Geethapriya Project PDF

Dissertation report on Employee Motivation and Welfare Facilities
“A STUDY ON EMPLOYEE MOTIVATION AND WELFARE FACILITIES WITH

REFERENCE TO PUNJA TILE WORKS, GANJIMUT, MANGALORE”
DISSERTATION
Submitted to
MANGALORE UNIVERSITY
Mangalagangotri, Mangalore
In partial fulfillment of the requirements for the award of the degree of
Master of Commerce
Submitted By
GEETHAPRIYA
REG. No. 169980016
2016-18
Under the guidance of
MS. SWATHI BHAT
Asst. Professor
Department of PG Studies in Commerce
Centre for PG Studies, Alva’s College Moodbidri
CENTRE FOR PG STUDIES, ALVA’S COLLEGE

Vidhyagiri, Moodbidri
Dakshina Kannada - 574227
ALVA’S PG DEPARTMENT OF COMMERCE Page 1

DECLARATION
I hereby declare that the Dissertation report entitled “A study on
Employee Motivation and welfare facilities with reference to Punja Tile
Works, Ganjimut, Mangalore” with the guidance of Ms. Swathi Bhat,
Assistant Professor in P.G Department of Commerce Alva’s college,
Moodbidri, as a partial fulfillment of the requirements for the Master Degree in
Commerce, Mangalore University.
This topic, either fully or partially has not previously formed the basis for
the award of any degree, diploma or either similar titles to any universities or
institutions.
Date: Geethapriya
Place :Moodbidri Reg. No.169980016

INDEX
Chapter No. Particulars Page No.
List of Tables
List of Charts
1 Introduction 10-13
2 Industry Profile 14-28
3 Company Profile 29-33
4 Research Design 34-62
5 Analysis and Interpretation of Data 63-89
6 Findings, Suggestions and Conclusion 90-93
Annexure 94-100
Bibliography 101-102

List of Tables
Table No. Particulars Page No.
5.1 Number of employees with their Experience 64
5.2 Satisfaction level of instructions given by employer 65
5.3 Working condition 66
5.4 Support from the co-workers is helpful to get motivated 67
5.5 Welfare Facilities 68
5.6 Satisfaction with the salary issues 69
5.7 Work allotment 70
5.8 Opinion regarding the relation with the employer 71
5.9 Employee motivated by the higher authority 72
5.10 Employee motivation 73
5.11 Awareness level of welfare facilities 74
5.12 Task could be shared by others and it will reduce workload 75
5.13 Satisfaction with the food/drinking water Provided at 76

workplace
5.14 Workplace environment affect the health 77
5.15 Appreciation for the extraordinary efforts 78
5.16 Chance to improve skill and job knowledge 79
5.17 Employee believed in team work 80
5.18 Employee differentiation 81
5.19 Enjoyment in setting and achieving challenging goals 82

5.20 Opportunity to express view 83
5.21 Satisfaction of working hours 84
5.22 Satisfaction with the working environment 85
5.23 Primary objective of employees towards the organization 86
5.24 Availability of Leave facility according to statutory 87

provisions
5.25 Leadership influences the level of motivation 88
5.26 Awareness level of all policies and procedures 89

List of Charts
Chart No. Particulars Page No.
5.1 Number of employees with their Experience 64
5.2 Satisfaction level of instructions given by employer 65
5.3 Working condition 66
5.4 Support from the co-workers is helpful to get motivated 67
5.5 Welfare Facilities 68
5.6 Satisfaction with the salary issues 69
5.7 Work allotment 70
5.8 Opinion regarding the relation with the employer 71
5.9 Employee Motivated by the higher authority 72
5.10 Employee motivation 73
5.11 Awareness level of welfare facilities 74
5.12 Task could be shared by others and it will reduce workload 75
5.13 Satisfaction with the food/drinking water provided at 76

workplace
5.14 Workplace environment affect the health 77
5.15 Appreciation for the extraordinary efforts 78
5.16 Chance to improve skill and job knowledge 79
5.17 Employee believed in team work 80
5.18 Employee differentiation 81
5.19 Enjoyment in setting and achieving challenging goals 82

5.20 Opportunity to express view 83
5.21 Satisfaction of working hours 84
5.22 Satisfaction with the working environment 85
5.23 Primary objective of employees towards the organisation 86
5.24 Availability of Leave facility according to statutory 87

provisions
5.25 Leadership influences the level of motivation 88
5.26 Awareness level of all policies and procedures 89

ACKNOWLEDGEMENT
This dissertation work would have not been possible without the guidance and help of several
individuals who is one way or another contributed and extended their valuable assistance in
the preparation and completion of the study.
I would thank our beloved principal Prof. Kurian, Alva’s college Moodbidri, for providing a
great opportunity and inspiring to take up this project.
I also express my gratitude to Mr. Pavan Kirankere, HOD of PG department of commerce.
I wish to acknowledge my sincere gratitude and indebtedness to my project guide Ms.

Swathi Bhat Assistant Professor of Department of Commerce. Alva’s college moodbidri for
this valuable guidance and constructive suggestion in the preparation of dissertation report.
I extend my gratitude to Industry manager and employees who have spent their valuable
time in providing all the required information.
It’s a great pleasure to thank our beloved parents for helping me throughout this report. I also
thankful to my friends who were involved directly or indirectly in completion of this project.

ABSTRACT
The Study undertaken with the task and aims at ascertaining the overall analysis
of the employee motivation and welfare facilities in the Punja Tile Works,
Ganjimut, Mangalore. This project includes both primary and secondary data as
a source of data.
The collection of data and interpretation is basically as per the information

provided by the employees as per their level of knowledge about the facilities
availed in the Industry.
The main findings in this study is the involvement level of employees

towards the work, which helps them to complete their work within the time.
They fully depend on their wages. So, they give much importance to work.

CHAPTER - 1
INTRODUCTION

INTRODUCTION
Managing human resources is a very important concept because the human factor as a
resource can generate the comparative advantages for organizations. So, in today’s highly
competitive environment, HRM is the key to the success of any organization, and an
important resource to be cultivated and managed as a strategy that is required by all the
organizations. Measuring performance will be qualitative when performance standards are
objective, measurable, realistic, and are transparent to all employees. Standards should be
written, stating the conditions and specific measurements that will be used in order to assess
performance. The quality of performance measurement has a close connection with the
establishment of quality standards. If local authorities succeed in establishing standards of
performance that will be objective, measurable, realistic and transparent for all employees,
then the quality of performance during service delivery to citizens will be higher. Reporting
and communication affects performance in achieving successful management of human
resources in local authorities. This process is critical and important to the successful
management of performance, because it directly relates to how unique performance and
achievement of objectives are intended by the organization that needs to be communicated to
the employees. An institution or organization in order to achieve its goals, it must have at the
disposal the necessary resources, and using them very effectively. The available resources for
organizations or institutions are: human, financial, physical and information resource. The
human resources compared to other resources in an organization are the most important for a
successful performance for any organization.
Human Resource Management (HRM) is the function within an organisation that

focuses on recruitment of, management of and providing direction for the people who work
in the organisation. HRM can also be performed by line managers. Human Resource
Management is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organisation development, safety, wellness,
benefits, employee motivation, communication, administration, and training. It is also a
strategic and comprehensive approach to managing people and the workplace culture and
environment. Effective HRM enables employees to contribute effectively and productively to
the overall company direction and the accomplishment of the organisation’s goals and
objectives. The process of hiring and developing employees so that they become more
valuable to the organisation.

Human Resource Management includes conducting job analysis, planning personnel

needs, recruiting the right people for the job, orienting and training, managing wages and
salaries, providing benefits and incentives, evaluating performance, resolving disputes, and
communicating with all employees at all levels. Examples of core qualities of HR
management are extensive knowledge of the industry, leadership, and effective negotiation
skills formerly called personnel management.
Motivation is one of the most frequently used words in psychology. It refers to the
factors which move or activate the organism. All human behaviour appears to arise in
response to some form of internal (physiological) or external (environmental) stimulation.
The behaviours, however, are not random. They often involve some purpose or goal. It is
often held that behaviours take place as a result of the arousal of certain motives. Thus
motivation can be defined as the process of activating, maintaining and directing behaviour
towards a particular goal. The process is usually terminated once the desired goal is attained
by the person.
Employee welfare is a term including various services, benefits and facilities offered
to employees by the employers. The welfare measures need not be monetary but in any
kind/forms. This includes items such as allowances the employers. The welfare measures
need not be monetary but in any kind/forms. This includes items such as allowances, housing,
transportation, medical insurance and food. Employee welfare also includes monitoring of
working conditions, creation of industrial harmony through infrastructure for health,
industrial relations and insurance against disease, accident and unemployment for the workers
and their families. Through such generous benefits the employer makes life worth living for
employees. Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the morale
and motivation of the employees high so as to retain the employees for longer duration. The
welfare measures need not be in monetary terms only but in any kind/forms. Employee
welfare includes monitoring of working conditions, creation of industrial harmony through
infrastructure for health, industrial relations and insurance against disease, accident and
unemployment for the workers and their families.
Employee welfare facilities in the organization affects on the behaviour of the

employees as well as on the productivity of the organization. While getting work done
through employees the management must provide required good facilities to all employees.

The management should provide required good facilities to all employees in such way that
employees become satisfied and they work harder and more efficiently and more effectively.
Welfare is a broad concept referring to a state of living of an individual or a group, in

a desirable relationship with the total environment – ecological economic and social. It aims
at social development by such means as social legislation, social reform social service, social
work, social action. The object of economics welfare is to promote economic production and
productivity and through development by increasing equitable distribution. Labour welfare is
an area of social welfare conceptually and operationally. It covers a broad field and connotes
a state of well being, happiness, satisfaction, conservation and development of human
resources. Employee welfare is an area of social welfare conceptually and operationally. It
covers a broad field and connotes a state of well being, happiness, satisfaction, conservation
and development of human resources and also helps to motivation of employee. The basic
propose of employee welfare is to enrich the life of employees and to keep them happy and
conducted. Welfare measures may be both Statutory and Non statutory laws require the
employer to extend certain benefits to employees in addition to wages or salaries.
Labour welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status. Welfare
measures are in addition to regular wages and other economic benefits available to workers
due to legal provisions and collective bargaining. The purpose of labour welfare is to bring
about the development of the whole personality of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labourforcefor the organization. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living.

CHAPTER - 2
INDUSTRY PROFILE

Overview
Clay tiles are one of the most distinctive and decorative historic roofing and flooring
materials because of their great variety of shapes, colours, profiles, patterns, and textures.
Traditionally, clay tiles were formed by hand, and later by machine extrusion of natural clay,
textured or glazed with colour, and fired in high-temperature kilns. The unique visual
qualities of a clay tiles often make it a prominent feature in defining the overall character of a
historic building. The significance and inherently fragile nature of tiles dictate that special
care and precaution be taken to preserve and repair them. Clay tiles have been used for
thousands of years all over the world. In fact, the original roof tiles are still in use on many
ancient buildings in Italy and other parts of Europe. The original tiles used by most European
cultures were barrel-type tiles or "cap & pan" tiles as we refer to them today. Barrel clay tiles
made their way to the New World with the Spanish explorers and were used for roofing and
flooring their Mission churches. From St. Augustine, Florida to Southern Mexico, the
Spaniards built their missions continuing north along the California coast. It may be either
handcrafted or machine-made; in general, roofs installed before the end of the 19th century
consist of hand formed tiles, with machine-made tiles becoming more dominant as
technology improved during the 20th century. Clay tile itself, whether made by hand or by
machine, can vary in quality from tile to tile. Terracotta red is the colour most commonly
associated with historic clay roofing and flooring tiles. The reddish colour comes from clay
with a large percentage of iron oxide, and there are many variations of this natural colour to
be found in tiles, ranging from deep reddish browns to softer and paler oranges and pinks.
Lighter buff and beige colours, as well as black, also appear on traditional tile roofed
buildings. Buff-colored tiles were made from nearly pure fire clay, and pouring manganese
dissolved in water over the tile before firing resulted in smoke brown or black glazed tiles.
Towards the end of the 19th century the popularity of coloured glazes for roofing tiles
increased, and their use and the range of colours continues to expand today.
Introduction of clay tile in Mangalore
Around the year 1850 missionaries from a place called 'Basel' in Switzerland who had
come to Mangalore discovered that huge deposits of very good quality clay suitable for the
manufacture of clay roofing tiles available in and around Mangalore. Firewood for fuel was
also abundantly available and was cheap. Skilled labour which was also cheap could easily be
trained. This resulted in employment for the local working class and first of the two factories

