education

32

32%

Technical education

22

22%

Under graduation

20

20%

Post-graduation

26

26%

100

100.00

Total

INTERPRETATION:
From the above table it was clear that, 32% of the respondents are having their
educational qualification at School level, 26% of the respondents are having their educational
qualification at Post graduation level, 22% of the respondents are having their educational
qualification at Technical level, and remaining 20% of the respondents are having their
educational qualification at under graduation level.

36

CHART 4: CLASSIFICATION OF RESPONDENTS ACCORDING TO EDUCATIONAL


QUALIFICATION

35%
30%
25%
20%
15%
Percentage
10%
5%

Po
st
-g
ra
du
at
io
n

Te
ch
ni
ca
le
du
ca
tio
n
U
nd
er
gr
ad
ua
tio
n

Sc
ho
ol
le
ve
l

ed
uc
at
io
n

0%

37

TABLE 5: CLASSIFICATION OF RESPONDENTS ACCORDING TO


MONTHLY INCOME

S.No

Monthly income

No
.of.
Percentage
Respondents

Rs.3,001 7,000

02

02%

Rs.7,001 15,000

22

22%

Above Rs.15,000

76

76%

100

100.00

Total

INTERPRETATION:
The above table shows that, 76% of the respondents are monthly income level were
Above Rs.15,000, 22% of the respondents monthly income level were Rs.7,001 15,000,
remaining 2% of the respondents monthly income level were Rs.3,001 7,000.

38

CHART 5: CLASSIFICATION OF RESPONDENTS ACCORDING TO


MONTHLY INCOME

80%
70%
60%
50%
percentage

40%
30%
20%
10%
0%

Rs.3,001 7,000 Rs.7,001 15,000 Above Rs.15,000

39

TABLE 4.6: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS


ESSENTIAL FOR EMPLOYEES

S.No

Respondent opinion

Strongly agree

No.
Respondents
18

Agree

48

48%

Neutral

24

24%

Disagree

04

04%

Strongly disagree

06

06%

50

100

Total

of Percentage
18%

INTREPRETATION:
From the above table it is inferred that,48% of the employees are agree that motivation is
essential for employees, 24% of the employees are neutral, 18% of the employees are Strongly
agree, 6% of the employees are strongly disagree, 4% of the employees are disagree that
motivation is essential for employees.

40

CHART 4.6: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS


ESSENTIAL FOR EMPLOYEES

60%

50%

48%

40%

30%
24%
20%

18%

10%
4%
0%
Strongly agree

Agree

Neutral

Disagree

6%
Strongly disagree

41

TABLE 4.7: RESPONDENT OPINION ABOUT THE PREFERENCE OF


MOTIVATION TYPE

S.No

Type of motivation

Financial motivation

No.
Respondents
52

Non-financial motivation

18

18%

Both

30

30%

100

100

Total

of Percentage
52%

INTREPRETATION:
The above table shows that 52% of the respondents were prefer financial motivation,
30% of the respondents were prefer both and remaining 18% of the respondents were prefer that
only non-financial motivation.

42

CHART 4.7: RESPONDENT OPINION ABOUT THE PREFERENCE OF


MOTIVATION TYPE

60%
50%
40%
30%
20%
10%

Bo
th

ot
iv
at
io
n
N

on
-f
na
nc
ia
lm

ot
iv
at
io
n

0%

Fin
an
ci
al
m

Percenatge

43

TABLE 4.8: RESPONDENT OPINION ABOUT THE PREFERENCE AMONG THE


FINANCIAL MOTIVATION TECHNIQUES

S.No

Financial motivation

Incentives

No.
Respondents
18

Bonus

60

60%

Allowance

14

14%

Cash Awards

08

08%

100

100

Total

of Percentage
18%

INTREPRETATION:
From the above table it was clear that 60% of the respondents prefer bonus, 18% of the
respondents prefer incentives, 14% of the respondents prefer allowance and remaining 08% of
the respondent prefer cash awards.