named commonwealth trust came in to being. Most of the clay deposit was on the bank of
rivers Nethravathi and Gurupur. Hence transport of raw materials by waterways to the factory
situated on the river banks was most economical. Tiles manufactured in Mangalore were
exported by country crafts to up country parts in North Western India up to Gujarat to Middle
East and Sri Lanka. Local entrepreneurs followed the steps of the founders of common Trust
factories. Tile factories came up all along the river banks of the Nethravathi and
Gurupurriver.
Thus Tile Industry can take pride as the industry that put Mangalore on the industrial
map of the world.
Since Mangalore was the place where this type of Clay Roofing tiles were
manufactured for the first time in India. Wherever this type of tiles is manufactured they are
even today known as 'Mangalore Tiles'.
Shapes of roof tiles
A large number of shapes (or "profiles") of roof tiles have evolved. These include:
 Flat tiles –
It is the simplest type, which are laid in regular overlapping rows. An example of this
is the clay-made "beaver-tail" tile (German Biberschwanz), common in Southern
Germany. Flat roof tiles are usually made of clay but also may be made of stone,
wood, plastic, concrete, or solar cells.
 Imbrex and tegula–
An ancient Roman pattern of curved and flat tiles that make rain channels on a roof.
 Roman tiles –
The shape is flat in the middle, with a concave curve at one end and a convex curve at
the other, to allow interlocking.
 Pan tiles–
With an S-shaped profile, allowing adjacent tiles to interlock. These result in a ridged
pattern resembling a ploughed field. An example of this is the "double Roman" tile,
dating from the late 19th century in England and US.
 Mission or barrel tiles –
Semi-cylindrical tiles laid in alternating columns of convex and concave tiles.
Originally they were made by forming clay around a curved surface, often a log or the

maker's thigh. Today barrel tiles are mass-produced from clay, metal, concrete or
plastic.
 Interlocking roof tiles –
Interlocking roof tiles are similar to pan tiles with side and top locking to improve
protection from water and wind.
 Antefixes –
Vertical blocks which terminate the covering tiles of a tiled roof.
Trends and growth rate
History :
Pre 1850s :
Clay tile in different capacities has been used for thousands of years. The Romans
were among the first to use clay tile in construction by building clay plots to lighten vaulting
loads. However the first recorded structural use of terra-cotta forms was in sixth-century Italy
in the dome of the church of San Vitale in Ravenna. Clay pots lined with plaster of Paris
lightened the load of the dome in a similar way to earlier Roman construction.
1850s-1870s :
The first recorded use of structural clay tile in the United States was in 1853.
Frederick A. Peterson designed hand-shaped clay ovals that he placed between l-beams and
covered with cement to create flooring. Peterson debuted his method in the Cooper Union
Building in New York City. However, Peterson's method was not mass-produced or
replicated until the 1870s. In 1871, Balthasar Kreischer and George H. Johnson patented a
new method similar to Paterson's, based on earlier precedents including those of British
architect Joseph Bunnett in 1858, as well as designs by Peterson. Each of these methods
emerged out of a growing need to fireproofing buildings following massive fires across the
United States during that last quarter of the nineteenth century. Prior to the widespread use
structural clay tile, brick and masonry construction dominated fireproofing techniques.
However, brick and masonry construction, especially vaulting, was heavy, was time
consuming to construct, and required the construction of costly custom formwork. Structural
clay tile offered a lighter, faster, and simpler alternative. An interlocking system of angular
clay tiles that were fit together with a keystone became popular in the early 1870s, after

designs by Vincent Garcin were mass produced to create flat segmented arches. This flat
segmented arch, developed by Garcin, was first used in the United States at the New York
Post Office, Kendall Building in Chicago, and the singer Manufacturing Building in St.Louis,
becoming the most prolific use of hollow clay tile until the end of the century.
1880s-1900s :
With its increased popularity, structural clay tile became one of the most popular
materials for fireproofing iron and steel construction. However, its capacity for fireproofing
was not fully realized until Peter Bonnett Wight invented the "tile shoe" in 1881. The "tile
shoe" covered the exposed side of metal beams, fully insulating them from fire.
1910s-1950s:
Flat arch construction grew in popularity with the increasing number of buildings
using Steel and iron structural members in their design. New building code requirements for
fireproofing aided in the use and proliferation of structural clay tile in skyscrapers and other
large buildings. After 1910, manufacturers began to test and develop stronger and more
complex structural clay tile systems that worked better in compression. Greater compressive
strength, found largely in the invention of the end pressure arch, allowed the material to be
used in longer floor spans. However, as reinforced concrete grew in popularity as a cheaper
and less complex alternative, structural clay tile use in floors and roofing declined.
Increasingly, clay tile was used inside concrete flooring to make it lighter, or as cantering
formwork for concrete construction. With the rise of reinforced concrete flooring and metal
decking, structural clay tile fell out of popularity for use in horizontal applications. While the
use of structural clay tile in flooring and roofing declined, its use in walls enjoyed popularity
into the 1950s. Wall tile blocks continue to be manufactured, but speciality tile unitsoffer
require custom commissions. Clay tile arches are no longer manufactured and due to a lack of
skilled artisans to lay the arch systems, they are never replaced.
Major players at global level :
Technavio has announced the top five leading vendors in their recent global roofing
market report. To identify the top vendors, Technavio's market research analysts have
considered the top players contributing to the overall revenue of this roofing market.
Vendor competitive landscape :

Vendors of the global roofing market operate in a highly competitive environment.

The market is dominated by large global vendors such as Braas Monier, Etex, Owens
Corning, Saint Gobain, and Wienerberger. These players have vast geographical presence
with huge production facilities located worldwide.
Due to the increasein demand for building roofing globally, manufacturers are
focusing on incorporating new technologies into the roofing segment. This enables to
differentiate their products from the existing vendors. Vendors today are focusing highly on
solar and TPO roofing because of their energy-efficiency properties, thus increasing the
competition in the market.
Five leading roofing product manufacturers:
❖ Bab Monier :
Headquartered in Cuxembourg, the Braas Monier Building Group was founded in 2009.
The company manufactures and supplies roof products, including both roof tiles and roofing
components in Europe, Asia, and South Africa.
The company is supported by a strong operational network of more than 115 production sites
in 37 countries. It has operational presence in countries including Germany, the UK, France,
Italy, Malaysia, Austria, Poland, Norway, South Africa, the Czech Republic, the Netherlands,
Sweden, China, and Russia.
❖ Etex :
Etex was established in 1905 and is headquartered in Brussels, Belgium. It is a

construction company and it manufactures and sells building materials and systems such as
tiles, slates, plastic building materials, fire protection, textile floor coverings, roof elements,
paints and adhesives, and pipes and tanks. It caters to private and public sectors worldwide.
❖ Owens Corning :
Owens Corning was founded in 1938 and is headquartered at Toledo, Ohio, US. The
Company manufactures and markets glass fiber reinforcements, materials for composite
systems, and residential and commercial building materials.

❖ Saint Gobain :
Saint Gobain is headquartered in Courbevoie, France. The company is a leading producer,

processor, and distributor of construction and high-performance materials and packing.
The company offers a wide range of roofing and associated products under several brands.
The company also provides advisory services for new solutions such as insulation, cladding,
water tightness, and living roofs.
❖ Winerberger :
Wienerberger was founded in 1819 and is headquartered in Vienna, Austria. The

company provides building material solutions that include bricks, clay roof tiles, concrete
pavers, and pipe systems. The company has 204 factories across 30 countries with 14,836
employees working globally.
The company provides clay roof tiles under the Koramic brand. These are offered in a wide
range of shapes, colours, and surface structures. These roof tiles are used primarily to cover
pitched roofs. The Koramic range includes over 25 different types of roof tile and related
accessories in over 50 colours, including beaver tiles, plain tiles, glat interlocking tiles,
flemish tiles, interlocking pan tiles, monk and nuntiles, and romane tile. These roof tiles are
made available to consumers in a range of surfaces including natural, engobed, glazed, and
sanded.
Market share:
Technavio's market research analysts have estimated the global roofing tiles market to
witness impressive growth and will post a CAGR of almost 7% over the forecast period. With
rapid growth in the residential construction sector, the market for roofing tiles is anticipated
to have a positive outlook in the coming years. The increasing global sales of homes and
construction of new buildings in developing countries like China, South Korea, and India.
Coupled with the increasing construction of skyscrapers worldwide are expected to drive the
growth prospectus of this market over the forecast period. Also, countries like the US, the
UK, Germany, Australia, and Canada are investing substantially in the construction industry
which will facilitate the growth of this market.

The analysts have estimated factors such as the increasing replacement of traditional
roofing material with modern materials to propel this market's growth prospectus over the
next four years. Although the preference for traditional design in buildings is rising in the
global construction industry, most construction companies are focusing on providing
traditional appeal to buildings without using the conventional materials such as wood, stone,
and clay in roofing. This has led to an increase in replacement of conventional roofing
materials with modern materials like asbestos as these materials provide the desired strength
and protection, and spare the construction companies the inconvenience caused while using
conventional materials.
Segmentation by type and analysis of the roofing tiles market :
• Concrete tiles
• Clay tiles
During 2015, the clay tiles segment dominated the market and accounted for more than
52% of the market share in terms of revenue. Clay roofing tiles are popular in the
construction of hotel due to their aesthetic appeal. With significant growth in the tourism
industry, the demand for new hotels is expected to increase, which, inturn, will boost the
demand for clay roofing tiles.
Competitive landscape and key vendors :
The global roofing tiles market is highly fragmented owing to the presence of several
unorganised players in multiple segments. The manufacturers are investing heavily in new
product development, which is expected to intensify the market competition.
Key vendors in this market are-
• Braas Monier Building Group.

• Etex
• Ikon
• Wienerberger.
Other prominent vendors in this market are Boral Roofing, Crown Roof Tiles, Eagle
roofing, Ludowici, and Trevis Perkins.

Trade and Commerce :
These tiles are export to Far East, Europe, Australia, and as close as middle Eastern
countries. Now a days people becoming more stylish and modern so no one's interested in
these old styled tiled houses, so concrete structures occupy its place. But still modern
designed houses are using these tiles for style.
Source of Income :
Plebot's invention was marked Mangalore's name and clay industry is become one of
the main income source in Mangalore. In 1900s there were 43 clay tile industries in
Mangalore. Many people get employed in these industries and carried their daily bread. The
industries were owned by land lords and traders. The tile industries were solved the
unemployment problem in Mangalore to a certain extent. The daily wages system was first
started in Mangalore by the industry owners.
Quality Production :
The tiles made in Mangalore were very famous for the quality, leak proof and shapes.
Mangalore surrounding places like Polali, Ammunje, Gurupura, Addur etc are having finest
clay which is used for the quality production. The provision of raw materials like firewood,
clay mud, oil and the labourers were in large. Also the wages were very less and prices of raw
materials were low. Even losts of labourers were there so the production was high. It was a
good incoming source of that time they were getting good benefits too.
Present Scenario of clay tile industries in Mangalore :
The roof tiles industry in Mangalore, which was once a major contributor to the
company of this region, is in dire straits owing to the decline in demand. According to Mr. C.
J. Rego who owns Rego Tile Factory in Mangalore, there were 36 factories in and around
Mangalore in 1969. But today there are only six to seven tile factories surviving in the region
and even among them not all are working to their full capacity due to lack of demand from
customers and competition from the neighbouring States, where the cost of production is low.
Mr. C. J. Rego claims that expenditure on tile is one-third of the expenditure on concrete
structures and the latter needs regular maintenance. If they are not set properly, these
structures are prone to leakage.

A major portion of the lands has been occupied by mega industries, and only less than
40 square metres of land is available for clay deposits. Also, the cost for transportation of
clay from the site to the factory is high. Another major hurdle is the high power tariffs and
interruption in power supply. Internal competitions among the manufactures have played
their role in causing further damage to the industry. A Research and Development Centre for
clay Roofing Tiles, Bricks and other ceramic products was established on the campus of the
National Institute of Technology Karnataka (NITK) at Suratkal near Mangalore in 1993 with
the idea of guiding, supporting and helping the industry. There is vast scope for improvement
of methods, quality control, fuel efficiency, innovation and invention in the production and
marketing of tiles. The demand is less for roofing tiles in now a days because new designs
should be introduced to attract customers. Referring to the use of clay beams abroad,
technology should be developed. With a decline in the demand for roofing tiles some of the
manufacturers are preparing flower pots and bricks to sustain in the industry. Echoing similar
views Mr. GiridharPrabhu, former president of the Kanara Chamber of Commerce and
Industry said changing housing pattern has affected the industry badly. The Research and
Development Centre should focus on designing demand-driven products in order to help the
industry survive in a competitive environment.
Economic role
Clay roof tiles offer numerous benefits to commercial and residential projects.
Inherently, the material is associated with minimal environmental impact in its sourcing,
extraction, as well as manufacture.
The economic impacts of pollution control requirements on BSCP operations. The

Clean Air Act (CAA) was designed to protect and enhance the quality of the nation’s air
resources and Section 112 of the CAA establishes the authority to control HAP emissions. A
large percentage of the HAP compounds released from BSCP facilities are hydrogen fluoride
(HF) and hydrochloric acid (HCl). To reduce emissions of these HAPs and other HAP metals,
the Agency establishes maximum achievable control technology (MACT) standards. The
term “MACT floor” refers to the minimum control technology on which MACT standards
can be based. The MACT floor is set by the average emissions limitation achieved by the best
performing 12 percent of sources in a category or subcategory when that category or
subcategory contains at least 30 sources. The estimated costs for individual BSCP facilities to

comply with these standards are inputs to the economic impact analysis presented in this
report.
Technical aspects
product ranges
1. Powder pressed (semi-dry pressed) decorative roof tiles of various designs and shades for
the sloped R.C.C roof.
2. Floor tiles with well defined edges, accurate sizes and very good surface finish in different
dimension and shapes.
3. Floral facade tiles.
4. Jallies and air filters.
5. Balusters and hand rails.
6. Hollow bricks for partitioning, hollow blocks for walls and hollow blocks for the roof .
7. Artifacts and pottery.
8. Terra-cotta murals.
9. High strength, wear resistant pavement materials / industrial flooring.
Manufacturing process of tile industry
Clays are blended in carefully controlled stocks to improve plasticity and strength.The
tiles are then machined or hand moulded and dried fired in gas fired tunnel kilns. This all
forms part of an advanced controlled handling process and firing system. It ensures that the
products are made to exact tolerances in shape, colour and strength.
Raw Materials:
The clay industry is a “material oriented” undertaking with a large through put of raw
material. The value and quality of the end products are largely determined by the primary raw
material. The raw materials used for bricks and tiles are weathering products of crystalline
and sedimentary rocks. As a result of the normal mechanical and associated chemical effects
on rocks containing clay, particularly feldspar, clay minerals were produced in the course of

the different geological ages. As the process happening in different areas differ with change
in minerals contained in that areas and the conditions, there will be different types of clay.
Following various steps are involved in the manufacturing process of various clay products.
1. Preparation.
The clay as extracted from the quarry is not normally in suitable state for shaping. They have
to undergo various processes of preparation namely crushing and grinding, mixing and
separating or screening.
2. Shaping.
The ceramic clay receives its shape and design characteristics, by the shaping processes viz.
hand moulding, extrusions, pressing etc.
3. Cutting, conveying and setting of the unfired products.
The endless clay column emerging from the extruder dies is cut into the required lengths by
the cutter. The cut products are then placed on slates or pallets for transport to driers.
4. Drying
The products on extrusion are normally soft with little intrinsic strength. The water added for
shaping purposes has to be removed again from the products by drying.
5. Firing
Ceramic products are fired in order to convert the previously water soluble clay materials to
an insoluble state and also to confer on them strength to withstand mechanical and chemical
agencies.
6. Sorting
Sorting and quality control are usually by individual inspection and according to work
standards.

Quality laboratory
Research and Development Centre for Clay Tiles
The roofing tile and brick industries in the country are practicing a 150 year old
technology as a result of it the technological advancement taken place all over the world. The
tile and brick industries in Karnataka are facing a lot of problems starting from the raw
materials, inefficient processing, drying and firing techniques. Because of these problems
most of the industries have already been closed or are in the threat of closure.
Hence, in order to remove obsolescence existing in tile, brick and other building
products industries, Govt. of Karnataka, K.S.F.C. and K.R.E.C. / N.I.T.K. in association with
various Tile Industry Associations have established this centre at K.R.E.C. / N.I.T.K., so that
the additional necessary expertise can be created apart from fruitfully utilizing the expertise
and infrastructural facilities available in K.R.E.C. / N.I.T.K.
In-plant quality control is an integral activity of the production process in any

manufacturing concern. The application process being direct, if practiced regularly, it can
derive best results in controlling the production aspects. The testing exercise should be
continuous and the results must be implemented in the production process. Documentation of
the test results and raw material codes has to be maintained regularly so as to enable the right
assessment of the raw material mix and product quality. The selection of quality control
methods and its co-ordination is absolutely necessary for this cluster. The following factors
can be analysed.
a. Identification of actual condition.
b. Identification of error sources
c. Defect evaluation
d. Laboratory level studies.
Detailed laboratory analysis and trials will have to be conducted on various deposits of
common red clay available in and around the captive area before finalizing the choice of one
particular clay or two or more different clays for any project. In the event of one particular
clay processing excessive plasticity, blending the same with another lean clay becomes
imperative Information on the grain size distribution in the raw material can be derived from

sieve analysis. In this analysis, the type of raw material must be taken into consideration. The
presence of clayey substance will be more in fat clay and less in clean clay. Dry and wet
sieving for grain size determination consists of drying the sample at 110oC, suspending it in
water and elutriating it through a test sieve. The material held back can be further fractioned
by dry sieving. The method yields quick results that are of practice at value.
Uses of Brick and Structural Clay Products
Bricks and structural clay products are used as inputs to the production of buildings, homes,
and structures. Building, face, and common bricks are used to erect the walls of structures,
while glazed bricks are used for flooring. Other structural clay products, such as clay pipe,
structural clay tile, chimney pipe, flue linings, and drain, sewer, and roof tile are used in the
installation of plumbing systems, fireplaces, and roofs. Brick and structural clay products
have a variety of characteristics desirable in building materials. They are durable, resistant to
fire, weather, and pests, and require little maintenance. Use of bricks enhances the resale
value of homes and is considered energy efficient since they absorb heat and slowdown heat
transfer. In the summer a brick exterior retards the absorption of heat and in the winter, the
exterior retains heat indoors.
Swot analysis of clay tile industries:
Strengths
• One of the oldest industries in Indian economy.
• Indian clay tiles has got good name in all over the world.
• Clay tiles have got unique property which protects flours from heat.
• Clay tiles industry has got good technical support which can increase its usage.
• Low cost compared to its alternative industries.
• Less initial investment is required.
Weakness
• Labour problems.
• Lack of skills among the workers.
• Non availability of raw materials such as raw clay, firewood, etc.
• Heavy Competition.
• No proper marketing channel.
• Lack of inventions.

Opportunities
• Innovations in the field of clay industry create a lot of opportunities.
• Clay tiles are exploring its business as decorative tiles.
• Global warming issue is also became a big advantage for clay tiles industry.
Threats
• Socialist problem.
• Government regulations.
• Increase in trade barriers.
• Emergence of substitute products.

CHAPTER - 3
COMPANY PROFILE

Company profile
The Punja Tile Works was started by M.Haripunja in the year 1962 in Ganjimut
Mangalore. And now it is continued by M.H.Arvindpunja. It was started with initial
investment of Rs.10,00,000. The area of industry is 13 acres. The total member of employees
working in this industry was 30 and now it is increased to 60. The working hours starts from
8A.M to 6P.M. The number of holidays granted for festivals is 11 days in a year. The wages
is given on weekly basis based on the work given to them. The benefits given to employees
are ESI, PF, Bonus, and Leaving Wages.
The major competitor of Punja Tile Industry is Raj Tiles. The demand for the products
has reduced due to the introduction of concrete, seats etc. They manufacture 6000 tiles per
day. The quality check is done by NITK. The after sales service like the home delivery is not
done. In Punja Tiles the orders are received through Mail, phone calls, personal contract etc
and the payment can be done through account transfers or cash basis as well.
As a proper availability of the raw material in a winter season they purchase 500 loads of clay
within January to April. As per the budget their target is 18,70,000 tiles per year.
Quality Policy :
Quality control is an integral part of the production process in an manufacturing

concern. Therefore, to test the quality of the clay as well as the output product Punja Tile
Works prefer National Institute of Technology Karnataka (NITK) for quality check.

Product and Service Profile :
The various products produced in this industry are Tiles, Ridges, Bricks, Flowerpots,
smoke tiles, V tiles, Tulasi, etc. And they put brand name for the products as a Torch Brand.
In this Industry they provide products at a lesser price as a discount to the dealers. The
customers are liable to bear the transportation facilities.
Process
Clay is dug up from the fields and now a day’s transported to the factories by Lorries.
The clay is piled up and this is called clay dump. It is allowed to remain there for about a year
during Monsoon months. This results in what is scientifically called as "The Ageing of clay".
Then for small portion water is sprinkled, it is made payable, dug up with spades and
carried into a building and stored. Further water is sprayed on required quantity and cut with
spade stamped with wooden pieces then fed to double shaft clay mixture which mixes the
clay and then passed through a pug mill which grindes and mixes the clay and water. Then
through the channel of the pug mill where the clay is further mixed and compressed into a
column. It is made to pass through a Kerosene oil lubricated mouth piece and slit into slices
and cut manually into slabs. The slabs are oiled on both sides placed on a revolving die tile
press. When the lower dies rolls into position, the upper die presses the clay slab into the
shape of a tile. The tile is received on the other side on a wooden tile frame. Trimmed sides
are given finishing touches and placed on drying racks depending on the atmospheric
conditions. It dries within 4 to 8 days. It is manually drawn and loaded in to Kilns for
burning.
Once the Kiln doors are closed fire is started at the fire mouths. The fire is handling
and the temperature is raised from room temperature to about 120c in 8 to 10 hours.
Gradually this is called to smoking period. This is done gradually because water contained in
the raw tiles should evaporate slowly, as water expands about 1300 tiles when converted into
steam. Neglect on the part of the fireman results in raw breakages. The Kilns are connected to
a chimney of about 100 feet height through underground tunnels, controlled by dampers hot
air escapes through the chimney and cold air is locked in to the Kiln through the fire burning
in the fire mouth. After the smoking period is over the burning period of about 8 hours a start.
Suction is increased byraising the damper and the firewood is fed continuously. The

temperature is raised to the maximum required temperature. Then the soaking period begins.
Fire mouth is loaded to the capacity and when the fire dies dampers are lowered and tiles are
gradually cooled and again the process is repeated for 5 to 8 hours. Then all the firewood in
the fire mouth is completely bumt and the fire mouths are closed air tight.
After 5 to 6 days the doors are opened in stages gradually letting air into the Kilns and
men enter the Kilns and unload the tiles.
These tiles are marked into different classes by the Sorter according to quality (Sound
is an indicator, appearance in colour being the other). They are priced according to class and
sold.
Organisation Structure of the Industry:
1. Employer
2. Staff
a) Manager
b) Accountant
c) Sales Manager
3. Employees
a) Pub mill worker

b) Press worker
c) Kiln worker
d) Fireman
e) Mechanical
f) Carpenters
Under the staff the Manager undertakes an in charge of production, Accountant see the all
details related to finance and budgeting, and Sales Manager undertakes in charge of sales
aspects.

SWOT Analysis:
Strengths
• Strong relationship with raw-material vendors.

• Continues productivity.
• Cost is less compare to alternative products.
Weakness
• Heavy competition.
• No transportation facility.
Opportunity
• Now a day’s clay tiles are used for fashion.
Threat
• Inventions and Innovations of substitute products.