44

CHART 4.8: RESPONDENT OPINION ABOUT THE PREFERENCE AMONG THE


FINANCIAL MOTIVATION TECHNIQUES

70%
60%
50%
40%
Percentage
30%
20%
10%
0%

Incentives

Bonus

Allowance

Cash Awards

45

TABLE 4.9: RESPONDENT OPINION ABOUT THE PREFERENCE OF THEM AMONG


NON-FINANCIAL MOTIVATION TECHNIQUE

S.No

Non-financial motivation

Job security

No.
Respondents
15

Responsibility

07

14%

Promotion

20

40%

Recognition of work

08

16%

50

100

Total

of Percentage
30%

INTREPRETATION:
The above table shows that 40% of the respondents are preferring promotion, 30% of the
respondents are preferring job security, 16% of the respondents are preferring recognition of
work and remaining 14% of the respondents are preferring responsibility.

46

CHART 4.9: RESPONDENT OPINION ABOUT THE PREFERENCE OF THEM


AMONG NON-FINANCIAL MOTIVATION TECHNIQUE

Recognition of work

16%

Promotion

40%

Responsibility

14%

Job security

0%

30%

5%

10% 15% 20% 25% 30% 35% 40% 45%

47

TABLE 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN
ACCORDING TO THEIR QUALIFICATION AND SKILL

S.No

Respondent opinion

Strongly agree

No.
Respondents
14

Agree

23

46%

Neutral

08

16%

Disagree

05

10%

Strongly disagree

00

00%

50

100

Total

of Percentage
28%

INTREPRETATION:
From the above table it is clear that,46% of the respondents are agree that jobs are given
based on their qualification and skill, 28% of the respondents are Strongly agree, 16% of the
respondents are neutral and remaining 10% of the respondents are disagree with jobs is given
based on their qualification and skill.
48

CHART 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN
ACCORDING TO THEIR QUALIFICATION AND SKILL

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly disagree

49

TABLE 4.11: RESPONDENT OPINION ABOUT THE WEATHER ADEQUATE TOOLS


AND EQUIPMENT SUPPLIED TO YOU TO WORK COMFORTABLY

S.No

Respondent opinion

Strongly agree

No.
Respondents
10

Agree

27

54%

Neutral

07

14%

Disagree

04

08%

Strongly disagree

02

04%

50

100

Total

of Percentage
20%

INTREPRETATION:
From the above table it is indicate that,54% of the respondents are agree, 20% of the
respondents are Strongly agree, 14% of the respondents are neutral and 08% of the respondents
are disagree and remaining 04% of the respondents are strongly disagree with adequate tools
and equipment, materials supplied to you to work comfortably.
50

CHART 4.11: RESPONDENT OPINION ABOUT THE WEATHER ADEQUATE TOOLS


AND EQUIPMENT SUPPLIED TO YOU TO WORK COMFORTABLY

60%

54%

50%
40%
30%
20%

20%

14%
8%

10%

4%

di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

51

TABLE 4.12: RESPONDENT OPINION ABOUT THE WORKING CONDITION

S.No

Respondent opinion

Strongly agree

No.
Respondents
14

Agree

25

50%

Neutral

06

12%

Disagree

05

10%

Strongly disagree

00

00%

50

100

Total

of Percentage
28%

INTREPRETATION:
The above table shows that,50% of the respondents are agree, 28% of the respondents are
Strongly agree, 12% of the respondents are neutral and 10 % of the respondents are disagreed
with the satisfaction of working condition..

52

CHART 4.12: RESPONDENT OPINION ABOUT THE WORKING CONDITION

Disagree; 10%
Neutral; 12%

Strongly agree; 28%

Agree; 50%

53

TABLE 4.13: RESPONDENT OPINION ABOUT WEATHER THE MANAGEMENT


ENCOURAGES YOU TO IMPROVE THE TECHNICAL SKILLS IN THE JOB

S.No

Respondent opinion

Strongly agree

No.
Respondents
06

Agree

17

34%

Neutral

11

22%

Disagree

13

26%

Strongly disagree

03

06%

50

100

Total

of Percentage
12%

INTREPRETATION:
From the above table it is inferred that,34% of the respondents are agreed, 26% of the
respondents are disagreed, 22% of the respondents are neutral and 12% of the respondents are
strongly agreed and remaining 06% of the respondents are strongly disagree with the statement
management encourages to improve the technical skills in the job.

54

CHART 4.13: RESPONDENT OPINION ABOUT WEATHER THE MANAGEMENT


ENCOURAGES YOU TO IMPROVE THE TECHNICAL SKILLS IN THE JOB

40%
35%

34%

30%
26%

25%
22%
20%
15%
12%
10%

6%

5%
0%
0.5

1.5

2.5

3.5

4.5

5.5

55

TABLE 4.14: RESPONDENT OPINION ABOUT THIR AWARENESS ABOUT


SUGGESTION BOX SYSTEM

S.No

Respondent opinion

Strongly agree

No.
Respondents
03

Agree

19

38%

Neutral

11

22%

Disagree

10

20%

Strongly disagree

04

08%

50

100

Total

of Percentage
06%

INTREPRETATION:
From the above table it is inferred that, 38% of the respondents are agreed, 22% of the
respondents are neutral, 20% of the respondents are disagreed and 08% of the respondents are
strongly disagreed and remaining 6% of the respondents are strongly agreed with the awareness
of the suggestion box system.

56

CHART 4.14: RESPONDENT OPINION ABOUT THIR AWARENESS ABOUT


SUGGESTION BOX SYSTEM

40%
35%
30%
25%
20%
15%
10%
5%

di
sa
gr
ee

St
ro
ng
ly

D
is
ag
re
e

eu
tr
al
N

Ag
re
e

ag
re
e

0%
St
ro
ng
ly

Percentage

57

TABLE 4.15: RESPONDENT OPINION ABOUT THEIR UTILIZATION OF THE


SUGGESTION BOX SYSTEM

S.No

Respondent opinion

Strongly agree

No.
Respondents
09

Agree

18

36%

Neutral

17

34%

Disagree

05

10%

Strongly disagree

01

02%

50

100

Total

of Percentage
18%

INTREPRETATION:
From the above table it is inferred that,36% of the respondents are agree, 34% of the
respondents are neutral, 18% of the respondents are strongly agree and 10% of the respondents
are disagree and remaining 02% of the respondents are strongly disagree with the utilization of
the suggestion box system.

58

CHART 4.15: RESPONDENT OPINION ABOUT THEIR UTILIZATION OF THE


SUGGESTION BOX SYSTEM

40%
35%
30%
25%
20%
15%
10%
5%

di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

59

TABLE 4.16: RESPONDENT OPINION ABOUT THE FACTOR WHICH ATTRACTS


THEM TO RETAIN IN THE SAME ORGANIZATION.

S.No

Factor

Monetary benefits

No.
Respondents
16

Welfare scheme

08

16%

Job satisfaction

15

30%

Job security

11

22%

50

100

Total

of Percentage
32%

INTREPRETATION:
From the above table it is inferred that, 32% of the respondents are attracted by monetary
benefits, 305 of the respondents are attracted by job satisfaction, 22% of the respondents are
attracted by job security and remaining 16% of the respondents are attracted by welfare scheme
so as to retain in the same organization.

60

CHART 4.16: RESPONDENT OPINION ABOUT THE FACTOR WHICH ATTRACTS


THEM TO RETAIN IN THE SAME ORGANIZATION.

Job security; 22%

Job satisfaction; 30%

Monetary benefts; 32%

Welfare scheme; 16%

61

TABLE 4.17: RESPONDENT OPINION ABOUT THE SATISFACTION WITH REGARD


TO OVERTIME PAYMENTS

S.No

Respondent opinion

Strongly agree

No.
Respondents
06

Agree

24

48%

Neutral

09

18%

Disagree

07

14%

Strongly disagree

04

08%

50

100

Total

of Percentage
12%

INTREPRETATION:
From the above table it is clear that,48% of the respondents are agree, 18% of the
respondents are neutral, 14% of the respondents are disagree and 12% of the respondents are
strongly agree and remaining 08% of the respondents are strongly disagree with satisfaction on
overtime payments.

62

CHART 4.17: RESPONDENT OPINION ABOUT THE SATISFACTION WITH REGARD


TO OVERTIME PAYMENTS

60%

50%

40%

30%

20%

10%

0%
0.5

1.5

2.5

3.5

4.5

5.5

63

TABLE 4.18: RESPONDENT OPINION ABOUT THE JOB APPRECIATION

S.No

Respondent opinion

Strongly agree

No.
Respondents
04

Agree

11

22%

Neutral

14

28%

Disagree

12

24%

Strongly disagree

09

18%

50

100

Total

of Percentage
08%

INTREPRETATION:
From the above table it is inferred that,28% of the respondents are neutral, 24% of the
respondents are disagree, 22% of the respondents are agree and 18% of the respondents are
strongly disagree and remaining 08% of the respondents are strongly agreed.