CHAPTER - 4
RESEARCH DESIGN

Significance of the study
To understand the importance of employee motivation as such, when they are motivated
more in the industry and the result of motivational factors they give their best efforts to reach
the challenges and complete their tasks within the allotted time. And also analyse their hard
work and accomplishment of the challenges done to improving the morale levels among
themselves.
To know that whether welfare facilities play an important role in the working of the
employees and also to know if the employees are dissatisfied with the given welfare facilities
will help them to motivate further. Employees play a major role in the industrial production
of the country as well as the production within the Industry. Therefore, the organisation gives
more importance to the employees and secures the cooperation of employees in order to
increase the production and also to earn higher profits. The cooperation of employees is
possible only when they are fully satisfied with their employer and the working conditions.
Before and all the employers believe that their duty is only to pay the wages and salaries to
the employees. But, now a day it is important to satisfy the employees and giving importance
them.
Review of Literature
1. David, A Decenzo (2001) and Stephen P. Robbinsin their book, “Personnel / Human
Resource Management explained the various benefits and services provided by the
companies to their employees. According to them, the legally required benefits and
services include social security premiums, unemployment compensation, workers
compensation and state disability programs. They felt that the cost of the voluntary
benefits offered appears to be increasing.
2. Michael (2001) in his book, “Human Resource Management and Human Relations”
said that the provision of intra-mural and extra-mural welfare facilities help in
improving the quality of work life of employee’s thereby good human relations will
develop among different cadres of employees.
3. Punekar, Deodhar and Sankaran (2004) in their book, “Labour Welfare, Trade
Unionism and Industrial Relations” stated that labour welfare is anything done for the
comfort and improvement, intellectual and social well-being of the employees over
and above the wages paid which is not a necessity of the industry.

4. Binoyjoseph,josephinjodey (2009), studies in the article points out that, the structure
of welfare states rests on a social security fabric. Government, employers, trade
unions have done a lot to promote the betterment of workers conditions.
5. Aswathappa (2010) in his book, “Human Resource Management “discussed the
various types of benefits and services provided to employee’s in terms of payment for
time not worked, insurance benefits, compensation benefits, pension plans etc. He
also discussed the ways to administer the benefits and services in a better way.
6. In (2012), Jung and Kim stated that good work environment and good work
conditions can increase employee job satisfaction and an employee organizational
commitment. So the employees will try to give their best which can increase the
employee work performance.
7. Cheng et al. (2013) concluded that there were evidences of moderating effects of age
on the associationsbetweenpsychosocial work conditions and health. Now the
importance and the need ofworking condition is so describing or defining the physical
environment byidentifying those elements or dimensions of the physical environment.
Employeeshaving poor working conditions will only provoke negative performance,
since theirjobs are mentally and physically demanding, they need good working
conditions.
8. According to McCormick and Tifflin (1979), motivation can be either intrinsic
orextrinsic. Intrinsic motivation stems from motivations that are inherent in the job
itself and which the individual enjoys as a result of successfully completing the task
orattaining his goals. While extrinsic motivations are those that are external to the task
of the job, such as pay, work condition, fringe benefits, security, promotion, contract
of service, the work environment and conditions of work. Such tangible motivations
are often determined at the organizational level, and may be largely outside the
control of individual managers. Intrinsic motivation on the other hand are those
rewards that can be termed “psychological motivations” and examples are opportunity
to use one’s ability, a sense of challenge and achievement, receiving appreciation,
positive recognition, and being treated in a caring and considerate manner.
9. According to Dessler (1980) motivation is both one of the simplest and most complex
of management jobs. It is simple because people are basically motivated or driven to
behave in a way which will lead to rewards.

10. Daschler and Ninemeier (1984) said “Motivation is a state or force within an
individual that makes the employee act in a way designed to achieve some goal.
Taking this broad definition and putting it into the context of supervision, motivation
is what the supervisor does to encourage and influence other people to take necessary
action”.
11. Kovach (1987) stated that motivation is the force within a person that makes him/her
act in a certain way to achieve some goal. Motivation is, in fact, an internally
generated forces or drive within the individual which provides an incentive for the
employee to act. Research suggests that as employees' income increases, money
becomes less of a motivator and as employees get older, interesting work becomes
more of a motivator.
12. Steers (1987) stated that “a comprehensive theory of motivation at work must address
itself to at least three important sets of variables which constitute the work situation”
i.e. the characteristics of the individual, the characteristics of the job and the
characteristics of the work environment. Steers points out that, at present, no model
exists that accounts for variables from each of the three major areas.
13. According to Drummond (1990) motivation is in the individual and helps to explain
behaviour. Motivation is an intricate inside process with three components: what
drives the individual to behave in certain ways, what steers the behaviour, and what
maintains the behaviour. To satisfy the employees’ need is very difficult because each
employee has different characteristics that affect behaviour. The factors that
organizations have to be concerned with are self-concept, attitudes, values, interests,
feelings, personality, and life experiences. They have to encourage employees through
a positive organizational climate that is motivating. This is due, in part, to the fact that
what motivates employee changes constantly Bowen & Radhakrishna (1991). It is not
possible to understand, explain or predict human behaviour without some knowledge
of motivation” Cai (1993). The Hawthorne Studies began the human relations
approach to management, whereby the needs and motivation of employees become
the primary focus of managers Bedeian (1994).
14. Bong (1996) generally, motivation models may be classed as belonging to one of
twotheoretical orientation groups – cognitive models and social-cognitive models.
Cognitive models of motivation “place greater weight on understanding learners’
covert thought processes, often overlooking the impact of social and contextual

variables” i.e. they focus on the individual characteristics at the expense of the job and
work environment characteristics. A social-cognitive approach focuses on formulating
and testing specific hypotheses regarding the nature and direction of influence from
social and contextual variables. These different theoretical orientations often lead
academic motivation researchers to different conclusions as to which potentially
relevant variables to include in or exclude from their conceptualizations.
15. Bong, in a paper highlighting the problems in academic motivation research, stated
that the fact that no single model has been able to capture the full dynamics of
motivated behaviours was due to “different theoretical orientations of investigators
working in the field, who tend to emphasize a particular dimension of motivational
phenomena over the others”. He suggests that there are two solutions to the
formulation of a broader model of motivation. One possible solution for integrating
numerous motivational constructs andfindings is to create a general model.
16. An intrinsically motivated individual, according to Ajila (1997) will be committed to
his work to the extent to which the job inherently contains tasks that are rewarding to
him or her. An extrinsically motivated person will be committed to the extent that he
can gain or receive external rewards for his or her job. He further suggested that for
an individual to be motivated in a work situation there must be a need, which the
individual would have to perceive a possibility of satisfying through some reward. If
the reward is intrinsic to the job, such desire or motivation is intrinsic. But, if the
reward is described as external to the job, the motivation is described as extrinsic.
CONCEPTUAL FRAMEWORK
Employee motivation
The efficiency of a person depends on two factors, firstly, the level of ability to do a
certain work, secondly, the willingness to do certain work. So, the first factor is concerned
with education and training, but the second factor can be created by motivation. Motives are
the product of needs and desires which keep on changing with time to time and from place to
place.
Motivation means that process which creates on inspiration in a person. Motivation is

derived from the word 'Motive' which means the latest power in a person which implies him
or her to do a work. Basically motives are invisible and directed towards certain goals.

Motivation is the process of steering a person's inner drives and actions towards certain goals
which committing energies to achieve these goals. It involve a chain reaction starting with
felt needs, resulting in motives which give rise to census action towards goals. The process
stimulates the people to strive willingly towards the achievement. The manager performs an
order to induce subordinates to act on the desired manner by satisfying their needs and
desires.
Motivation is the process of creating organisational conditions which will impel

employees to strive to attain company goals. “Motivation represents an unsatisfied need
which creates a state of tension or disequilibrium, causing the individual to move in a good
directed pattern towards restoring a state of equilibrium by satisfying the need."
The purpose of motivation is to create conditions in which people are willing to work
with zeal, initiative, interest and enthusiasm, with a sense of responsibility, loyalty and
discipline, and with pride and confidence in the most cohesive manner, so that the goals of an
organisation are achieved effectively. Motivational techniques are utilised to stimulate
employee growth. Motivation is a combination of many diverse elements which are rather
difficult to define. However, two elements have been regarded as important:
(a) Understanding of the fundamental drives, urges, needs of the people which are subject to
emotional stimulation or motivation, and
(b) Communication with people so that they may have a satisfactory stimulus to their urges.
Motivation is a function which a manager performs in order to get his subordinates to

achieve job objectives. It is not merely a management process; there is another side to it the
individual being motivated. Psychologists call individual motivation a state of tension. The
motivation of a group is as important as self-motivation. A group can be motivated by
improving human relations and dealing with people in a humane way, by developing the will
to do, by encouraging involvement in their work, and by giving them an opportunity to
improve their performance and by complimenting or praising them. Other important factors
which motivate individuals include respect for individuality, good pay, opportunity to do
interesting work, feeling that the job is important, a large amount of freedom on the job, and
opportunity and self-development. No firm can be productive without motivated employees.

Meaning and Definition of Motivation :
Motivation is one of the important elements in directing. Motivation is derived from a

Latin word 'Movere' which means 'to move' or to 'energise' or to 'activate'. Motivation helps
in converting the ability to work into the willingness to work. For the performance of any job,
there is need for both ability to work and willingness to work.
According to McFarland, "Motivation refers to the way in which urges, desires,

aspirations, striving or needs direct, control or explain the behaviour of human beings".
According to Michael J.Jacius, "Motivation is the act of stimulating someone or

oneself to get a desired course of action or to push the right button to get a desired reaction".
Campbell and Pritchard (1976) defined as “a label for the determinants of the choice
to initiate effort on a certain task, the choice to expend a certain amount of effort, and the
choice to persist in expending effort over a period of time”.
Types of Motivation
1. Internal Desire or intrinsic Motivation
Internal desire is such type of feeling that motivates a person to work or to do

something which is not forced or which is not related to outside of us. Internal Desire or
intrinsic Motivation is a self generated and it arises from inside. There are some factors that
motivate a person to work and achieve something without focusing on money or any other
materialistic objects. In human beings there are many things that force him internally for
example physiological, security, social needs, self-esteem and self actualization.
Techniques of intrinsic employee Motivation are:
Challenges
There are some people who feel motivated by challenges so they like challenges. In this case
businesses should put them to challenging tasks.
Autonomy
Some people like to work in their own way so to motivate them give them freedom.

Opportunity of advancement
For those who want to achieve something in their career they want more and more
opportunities to achieve their goals in life. Organization should provide them opportunities to
grow higher and higher to achieve their dreams.
Learning
Some employees like to develop their skills so for their motivations organizations should
arrange training sessions, seminars and give them those projects in which they can improve
the talent and skills and learn something new
Job or role design
Intrinsic motivation can be enhanced by job or role design. According to an early writer on
the Significance of the motivational impact of job design (Katz, 1964) the job itself must
provide Sufficient variety, sufficient complexity, sufficient challenge and sufficient skill to
engage the Abilities of the worker.’ In intrinsic motivation is all about competence which a
individual wants to achieve.
2. External Desire or Extrinsic Motivation
Motivation that comes from outside the individual. Extrinsic motivation has a very
high impact on a person for example if you arrange a trip for employees to enhance the work
Performance; this will have its affect on the employee. The impact of extrinsic motivation or
the tools that are used.
Techniques of Extrinsic employee Motivation:
Rewards
The Most effective way of extrinsic motivation is to reward the employee. Give him rewards
for his high performance. Organizations can reward employees with money, incentives, gifts
and bounces the conventional motivational reinforces, either extrinsic or intrinsic, are
gradually losing importance.

Increased pay
Increasing pay is a very powerful tool that most of the organizations use to motivate their
employees and most of the employees also think that they feel motivated when they
organization increase their salaries. People do not like to be criticized for their work, so to
avoid criticism they work hard mostly.
Promotion
Career advancement is very important for an employee and every employee wants
advancement in his career so promotion is also one of very important tool to motivate an
employee.
Disciplinary action
Its type of an indirect motivation because an employee knows that if he/she does not work
hard for the achievement of organizational goals and strategies then the organization will take
disciplinary action against him.
Withholding pay
It’s a type of motivation that employee works for his pay because he knows that if he will not
work then the organization will not release his pay.
Criticism
Employees work hard to avoid criticism. People do not like to be criticized for their work, so
to avoid criticism they work hard mostly.
Motivation Elements:
The motivational perceptions of all types of employees throughout the world are fast
changing in response to a number of keyvariables. The conventional motivational reinforces,
either extrinsic or intrinsic, are gradually losing importance. What exactly can motivate again
varies with time and space.
In India also, it is not at all possible to identify and indicate one single motivational tool
commonly applicable to various cross sections of employees. But we can try to appreciate the

relative importance of one or the other tool for a particular segment of employees belonging
to some homogenous organizations. Here we have discussed the motivational elements in
detail, supported by various leading theoretical and empirical work. Motivation is a dynamic
organizational-behavior issue and three cannot be any organization-specific motivation tool.
Objectives of Employee Motivation
The main objectives of Employee motivation are as follows

1. The purpose of motivation is to create condition in which people are willing to work with
zeal, initiative interest and enthusiasm which a sense of responsibly.
2. To increase loyalty against company.
3. For improve discipline and with pride and confidence in cohesive manner so that the goal
of an organization are achieved effectively.
4. Motivation techniques utilized to stimulate employees growth.
Features of employee motivation
a) Motivation is a psychological concept

Motivation must come from within each individual. There are two desiring factors in
motivation.
1. Fundamental needs – it refers to the basic needs of an employee. For example – food,
shelter, clothes.
2. Ego satisfaction – these needs include self esteem, respect from colleagues,
recognition. Inner motivation works as a powerful tool any external forces.
b) Motivation is a never ending process

Motivation never ending anytime. Needs f an employee increases over the time. Even if
there ne need is satisfied the other.
c) Non- fulfillment of basic needs

If the basic needs of an individual are not fulfilled, he/she becomes mentally ill and
frustrated, at the same time. Therefore satisfying basic needs f employees are much
important.

d) Goal works as motivators

Goal and motivation are two inseparable forces. If an individual know his goal; he will
work to achieve it. As same as the goal is achieve, his motivation level will get back to
the level zero until the origination realizes a gal for the individual and push him to work.
e) Complex process
Motivation is always a complex process. As we know that all individuals are different in
some sense or other. So, the needs f these employees will always be different from each
other. Managers will have to procure needs of the individuals, so that they work towards
fulfilling them. Fr example there is two employees in the origination; Mr. A and Mr.’s
need is ego satisfaction. If the manager will work n the fundamental needs for Mr.B.then
while process will become irrelevant.
Advantage f Employee Motivation
1. Need Satisfaction
Every employee has a certain needs and it satisfy these needs, employee motivation
serves to help such fulfillment.
2. Job Satisfaction
Once the needs of an employee are satisfied he will be happier and this will encourage
him to work hard towards the objective with efficiency.
3. Discipline
Motivation helps n promoting discipline in the organization. Generally discipline carries
a negative force as the employee fears that they might get punishment, if they do not
obey the rules and regulation. But motivation promotes discipline to positive level.
4. Cost saving
Motivated employee will work faster and try to achieve their objectives before a given
time. This will not only save cost for the origination but also increases the efficiency of
the employee.

Disadvantage of employee’s motivation
1. Lack of personal drive

Not all the employees’ f the origination will welcome the motivation nicely. Many
employees will resist adapting this thing as they will think if they will think if they
work hard, they might get more work in future.
2. Threats of strikes, demonstrations creates problem

Employees who are not interested in the adapting motivation will give threats to
organization. And all the workers will from a union and will go on a strike. Once it is
done, the cost of the product will increase, as the production process will stop.
Motivation can be defined as the inherent enthusiasm and driving force to accomplish
a task. It can be used in directing employees’ behavior and actions for a constructive
vision or goal.
Methods of Motivating Employee
1. Empowerment :
It mainly focuses on giving employee responsibly and decision making authority.

This drive the employee to work from within as they feel recognized in the
organization. They try to achieve the target and try to impress the immediate boss so
that authority may increase in future.
2. Creativity and innovation:

There are various companies which don’t allow the employees to express their
creative ideas. In this process,. The employees feel ignored and become tired of
doing the same work again and again. It decreases the efficiency level of the
employees So, a company should be flexible and allow the employees to express
their ideas towards the development of the organization.
3. Learning:
Companies should conduct learning and training programs time. Companies can
motivate employees to achieve more by committing to perpetual enhancement of

employee skills. In other words, if the body of knowledge gained can be applied to the
work to be accomplished, then the acquisition of that knowledge will be a worthwhile
event for the employee and employer.
4. Quality of life
Companies should see that the quality of life of an employee is not much affected by
the working hours of the organization.
Motivation Steps:
Jucius has observed that the following steps be adopted in motivation:
a) Sizing Up: This involves ascertaining motivational needs. All employees need
motivation but of varying kinds and in varying degrees.
b) Preparing a Set of Motivating Tools: This requires a selection of tools of motivation.
An executive, from personal experience, from the experiences of others, and with the
help of the personnel department, may draw up a list of devices that may motivate
different types of people under different circumstances.
c) Selecting and Applying Motivation: The executive should decide the words, the tone
of voice and the gestures to be used and make necessary rehearsal for their proper use.
Besides, it has also to be considered where and when motivation is to be applied. The
place and timing for this purpose are important.
d) Feedback: This involves the finding whether an individual has been motivated; if not,
some other device may be applied.
Rules of Motivation:
While establishing the steps of motivation, an executive should be guided by certain rules.
a. Self-Interest and Motivation: People are by nature, selfish. When a person realises
that his own interests are best served by the attainment of an organisation's goals, he
is likely to be motivated.
b. Attainability: It is necessary to establish goals that are attainable and when such goals
are achieved, it leads to employee satisfaction. Unattainable goals frustrate people.
c. The Human Element: Motivation appeals to emotions and feelings. The executive,
who is most successful as a motivator, can trace his success invariably to his skill in

dealing with people's feelings. He can bring out the best in people because he makes
them feel good, significant, worthwhile, and feel that they are growing.
d. Individual Group Relationship: Motivation must be based upon group as well as
individual-centred stimuli.
e. Managerial Theory: Management must base its motivational efforts on sound theory.
Importance of Motivation:
Motivation is one of the most crucial factors that determine the efficiency and
effectiveness of an organisation with its help a desire is born in the minds of the employees to
achieve successfully the objective of the enterprise. All organisations have the best of
material, machines and other means of production but these resources are meaningless so
long as they are not utilised by properly motivated people. There was a time when the human
resource of production was treated like other non-human resources and was not given any
special importance. But this old concept has loss all importance in this competitive age
classifying the importance of Motivation. RenisLikert has called it "the core of
Management". The importance of motivation becomes clear from following facts.
1. High level of performance.

2. Low Employee Turnover and Absenteeism.
3. Easy Acceptance of organizational changes.
4. Good human relations.
5. Good image of organisation.
6. Increase in Morale.
7. Proper use of Human resource Possible.
8. Helpful in achieving goals.
9. Builds Good relations among employees.
10. Easier Selection.
11. Facilities change.
Problem of Motivation:
Motivation is the outcome of a certain relation between the superiors and the sub-
ordinates for this the superiors or the managers make special effort different from the daily
control or functions. It is not necessary that the efforts made by the managers will be

unanimously acceptable. It can also be opposed in this way there are many hurdles in
implementing a motivational system.
Motivating Factors:
Some managers try to motivate employees through the use of rewards, punishments
and formal authority. But, motivation is much more complicated than that. It involves ideas
of family, team work, variety, growth, learning, salary, other benefits, and the like. Work in
itself has become more important than the employer or the organisation. Executives today are
interested in challenging assignments that involves application of one's mind. Risk
involvement is appreciated and viewed as exciting so much so that easy jobs involving simple
tasks and no risks are demotivating.
Workers, executives and managers today would like to have a 'say' in policies, the
rules and regulations, the targets and other job-related issues. Employees do not enjoy a
routine, monotonous role of being a cog in the wheel. They prefer taking risks, making
decisions and delivering the goods. Need for individuality and for unique identity are felt
strongly among young executives. Innovation and creativity have come to be crucial needs
for executives today. They like to be listened to, for their suggestions and new ideas. They
also enjoy implementing new, better and effective strategies to reach the goals of their team.
How to Improve Motivation?
• Adequate and fair compensation.

• Safe and healthy working conditions.
• Security and growth opportunity.
• Opportunity to use and develop creativity.
• Respect for the individual's personal rights.
• Work and family life.
Employee Motivation - Why Recognition is most important?
Employee Motivation is the key to happy and satisfied employees. A happy

workplace has higher productivity and higher productivity generates higher revenue in
return. Employee productivity is a measure of employee retentively and empowered
employees with a happy workplace and work collaboration at the workplace. Employers

today do come up with a variety of employee motivation ideas to motivate team spirit, social
networks and interaction at work. They also encourage picnics award ceremonies, star
employee appraisals and many other strategies in place but the simplest strategy is employee
motivation. Employee Motivation can be by awards, social team outings, praise and points
for high performers. Recognizing high performers and awarding them is the best tool to high
employee productivity and performance.
Appreciation: How employee appreciation catering to any kind of work the employee does
can be greatly for employee motivation. Praise for the deliverables met on time, for work
done efficiently before the deadlines are points to be praised for. Appreciate the employee
and make him feel how well he is doing. Appraise him. Identify high performers and mention
out their outstanding efforts, contributions and how they are a valuable asset to the
organization.
Recognition: Though not possible to measure on a scale, it is a powerful tool to create a team
environment. This encourages employees for high performance, higher retention rates, higher
productivity, and reduced expenses to inattentiveness at work, safety issues or on the job
downtime. Recognizing employees for the work they do, only costs some time and effort .It’s
a work which pay back as an employer.
There are some benefits of employee recognition at work:
• Higher productivity: Employee productivity enhances, and many a times improves

when employee’s high performance is recognized and rewarded.
• Reduced rework: Increase efforts at work in a way reduce work errors and in a way
reduce rework at work. It enhances employee productivity and high performance is in
a way delivered.
• Reduced cost: Ad work and rework is reduced, unwanted costs are reduced and the
company can expect better return on low expenses.
• Employee retentivity: Retentivity enhances as employees perform better and they are
motivated to work .They no longer remain job hoppers and stick to one job and do not
leave jobs or switch to other jobs.
• Improved performance ratings: As employee performs well the company gets better
returns and the managers are happy with the work performed. They give higher and

improved ratings to employees and overall yearly appraisals of each employee are
better.
• Monthly hikes: Better performance appraisals result in performance pay and hikes on
monthly and yearly basis, which produces high performing, satisfied and happy
employees.
Employee Motivation Techniques
• Positive and negative motivation.

• Financial and non-financial motivation.
• Individual and group motivation.
• Extrinsic and Intrinsic motivation.
How employees get demotivated?
Over supervision by managers:
Too much of supervision by managers and supervisors is demotivating for employees. This
makes employees feel demotivated and over supervised. They cannot enjoy absolute freedom
at work and feel very demotivated. Such employees are job hoppers and change jobs to more
satisfying and happy jobs at workplace suited to their needs.
Low pay scales:
This is another demotivating factor for employees. They work hard each day by struggling to
meet deadlines, struggling to work harder, but what they get in return is a very low.
Poor appraisals:
Giving bad appraisals to employees is highly demotivating. It leads to employees turning into
job hoppers .They often change jobs due to poor appraisals or appreciation for the long hours
of hard work they have been putting into their work. Poor job ratings are indeed very
demotivating from the employee perspective. As promotions remain at hold and hikes are
rejected.