64

CHART 4.18: RESPONDENT OPINION ABOUT THE JOB APPRECIATION

Strongly agree; 8%
Strongly disagree; 18%
Agree; 22%

Disagree; 24%

Neutral; 28%

65

TABLE 4.19: RESPONDENT OPINION ABOUT THE ADEQUACY OF


MEDICAL FACILITY

S.No

Respondent opinion

Strongly agree

No.
Respondents
10

Agree

16

32%

Neutral

13

26%

Disagree

09

18%

Strongly disagree

02

04%

50

100

Total

of Percentage
20%

INTREPRETATION:
From the above table it is inferred that,32% of the respondents are agree, 26% of the
respondents are neutral, 20% of the respondents are strongly agree and 18% of the respondents
are disagree and remaining 04% of the respondents are strongly disagree with adequacy medical
facilities provided.

66

CHART 4.19: RESPONDENT OPINION ABOUT THE ADEQUACY OF


MEDICAL FACILITY

35%
30%
25%
20%
15%
percentage
10%
5%

di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

St
ro
ng
ly

ag
re
e

0%

67

TABLE 4.20: RESPONDENT OPINION ABOUT THE SATISFACTION ON TRAINING


AND DEVELOPMENT PROGRAMME

S.No

Respondent opinion

Strongly agree

No.
Respondents
02

Agree

15

30%

Neutral

20

40%

Disagree

12

24%

Strongly disagree

01

02%

50

100

Total

of Percentage
04%

INTREPRETATION:
The above table shows that 40% of the respondents are neutral, 30 % of the respondents
are agree, 24% of the respondents are disagree and 4% of the respondents are strongly agree and
remaining 02% of the respondents are strongly disagree with the satisfaction on training and
development programme.
68

CHART 4.20: RESPONDENT OPINION ABOUT THE SATISFACTION ON TRAINING


AND DEVELOPMENT PROGRAMME

45%
40%

40%
35%
30%

30%

24%

25%
20%
15%
10%
4%

5%

2%
di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

69

TABLE 4.21: RESPONDENT OPINION ABOUT THE TRANSPORT FACILITY


PROVIDED BY MANAGEMENT

S.No

Respondent opinion

Strongly agree

No.
Respondents
07

Agree

08

16%

Neutral

08

16%

Disagree

18

36%

Strongly disagree

09

18%

50

100

Total

of Percentage
14%

INTREPRETATION:
From the above table its observe that 36% of the respondents are disagree, 18 % of the
respondents are strongly disagree agree, both the 18% of the respondents are agree and neutral
respectively and remaining 14% of the respondents strongly agree with transport facility
provided by the organization.

70

CHART 4.21: RESPONDENT OPINION ABOUT THE TRANSPORT FACILITY


PROVIDED BY MANAGEMENT

36%

18%
16%

16%

Agree

Neutral

14%

Strongly agree

Disagree

Strongly disagree

71

TABLE 4.22: RESPONDENT OPINION ABOUT THE CANTEEN FACILITY

S.No

Respondent opinion

Strongly agree

No.
Respondents
08

Agree

22

44%

Neutral

14

28%

Disagree

04

08%

Strongly disagree

02

04%

50

100

Total

of Percentage
16%

INTREPRETATION:
From the above table it is indicate that,44% of the respondents are agree, 28% of the
respondents are neutral, 16% of the respondents are strongly agree and 8% of the respondents are
disagree and remaining 4% of the respondents are strongly disagree with canteen facility
provide by the organization.
72

CHART 4.22: RESPONDENT OPINION ABOUT THE CANTEEN FACILITY

50%
44%

45%
40%
35%

28%

30%
25%
20%

16%

15%
8%

10%

4%

5%

di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

73

TABLE 4.23: RESPONDENT OPINION ABOUT THE RELATIONSHIP EXIST WITH


SUPERIORS IS CORDIAL

S.No

Respondent opinion

Strongly agree

No.
Respondents
17

Agree

22

44%

Neutral

09

18%

Disagree

01

02%

Strongly disagree

01

02%

50

100

Total

of Percentage
34%

INTREPRETATION:
From the above table it is clear that,44% of the respondents are agree, 34% of the
respondents are Strongly agree, 18% of the respondents are neutral and 2% of the respondents

74

are disagree and 2% of the respondents are strongly disagree with the cordial relationship exist
with superiors is cordial.