Welfare facilities
Genesis of Labour Welfare
The history of the origin of labour welfare activities dates back to the First World War
(1914-1918). In the beginning labour welfare work was started on a voluntary basis. The
economic depression of the 1930's gave a further impetus to the welfare activities. In
capitalist economies, both the employers as well as government took keen interest in these
programmes, firstly due to prevailing industrial unrest and discontent and secondly on
account of moral pressure built up by the International Labour Organization. The Second
World War accelerated the movement. When Robert Owen, Sir Robert Peel, Francis Cabot
Lowell, Nathan Appleton, Titus Salt, Bart and Bismark were looking towards the initiation
and development of labour welfare in their respective countries, the Indian scene could not
remain unaffected.
The Government of India was quite indifferent towards labour welfare till World War
II and did very little in this regard. The programme was confined only to holding labour
conferences and making recommendations. But during the war period welfare activitieswere
introduced in the enterprises engaged in war productions, which were extended to other
government and private undertakings. With the dawn of independence welfare measures for
the upliftment of the labour class were intensified. The Directive Principles of State Policy in
the Constitution of India places a lot of responsibility on the State in respect of labour. The
Constitution directs the State to provide work to every citizen who is willing and able to
work. Article 42 requires the State to make provision for securing just and humane conditions
of work and for maternity relief. Article 43 which is described as the Magna Carta of the
Indian worker, imposes upon the State the obligation, inter alia, to secure, by legal
legislation, or economic organization or in any other way, to all workers, - agricultural,
industrial or otherwise - work, a living wage, conditions of work ensuring a decent standard
of life, full enjoyment of leisure, and social and cultural opportunities. This resulted in the
implementation of various labour legislations that would protect the interest of workers.
Welfare is a broad concept referring of the state of living of an individual or a group

in desirable relationship with total environment, ecological, economic and social. The
concept of labour welfares a scientific programme is one of the origin. It has developed with
the increasing social and economic problem of our complex industry society. So, labour

welfare includes both the social and economical problem of the weaker section of society like
prevention of destitution and poverty. The object of economic welfare is to promote
economic development by increasing production and productivity and through equitable
distribution. Labour welfare is a part of social welfare conceptually and operationally. It
covers a broad field and connotes a state of well being happiness, satisfaction, conversion and
development of human resources.
The following are the features of employee welfare:
• Employee welfare is a comprehensive term including various services, facilities and

amenities provided to employees for their betterment.
• Welfare measures are in addition to regular wages and other economic benefits
available toemployees under legal provisions and collective bargaining.
• The basic purpose of employee welfare is to improve the lot of the working class and
thereby make a worker a good employee and a happy citizen.
• Employee welfare is an essential part of social welfare. It involves adjustment of an
employee's work life and family life to the community or social life.
• Welfare measures may be both voluntary and statutory.
Welfare can be observed, experienced and enjoyed; but its effectiveness may be more
difficult to measure. Welfare is a corporate attitude or commitment reflected in the expressed
care for employees at all levels. Employees take unnecessary risks with their own lives and
sometimes, those of their workmates. Even with employee representatives welfare was not
always a main issue. Management prerogative brings with it management responsibilities
towards its employees in an organisation. Employees, in their turn, have their own
responsibilities towards the management. At work, employees expect to enjoy the basic rights
and it is within this framework that welfare will always have a place in the management of
human resources. These rights fall into three categories:
1. The right to enjoy health and safety - to be free from the risk of injury to body and
mind and to be granted basic facilities in health and safety.
2. The right to enjoy information and communication - to communicate freely with the
other employees on matters of interest; to be given information concerning major
factors affecting individual work.

3. The right to be managed fairly - not to be treated arbitrarily and to be able to

participate.
Increasing educational participation of the workforce will ensure a rise in the skill and
ability levels, a demand for a better quality of life at work. The concern for the welfare of the
employees suggests a need for management action to be reflected through human resource
management techniques such as job enlargement, job enrichment, job rotation, job
information, job consultation and teamwork. These and similar measures will improve not
only the quality of work life but also productivity and efficiency of the organisation.
Welfare policy must be based on certain sound principles namely,
• Management should never obtrude into the private lives of employees through welfare
schemes (thus avoiding accusations of paternalism).
• Amenities should be provided only when desired by the employees.
• The benefits provided should be beneficial in the long-run to both the management
and the employees.
Any welfare programme should incorporate measures to produce a working environment

which is stimulating enough to encourage development and interest in the employee.
Conversely, no employee should be placed under such pressure that he or she is debilitated.
Many employers have introduced occupational health care for their employees:
(1) To promote and maintain health and safety of employees at work;
(2) To provide immediate treatment for their sick and injured; and
(3) To advise management on provision of a safe and healthy working environment.

Some employers provide educational, medical, recreational, transport, and housing facilities
for the welfare of the employees. Other welfare measures include greeting employees on their
birthday and marriage with token gifts; insurance coverage for accidental death either on or
off duty; felicitation of newly promoted employees in the group.

Principles of Employee Welfare Service
Following are generally given as the principles to be followed in setting up a

employee welfare service:
The service should satisfy real needs of the workers. This means that the manager must first
determine what the employee’s real needs are with the active participation of workers.
A. The service should be handled by cafeteria approach. Due to the difference in Sex,
age, marital status, number of children, type of job and the income level of employees
there are large differences in their choice of a particular benefit. This is known as the
cafeteria approach. Such an approach individualises the benefit system though it may
be difficult to operate and administer.
B. The employer should not assume a benevolent posture.
C. The cost of the service should be calculated and its financing established on a sound
basis.
D. There should be periodical assessment or evaluation of the service and necessary
timely on the basis of feedback.
Approaches to labour welfare
Approaches to employee welfare refer to the beliefs and attitudes held by agencies
which provide welfare facilities. Some agencies provide welfare facilities inspired by
religious faith, others as a philanthropic duty and the like.
The various approaches to labour welfare reflect the attitudes and beliefs of the
agen-cies which are engaged in welfare activities. Welfare facilities may be provided on
religious, philanthropic or some other grounds. Moreover, the different approaches to labour
welfare reflect the evolution of the concept of welfare. In bygone days, the government of the
land had to compel the owner of an industrial establishment to provide such basic amenities
as canteens, rest rooms, drinking water, good working conditions, and so forth, for their
employees. Such compulsion was necessary because the employer believed in exploiting
labour and treating it in an unfair manner. But times have changed, and the concept of
welfare, too, has undergone changes. Much progressive management today provide welfare
facilities, voluntarily and with enlight-ened willingness and enthusiasm. In fact, welfare
facilities are not restricted to the workers alone. They have now been extended to the society

in general. In other words, labour welfare has been extended to include social welfare. Tata
Steel Works at Jamshedpur, for example, spends Rs 10 crore each year on social welfare.
Brooke Bond have set up a free animal welfare clinic at Gevrai, Aurangabad, under the direct
charge of a qualified veterinary doctor. Jindal Aluminium, Bangalore, maintains the famous
Naturopathy and Yogic Sciences Centre and a public school for the benefit of the public. The
Jindal Scholarship Trust has been set up, under which deserving students are given
scholarships. The Hindustan Machine Tools has a big playground and a community hall,
which are let out for competitions and functions.
The approaches and their brief descriptions are:
1. The policing theory of labour welfare.

2. The religion theory of labour welfare.
3. The philanthropic theory of labour welfare.
4. The paternalistic theory of labour welfare.
5. The placating theory of labour welfare.
6. The public relations theory of labour welfare.
7. The functional theory of labour welfare.
8. The social theory of labour welfare.
1) Policing Theory
According to this view, the factory and other industrial workplaces provide ample
opportunities for owners and managers of capital to exploit workers in an unfair
manner. This could be done by making the labour work for long hours, by paying
workers low wages, by keeping the workplaces in an unhygienic condition, by
neglecting safety and health provisions, and by ignoring the provision of elementary
human amenities, such as drinking water, latrines, rest rooms and canteens. Clearly, a
welfare state cannot remain a passive spectator of this limitless exploitation. It enacts
legislation under which managements are compelled to provide basic amenities to the
workers. In short, the state assumes the role of a policeman, and compels the
managers of industrial establishments to provide welfare facilities, and punishes the
non-complier. This is the policing theory of labour welfare.

2) Religion Theory
The religion theory has two connotations, namely, the investment and atonement
aspects. The investment aspect of the religion theory implies that the fruits of today's
deeds will be reaped tomorrow. Any action, good or bad is therefore treated as an
investment. Inspired by this belief, some employers plan and organise canteens and
creches. The atonement aspect of the religion theory implies that the present
disabilities of a person are the result of the sins committed by him/her previously.
He/she should undertake to do good deeds now to atone or compensate for his/her
sins. There is the story of a big Jain employer who firmly held the belief that the
provision of welfare facilities for workers was outside the duties of the management.
Whatever he did provide was under government compulsion and supervision. It so
happened, however, that the children born to him died as soon as they were born.
Later, his own health suffered. He felt that, as a compensation, or expiration or even
as an investment in a good deed (punyam), he should liberally contribute to the creche
in the factory (as well as to other child-welfare institutions), and also to medical
services for his workers. Consequently, in this particular factory, there came to exist
an excellent creche and a well-organised dispensary.
3) Philanthropic Theory
Philanthropy means affection for mankind. The philanthropic theory of labour welfare
refers to the provi-sion of good working conditions, creches and canteens out of pity
on the part of the employers who want to remove the disabilities of the workers.
Robert Owen of England was a philanthropic employer, who worked for the welfare
of his workers. The philanthropic theory is more common in social welfare. Student
hostels, drinking water facilities, the rehabilitation of crippled persons, donations to
religious and educational institutions, and so forth are examples of philanthropic
deeds.
4) Paternalistic Theory
According to the paternalistic theory, also called the trusteeship theory, of labour
welfare, the industrialist or the employer holds the total industrial estate, properties
and the profits accruing from them, in trust. The property which he/she can use or
abuse as he/she likes is not entirely his/her own. He/she holds it for his/her use, no
doubt, but also for the benefit of his/her workers, if not for the whole society. For
several reasons, such as low wages, lack of education, and so forth the workers are at

present unable to take care of themselves. They are, therefore, like minors, and the
employers should provide for their well-being out of funds in their control. The
trusteeship is not actual and legal, but it is moral and, therefore, not less real.
5) Placating Theory
This theory is based on the assumption that appeasement pays when the workers are
organised and are militant. Peace can be bought by welfare measures. Workers are
like children who are intelligent, but not fully so. As crying children are pacified by
sweets, workers should be pleased by welfare works.
6) Public Relations Theory
According to this theory, welfare activities are provided to create a good impression
on the minds of the workers and the public, particularly the latter. Clean and safe
working conditions, a good canteen, creche and other amenities, make a good
impression on the workers, visitors and the public. Some employers proudly take their
visitors round the plant to show how well they have organised their welfare activities.
7) Functional Theory
This theory is also known as the efficiency theory of labour welfare; the functional
theory implies that welfare facilities are provided to make the workers more efficient.
If workers are fed properly, clothed adequately and treated kindly, and if the
conditions of their work are congenial, they will work efficiently. Welfare work is a
means of securing, preserving and increasing the efficiency of labour.
8) Social Theory
The social obligation of an industrial establishment has been assuming great
significance these days. The social theory implies that a factory is morally bound to
improve the conditions of the society in addition to improving the condition of its
employees. Labour welfare, as mentioned earlier, is gradually becoming social
welfare.
Employee Benefits:
Employee benefits are potentially important and useful instruments of a company’s

personnel and social policy. They have grown in importance and variety over the past few
decades. When an organisation is designing its overall compensation programme, one of the
critical areas of concern is the benefits package. Today's workers expect more than the daily
wage or salary from their employer. They want additional payments that will improve and

enrich their lives. They also expect certain tangible benefits over and above the
compensation. These benefits may confer financial protection against such risks as illness,
accident, unemployment, and loss of income due to retirement. They may provide extra
leisure, extra income, and a better work environment. Some benefits help fulfil the social and
recreational needs of employees. These benefits are offered to employees regardless of their
performance levels and to some degree without regard to their productivity. However, their
absence may lead to worker discontent. Some of the employee benefits are payment for time
not worked, health and welfare benefits, retirement benefits, and miscellaneous services.
Employers offer benefits to attract and retain their employees. If an organisation

expects to get the best, then it must pay the best. In return, the organisation performance
should improve. However, many companies do not get the return on investment they expect
from the benefits because employees often place minimal value on the benefits they receive.
Their impact on motivation is slight. This perception may be explained in part by
management's failure to communicate adequately to employees the value the benefits bring.
Although the benefits of employee services programmes cannot be measured easily in

monetary terms, they are considered important to the well-being of people. Discernible
benefits may be seen in terms of employee loyalty to the company, co-operation of the
employees, and the development of leadership and creativity for some employees. Some
organisations believe that so long as they provide equitable pay and first-rate working
conditions, the rest is up to the individual employee. Some go as far as saying any employee
benefit or support is regarded as parenalistic. However, this philosophy is becoming passive
with changing employee attitudes and value systems. More and more companies now believe
they employ the whole person, not just the part that operates for forty or forty eight hours per
week. That is why more and more companies help individual employees develop potential
through extra education and help them cope with the problems inherent with everyday living
and working.
Employee counselling services:
The term "counselling" covers a wide variety of situations, ranging from professional
counselling to routine information giving. Counselling is of different types such as :
1) Psychological or health counselling to employees with emotional or mental problems;

2) Vocational guidance by experts who wish to advise on careers or vocations;

3) Information giving by a supervisor or other staff members on questions concerning

the company or the job; and
4) Information on community resources given by a trained staff member to assist
employees with personal problems.
Sometimes managers and supervisors are faced with some problem or the other of an
employee which may be affecting his work performance and his overall welfare. It is
desirable for the supervisors to be the source of information about the company, its policies,
procedures, rules, products or services, history, personnel, and the like. The importance of the
supervisor's role in providing such information should not be underestimated. He represents
the company; he is the company so far as his people are concerned. Management, therefore,
should provide him with the tools he needs to carry out his information effectively.
Manager's role as counsellor is very vital because he is the one in day-to-day

interaction with employees. The goal of employee counselling is two-fold, i.e., reducing
stress in work situations, and as one of the methods for staff development. It improves
organisational performance, because people with less stress and worries will be more co-
operative and innovative.
The counselling role has not sprung up overnight; it formed part of the Hawthorne
experiments in the 1930's. The skills of counselling include:
1) Actively observing and listening.

2) Developing rapport and empathy.
3) Preventing one's personal views and feelings from interfering.
4) Being patient.
5) Analysing other's decision-making processes and progress. and
6) Helping others to identify and implement solutions and strategies.
Quality of Work Life:
Quality of Work Life (QWL) has assumed increasing interest and importance in both
industrialised as well as developing countries of the world. The task force set by the
American Society for Training and Development in 1979, defined QWL as "as process of
work organisation which enables its members at all levels to actively participate in shaping
the organisation's environment, methods and outcomes. This value based process is aimed

towards meeting the twin goals of enhanced effectiveness of organisation and improved
quality of life at work for employees. Cohen and Rosenthal (1980) define QWL as an
"internationally designed effort to bring about increased labour management co-operation and
to jointly solve the problem of improving organizational performance and employee
satisfaction".
Quality of Work Life refers to the level of satisfaction, motivation, involvement, and
commitment individuals experience with respect to their lives at work. QWL is the degree to
which individuals are able to satisfy their important personal needs while employed by the
firm. 'Companies interested in enhancing employees' Quality of work life generally try to
instill in employees the feeling of security, equity, pride, family democracy, ownership,
autonomy, responsibility, and flexibility.
Among the various indices of the quality of work life, are such factors as job
involvement, job satisfaction, sense of competence, job performance, productivity,
organisational vitality, clean air with minimal pollution, and productivity safety. Seashore
(1975) considers the quality of work life as an indicator of the effectiveness of employers,
workers, and the community.
Importance of Employee Welfare
Employees' Well-Being
By providing a plan it is good for employees' welfare. This can help make them feel
welcome and happy in the company, motivating them to work harder. If health plan has
wellness coverage and preventative care, employees are more likely to stay healthy, cutting
down on absenteeism and sick days.
Company Image
Providing a good employee welfare plan reflects well on the business, building good
company image. It may even earn some press coverage, giving free publicity to improve
awareness among potential customers. This may boost sales. If the sales are increased
automatically the profit of the organisation also.

Objectives of the study:
1. To know the motivational level of the employees in the organisation.

2. To study the existing welfare facilities provided to the employees in tile industry.
3. To find out the factors influencing the involvement of employees towards their work.
4. To know the satisfaction level of Employees towards the welfare facilities.
Scope of the study:
• This study aims to find out the satisfaction of the employees, when there is a
necessary health, safety and welfare measure in Punja Tile Works.
• To know that whether welfare facilities play an important role on the working of
employees, And to know if the employees are dissatisfied welfare facilities will help
them to get motivated.
• The study can be used to bring out the solution for the problem faced by the
employees within the Industry.
Universe:
The Universe of present study was all the employees of Punja Tile Works, Ganjimut,
Mangalore.
Data Source:
The data has been collected from two sources of data that is primary and secondary data.
Primary Data:
Questionnaire methods are used to collect information from employees in the factory.
Primary data are those which are gathered especially for the project at hand is directly
through questionnaire & personal interaction. Primary data is collected by administering the
questionnaire& personal interaction.
Secondary Data:
Secondary data been collected from different books and journals and website. The secondary
data has been collected by an individual from different sources.

Sampling size:
The study was taken on 60 respondents. In Data presentation, Data was presented with the
help of tables, chart.
Limitations of the Study:
1. The data was collected during the working hours, employees were busy in their work.
So, they were less responsive.
2. The study is limited to one organisation only.

CHAPTER - 5
ANALYSIS AND
INTERPRETATION OF
DATA

Table No.5.1: Number of Employees with their Experience.
Particulars Number of Percentage

Respondents
0-20 years 37 62
20-30 years 15 25
30-40 years 5 8
More than 40 years 3 5
Total 60 100
Chart No.5.1: Number of Employees with their Experience

70
60
50
40
30
20
10
0
0-20 years 20-30 years 30-40 years more than 40 years
Interpretation:
From the above table it is clear that, Out of 60 employees, 62% are having more than 40
years of experience, 8% are having 30 to 40 years, 25% are having 20 to 30 year and
remaining 62% are having less than 20 years of experience. Because of the availability of
good working environment they want continue the work in the same industry.

Table No.5.2: Satisfaction level of instructions given by employer

Respondents
Highly Satisfied 50 83
Satisfied 10 17
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 60 100
Chart No.5.2: Satisfaction level of instructions given by employer
90
80
70
60
50
40
30
20
10
0
Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied
Percentage
Interpretation:
From the above table and chart it is clear that83% of the employees opinioned that they are
highly satisfied with the instructions given by the higher authority and remaining 17% are
opinioned that they are satisfied. In the Industry they work under the supervision of manager.
If anything went wrong them workplace itself it should be corrected.

Table No.5.3: Working Condition

Respondents
Very Good 40 67
Good 20 33
Bad 0 0
Very Bad 0 0
Total 60 100
Chart No.5.3: Working Condition
Very Good
Good
Bad
Highly Satisfied
Interpretation:
In above it is clear that 67% of Respondents said that the working condition is very good in
this industry and 33% said that the working condition is good. Because they feel that the
industry providing the facilities which they really want.

Table No.5.4: Support from the co-workers is helpful to get motivated
Particulars Number of Respondents Percentage
Strongly Agree 50 83
Agree 8 14
Disagree 2 3
Strongly Disagree 0 0
Total 60 100
Chart No.5.4: Support from the co-workers is helpful to get motivated
90
80
70
60
50
Percentage
40
30
20
10
0
Strongly Agree Agree Disagree Strongly
Disagree
Interpretation:
In the above diagram it is clear that 83% respondents are strongly agree with the
statement and others are having their own opinion about the statement. 83% workers believed
that co-workers support is necessary to complete the work at a stipulated time and which is
also helpful to perform extra work also.

Table No.5.5: Welfare Facilities

Respondents
Health 10 17
Medical education 5 8
Insurance 10 17
Job Security 35 58
Total 60 100
Chart No.5.5: Welfare Facilities
40
35
30
25
20 No. of respondents
15
10
0
Health Medical Insurance Job Security
Education
Interpretation:
Over the 60 respondents, 10 employees opinioned that health is more important, 5

opinioned medical education is most important, 10 opinioned insurance and 35 said job
security is most important Welfare Facility. These facilities help to the employees to give full
concentration about the work.

Table No.5.6: Satisfaction with the salary issues

Respondents
Satisfied 5 8
Dissatisfied 0 0
Highly 0 0
Dissatisfied
Total 60 100
Chart No.5.6: Satisfaction with the salary issues
highly satisfied satisfied dissatisfied highly dissatisfied
8%
92%
Interpretation:
From the above table and chart it is clear that 55 employees said that they are highly satisfied
with the salary issues and 5 said they are satisfied with the salary issues. The wages is
provided according to the basis of their tasks. If they done extra work then they receive
additional wage.

Table No.5.7: Work Allotment

Respondents
Skill 40 67
Interest 20 33
Experience 0 0
Other 0 0
Total 60 100
Chart No.5.7: Work Allotment
70
60
50
40
30
PERCENTAGE
20
10
0
Skill
Interest
Experience
Other
Interpretation:
Out of 60 respondents 67% opinioned that the industry allotted work for them on the basis of
their skill and 33%opinioned that they get job on their interest. There is no much
strictprocedure is undertaken at the time of recruitment. But, as per the employees wish the
work is allotted.

Table No.5.8: The opinion regarding the relation with the employer
Respondents
Satisfied 10 17
Dissatisfied 0 0
Total 60 100
Chart No.5.8: The opinion regarding the relation with the employer
Highly Satisfied
Satisfied
Dissatisfied
Highly Disstisfied
Interpretation:
From the above chart it is clear that, 83% of employees opinioned that they are highly
satisfied the relation with the employer and 17% opinioned that they are satisfied with the
relations because there is always a good interaction between both employer and employees.

Table No. 5.9: Employees motivated by the higher authority.

Particular Number of Percentage
Respondents
Yes 60 100
No 0 0
Total 60 100
Chart No.5.9: Employees motivated by the higher authority.
120
100
80
60
Percentage
40
20
0
Yes No
Interpretation:
Here, 100% of Respondents are opinioned that they are fully motivated by the higher
authority. The employees are fully satisfied with the motivation and all facilities provided by
the industry.

Table No.5.10: level of motivation in the industry.

Very Good 37 62
Good 23 38
Bad 0 5
Very Bad 0 0
Total 60 100
Chart No. 5.10: level of motivation in the industry.
40
35
30
25
20
15
10
5
0
very good good bad very bad
Interpretation:
From the above table and chart it is clear that 37 employees rate the employee motivation as
very good and 23 employees are rate it as good. Because they believe that motivation help
them to do their work as earlier with full effectively and efficiently.

Table No.5.11: Awareness level of welfare facilities.

Respondents
Yes 50 83
No 10 17
Total 60 100
Chart No.5.11: Awareness level of welfare facilities.
50
10
Yes No
Interpretation:
Out of 60 respondents, 50 said that they aware all welfare facilities provided by the
industry and 10 are not known all welfare facilities. The 10 employees does not bother about
the facilities which are available, but they only giving full concentration to the work only.

Table No.5. 12: "Task could be shared by others and it will reduce
workload".
Respondents
Agree 30 50
Disagree 10 17
Total 60 100
Chart No.5.12: "Task could be shared by others and it will reduce

workload".
50%
33%
17%
0%
Strongly Agree Agree Disagree Strongly Disagree
Interpretation:
From the above table and chart it is clear that out of 60 respondents, 20 respondents strongly
agree the statement, 30 are just agree with the statement and remaining 10 are disagree with
the statement. It is not like to share the task but in the work they do their task as earlier along
with the others therefore, 10 are disagree with the statement.

Table No.5.13: Satisfaction with the food/drinking water provided at

workplace.
Respondents
Fully satisfied 10 17
Satisfied 50 83
Dissatisfied 0 0
Fully Dissatisfied 0 0
Total 60 100
Chart No.5.13: Satisfaction with the food/drinking water provided at

workplace.
Fully Satisfied
17%
Fully Dissatisfied
0%
Dissatisfied
0%
Satisfied
83%
Interpretation:
From the above table and charts it is clear that out of 60 respondents, 10 respondents are
fully satisfied with the drinking water facility provided by the workplace and 50 are just
satisfying the facilities. In the industry water facility is provided nicely but in the case of food
some employees bought food from home itself. Therefore, they giving just an opinion about
the drinking water facility.

Table No.5.14: Workplace environment is affected the health.

Respondents
Always 0 0
Sometimes 5 8
Not at all 55 92
Total 60 100
Chart No. 5.14: Workplace environment is affected the health.
60
50
40
30
20
10
0
Always
Sometimes
Not at all
No.of Respondents
Interpretation:
In above it is clear that Out of 60 employees, 55 employees viewed that the
workplace environment not affect their health and 5 viewed that sometimes because of the
workload, the workplace is affected the health. 55 employees believed that work is not
affected their health because in the production process chemical is not used. So, the work not
harm to the health.