CHART 4.23: RESPONDENT OPINION ABOUT THE RELATIONSHIP EXIST WITH


SUPERIORS IS CORDIAL

50%

44%

45%
40%

34%

35%
30%
25%

18%

20%
15%
10%
5%

2%

2%
di
sa
gr
ee

St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

75

CHART 4.24: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS


ESSENTIAL FOR JOB SATISFACTION

S.No

Respondent opinion

Strongly agree

No.
Respondents
08

Agree

20

40%

Neutral

17

34%

Disagree

05

10%

Strongly disagree

00

00%

50

100

Total

of Percentage
16%

INTREPRETATION:
From the above table it is observed that, 40% of the respondents are agree, 34% of the
respondents are neutral, 16% of the respondents are strongly agree and 10% of the respondents
are disagree with motivation is essential for job satisfaction.
76

CHART 4.24: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS


ESSENTIAL FOR JOB SATISFACTION

40%
40%

34%

35%
30%
25%
20%
15%

10%

10%
5%

di
sa
gr
ee

0%

St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

Percentage

16%

77

TABLE 4.25: RESPONDENT OPINION ABOUT THE MOTIVATION WILL RESULT IN


CREATION OF HIGH MORALE

S.No

Respondent opinion

Strongly agree

No.
Respondents
07

Agree

17

34%

Neutral

18

36%

Disagree

07

14%

Strongly disagree

01

02%

50

100

Total

of Percentage
14%

INTREPRETATION:
From the above table it is inferred that,36% of the respondents are neutral, 34% of the
respondents are agree, both the 14% of the respondents are strongly agree and disagree and

78

remaining 02% of the respondents strongly disagree with motivation will result in creation of
high morale.

CHART 4.25: RESPONDENT OPINION ABOUT THE MOTIVATION WILL RESULT IN


CREATION OF HIGH MORALE

40%
35%
30%
25%
20%
15%
10%
5%
di
sa
gr
ee
St
ro
ng
ly

eu
tr
al
N

ag
re
e

0%
St
ro
ng
ly

percentage

79

TABLE 4.26: RESPONDENT OPINION ABOUT THE STATEMENT HIGH MORALE


WILL RESULT IN HIGH PRODUCTIVITY

S.No

Respondent opinion

Strongly agree

No.
Respondents
00

Agree

09

18%

Neutral

22

44%

Disagree

09

18%

Strongly disagree

10

20%

50

100

Total

of Percentage
14%

INTREPRETATION:

80

The above table shows that,44% of the respondents are neutral,20% of the respondents
are strongly disagree, 18% of the respondents are agree and again 18% of the respondents are
disagree and remaining 14% of the respondents strongly agree with high morale will result in
high productivity.

CHART 4.26: RESPONDENT OPINION ABOUT THE STATEMENT HIGH MORALE


WILL RESULT IN HIGH PRODUCTIVITY

81

45%
40%
35%
30%
25%
20%
Percentage

15%
10%
5%

St
ro
ng
ly

di
sa
gr
ee

eu
tr
al
N

St
ro
ng
ly

ag
re
e

0%

TABLE 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB
ENRICHMENTS CONSIDERATION

S.No

Respondent opinion

Strongly agree

No.
Respondents
05

of Percentage
10%
82

Agree

18

36%

Neutral

19

38%

Disagree

06

12%

Strongly disagree

02

04%

50

100

Total
INTREPRETATION:

From the above table it is inferred that,38% of the respondents are neutral, 36% of the
respondents are agree, 12% of the respondents are disagree and 10% of the respondents are
strongly agree and remaining 4% of the respondents were strongly disagree with job enlargement
and job enrichment are consider that the organization.

CHART 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB
ENRICHMENTS CONSIDERATION

83

40%
35%
30%
25%
20%
Percentage

15%
10%
5%

di
sa
gr
ee

eu
tr
al

St
ro
ng
ly

St
ro
ng
ly

ag
re
e

0%

CHAPTER VII
FINDINGS OF THE STUDY
94% of the respondents are male.
70% of the respondents are in the age group of above 45 years.
84

96% of the respondents are married.


32% of the respondents are having their educational qualification at School level, 26% of

the respondents are having their educational qualification at Post graduation.


76% of the respondents are in the monthly income level of Above Rs.15, 000.
48% of the respondents agreed that motivation is essential for employees.
52% of the respondents prefer financial motivation.
60% of the respondents prefers bonus.
40% of the respondents prefers promotion.
46% of the respondents agreed that jobs are given based on their qualification and skill.
54% of the respondents agreed with adequate tools and equipment, materials supplied to

work comfortably.
50% of the respondents are satisfied with the working condition.
34% of the respondents are agreed that the management encourages improving the
technical skills in the job.
38% of the respondents agreed that they aware of the suggestion box system.
36% of the respondents agreed that they utilized with the suggestion box system.
32% of the respondents are attracted monetary benefit so as to retain in the same
organization.
48% of the respondents are satisfied with overtime payments.
32% of the respondents are agreed that medical facilities provided are adequate.
40% of the respondents are neither satisfied nor dissatisfied with the training and

development programme.
36% of the respondents are disagreed with transport facility provided by the organization.
44% of the respondents are agreed that the canteen facility provide by the organization.
44% of the respondents are agreed that cordial relationship existing with the superiors.
40% of the respondents are agreed that motivation is essential for job satisfaction
44% of the respondents are neither agree nor disagree with high morale will result in high

productivity.
38% of the respondents are neither agree nor disagree with job enlargement and job
enrichment are considered by the organization.

85

CHAPTER VIII
SUGGESTIONS

The workers perform who perform well should be recognized well such that is motivates
him to work more effectively and drives others to achieve it. They should not be ignored.

A friendly atmosphere among all levels of workers has to be necessarily created in order
to function effectively. This is a necessity as the employees name it as a major dissatisfying
factor.

The workers have to be given feedback at regular intervals such that they can know about
their performance level.

To establish an informal council of members from each department, from different fields
to discuss on various problems and provide solution to it.

The workers should feel free in getting access with the superiors. The open-door policy
can be thrived.

The major disturbing factor identified from the analysis is working condition. Since it is
one of the most crucial factor creating lots of expectations from the respondents, here some
suggestion to improve the working condition, based on their finding.
86

Providing adequate number of water coolers then and there within the radius of the
manufacturing unit at a specific distance to provide the workers with hygienic drinking water.

Taking necessary measures to improve the quality of the food that has served in the
industrial canteen as the employees have a bad impression about it.

CHAPTER IX
,,,

CONCLUSION

The study concludes that, the motivational program procedure in Neycer India Limited is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. Thus study was conducted among 100
employees and collected information through structured questionnaire. The Study helped to
findings, which were related with employee motivational, programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work and results
in his satisfaction too. The organization can still concentrate on specific areas which are evolved
from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the motivational programs procedure in
the future. The suggestions of this report may help in this direction.

87

ANNEXURE I
BIBLIOGRAPHY
BOOKS REFFERED

Wayne F. Cascio 2006, Managing Human Resources, TMH.

Aswathappa, 2006, Human Resource Management, 4th edition, TMH

K.Aswathappa,

2006,

Organizational

Behaviour-

Text,

Cases

and

games,

Himalaya Publishing House

Curtis w. cook and Phillip L.Hunsaker, 2006, Management and Organizational


Behaviour, Macgraw-Hill Irwin

Jyothi P. and DN Venkatesh-2006, Human Resource Management, Oxford University


press.

Dale Yoder, Personal Management and Industrial Relations Prentice Hall of India
Private Ltd, New Delhi.

Joseph Tiffin & J. Mecoromic, Industrial Psychology prentice Hall of India Private
Ltd, New Delhi, 1971.

Chac Licoin, L. Satistical Method and Analysis Mc Graw Hill Book Company,
88

International Edition, 1969.

Gupta. S.P., Statistical Method Sulthan Chand & Sons, New Delhi, 1979.

Kothari.C.R Research Methodology, Willy Ester Limited, New Delhi,1985.


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www.google.books.com
www.encylopedia.com
www.wikipedia.com
www.slideshare.com
www.annauniversity/eliberary

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