Table No.5.15: Appreciation for the extraordinary efforts.

Respondents
Bonus 58 97
Free Vacations 2 3
Health Package 0 0
Gifts 0 0
Total 60 100
Chart No.5.15: Appreciation for the extraordinary efforts.
120%
100%
80%
60%
40%
20%
0%
Bonus Free Vacation Health Package Gift
Interpretation:
From the above it is clear that, 97% respondents are opinioned that the management
strongly appreciate the extraordinary efforts through bonus and 3% opinioned that they get
vacation facility. If employees done their efforts highly then the management provide the
extra amount of wages by considering it is a additional promotion for them because of it
bonus value increases.

Table No.5.16: The chance given by the management to improve skill and
job knowledge.
Yes 60 100
No 0 0
Total 60 100
Chart No 5.16: The chance given by the management to improve skill and
job knowledge.
No
0%
Yes
100%
Interpretation:
All 60 employees said that the management give a full chance to improve their skills and
job knowledge. Because there is a full chance is provided to the workers to improve
themselves when they work with others. If they want to know other works then the other
workers help them to improve the skill and job knowledge.

Table No.5.17: Employee believed in team work.

Highly Believed 45 75
Believed 10 17
Not Believed 5 8
Total 60 100
Chart No.5.17: Employee believed in team work
75 16.66666667 8.333333333
0
Interpretation:
Out of 60 respondents, 75% respondents are opinioned that they are highly believed in
teamwork and 17% respondents are just believed in teamwork and 8% are not believed in
teamwork. Teamwork is important to complete the work as earlier. If the team strength is
good means then the extra task should be completed so, most of them believed in teamwork.

Table No.5.18: Employee Differentiation

Respondents
Skill 5 8
Experience 40 67
Loyalty 10 17
Competitiveness 5 8
Total 60 100
Chart No.5.18: Employee Differentiation
45
40
35
30
25
No. of Respondents
20
15
10
0
Skill Experience Loyalty Competitiveness
Interpretation:
From the above table and chart, it is clear that out of 60 employees, 5 are differentiated
themselves with their skill, 40 are differentiated themselves with experience, 10 are
differentiated themselves with loyalty and 5 employees are differentiate them with
Competitiveness from others. In the differentiation the employees opinioned their strength as
a extra adding point by compare to others.

Table No.5.19: Enjoyment in setting and achieving challenging goals.

Respondents
Most useful 42 70
Useful 18 30
Not Useful 0 0
Total 60 100
Chart No.5.19: Enjoyment in setting and achieving challenging goals.
Most Useful
Useful
Not Useful
Interpretation:
Out of 60 respondents, 42 are view that the setting and achieving challenging goals are
most useful and 18 are view that it is just useful. As per the employees point of view setting
goal is nothing but to reach their task. So, complete the work earlier than the given time
period is actually the original goal of the employees.

Table No.5.20: Opportunity to express view in the Industry

Yes 60 100
No 0 0
Total 60 100
Chart No.5.20: Opportunity to express view in the Industry
100
Yes No
Interpretation:
From the above table and diagram it is clear that 100% of the respondents are said that they
are getting opportunity to express their view in the Industry. In the industry full freedom is
given to the employees to express their view and other suggestions are considered as an
improvement aspect.

Table No.5.21: Satisfaction of the total working hours.

Respondents
Fully satisfied 45 75
Satisfied 15 25
Dissatisfied 0 0
Fully Dissatisfied 0 0
Total 60 100
Chart No.5.21: Satisfaction of the total working hours.
80
70
60
50
40
30 Percentage
20
10
0
Fully Satisfied
Satisfied
Dissatisfied
Fully
Dissatisfied
Interpretation:
Out of the total 60 respondents, 45 are opinioned that they are fully satisfied with the total
working hours and 15 are just satisfied with the total working hours. The work is started at 8
am to 5 pm as usual in the other industries so the working hours doesnot matter for the
employees.

Table No.5.22: Satisfaction with the working environment

Respondents
Highly Satisfactory 50 83
Satisfactory 10 17
Dissatisfactory 0 0
Highly Dissatisfactory 0 0
Total 60 100
Chart No.5.22: Satisfaction with the working environment
60
50
40
30
20
10
0
Highly Satisfactory Satisfactory Dissatisfactory Highly Dissatisfactory
No. of Respondents
Interpretation:
From the above table and chart, it is clear that out of 60 respondents, 50 are rate the
working environment as a highly satisfactory and rest 10 respondents are rated it as
satisfactory. Working environment include the whole industrial area and the facility provided.
So, here employees give rates to the working environment as their wish which they feel.

Table No.5.23: Primary objective of employees towards the organisation.

Higher productivity 35 58
Industrial peace harmony 23 38
Welfare facilities 2 4
Total 60 100
Chart No.5.23: Primary objective of employees towards the organisation.
35
30
25
20
15 No. of Respondents
10
0
Higher Industrial Welfare
Productivity Peace Facilities
Harmony
Interpretation:
Out of the total 60 employees, 35 employees primary objective is higher productivity
and 23 employees primary objective is Industrial peace harmony and the remaining 2
employees stated that welfare facility is their primary objective. The main goal of employees
is to the higher productivity which gives them to earn more. So, majority opinioned that
productivity is their primary objective.

Table No.5.24: Availability of leave facility according to statutory

provisions
Satisfied 0 0
Dissatisfied 0 0
Total 60 100
Chart No.5.24: Availability of leave facility according to statutory

provisions
Highly Satisfied
100%
Interpretation:
All 60 respondents are fully satisfied with the leaving facilities which is provided
according to the statutory provisions. In the industry Sunday is considered as a holiday and
the main festival are considered as the government holidays.

Table No.5.25: Leadership influences the level of motivation.

Respondents
Agree 20 33
Disagree 5 8
Total 60 100
Chart No.5.25: Leadership influences the level of motivation.
70
60
50
40
No. of Respondents
30 Percentage
20
10
0
Interpretation:
From the above table and chart, it is clear that out of 60 respondents, 35 employees
strongly agree with the statement and 20 are just agree with the statement and remaining 5 are
disagree with the statement. Because they believe that if one take responsibility then others
automatically give full concentration towards the work.

Table No.5.26: Awareness level of all policies and procedures

Respondents
Agree 5 8
Disagree 0 0
Total 60 100
Chart No.5.26 : Awareness level of all policies and procedures
60
50
40
30 No. of Respondents
20
10
0
Strongly Agree Agree Disagree Strongly
Disagree
Interpretation :
Out of 60 respondents, 50 are said that they are fully agree with the awareness level of all
policies and procedures of the organisation and remaining 5 are just aware the policies.
Majority employees are aware the all policies and procedures, the policies which includes
how the work should be undertaken. The policies includes the availability facility provided
by the industry.

CHAPTER -6
FINDINGS,
SUGGESTIONS AND
CONCLUSION

FINDINGS
➢ The wages are paid on the basis of the work they do. There is more burden on the
workers for the completion of work. The workers are paid with additional wages for
the extra work they do.
➢ There is no training facility provided by the industry, employees learn their work with
themselves.
➢ Work is undertaken at a continuous basis. The climatic conditions does not matter at
the workplace.
➢ The most usable raw material is clay. So, they purchase it in between the period of
January to April.
➢ Most of the employees are belonging to the rural background and most of them are
illiterate.
➢ There is no Over Time (OT) work is included within the Industry.
➢ Basic Salary is differ from one to another based on their experience.
➢ If employees work 20 days in a month they get one leave wage facility.
➢ There is also a payment of bonus at 12.5% on the total salary of the employee.
➢ In the sale the dealers get products at a lesser price than the local customers.
➢ Now a day, because of the introduction of concrete the demand for tiles decreased.
➢ It is found that motivation and welfare facilities are necessary for each and every
employee to conduct their effective work in the industry.

SUGGESTIONS
➢ There is a need to provide a credit facility to the customers which results a small
portion of extra demand.
➢ In this industry they are not providing transportation facility. If thesefacilities are
provided then there is a chance to increase the demand.
➢ There ismore advertisement is needed for the sale purpose.
➢ The management should provide more opportunities to the employees which help
their future development.
➢ There is a need to adopt new technologies in the working place to increase the
production.
➢ The adaptation of various colours is must because now a day’s consumer give much
concentration on the fashion.
➢ If the industry provides after sale services to the customers then there is a chance to
increase the sales.

CONCLUSION
In the whole analysis, the examination of origin and growth of the tiles are
undertaken and also the processes of manufacture of tiles are examined. An examination
include the employee engagement towards the work is measured. The main aim of the study
is to findout the awareness and the satisfaction level of Employees towards the motivation
and welfare facilities provided by the industry and also findout the problems which they face
in workplace.
The motivation and welfare facilities give a full concentration of employees towards
their work. If they give something extra to employees then employees loyal to the work as
well as to the organization. The whole study consist of employees opinion about the work as
well as the environment which provided by the industry.

ANNEXURE

Questionnaire
Dear Sir/Madam,
I am Geethapriya IV Semester M.com Student of Alva’s Education Foundation, Moodbidri,

doing my Dissertation "A study on Employee Motivation and welfare facilities in the Punja
Tile Works, Ganjimut, Mangalore".
So, I request you to give me your valuable feedback on questionnaire. The information
will be kept confidential and used for only the academic purpose.
Name:
Age:
1. From how many years you are working with this organisation.
a) 0-20 years
b) 20-30 years
c) 30-40 years
d) More than 40 years
2. Are you satisfied with the method of instructions given by employer?
a) Highly Satisfied
b) Satisfied
c) Dissatisfied
d) Highly Dissatisfied
3. What type of feeling you have by working condition in this industry?
a) Very good
b) Good
c) Bad
d) Very bad

4. Do you feel support from the co-workers is helpful to get motivated?
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree
5. According to you which welfare facility is most important?
a) Health
b) medical education
c) Insurance
d) Job Security
6. Do you satisfied with the salary issues?
a) Highly Satisfied
b) Satisfied
c) Dissatisfied
7. In your point of view, on what basis the work is allotted to you
a) Skill
b) Interest
c) Experience
d) Other
8. What is your opinion regarding the relation with the employer?
a) Highly Satisfied
b) Satisfied
c) Dissatisfied

9. Whether you are motivated by the higher authority?
a) Yes
b) No
10. How would you rate employee motivation in this industry?
a) Very good
b) Good
c) Bad
d) Very bad
11. Are you aware of all welfare facilities provided by the industry?
a) Yes
b) No
12. Whether management provide health checkup programmes?
a) Yes
b) No
If Yes, at what intervals?
a. Monthly
b. Quarterly
c. Half yearly
d. Yearly
13. Tasks could be shared by others and it will reduce workload.
a) Strongly Agree
b) Agree
c) Disagree
14. Are you satisfied with the drinking water / food provided to you at workplace?
a) Fully satisfied
b) Satisfied

c) Dissatisfied
d) Fully Dissatisfied
15. Workplace environment is effected your health?
a) Yes
b) No
16. On what basis the management appreciate the extraordinary efforts of the employees?
a) Bonus
b) Free vacations
c) Health package
d) Gifts
17. The management give a chance to improve skill and job knowledge
a) Yes
b) No
18. Whether you believed in teamwork?
a) Highly believed
b) Believed
c) Not believed
19. In what kind you differentiate yourself with others. Through
a) Skill
b) Experience
c) Loyalty
d) Competitiveness
20. Are you enjoy setting and achieving challenging goals.
a) Most useful
b) Useful
c) Not useful
21. Do you get the opportunity to express your view in the Industry?

a) Yes
b) No
22. Are you satisfied with the total working hours in the organisation?
a) Fully satisfied
b) Satisfied
c) Dissatisfied
d) Fully Dissatisfied
23. How do you rate the working environment of the organisation?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory
d) Highly Dissatisfactory
24. What is your primary objective towards the organisation?
a) Higher productivity
b) Industrial peace harmony
c) Welfare facilities
25. The leave facility provided by the industry which satisfies the statutory provisions.
a) Highly Satisfied
b) Satisfied
c) Dissatisfied
26. Whether you believe that leadership influences the level of motivation.
a) Strongly Agree
b) Agree
c) Disagree
27. Whether you aware all policies and procedures of the organisation?
a) Strongly Agree
b) Agree
c) Disagree

28. If any uncertainty happen then what kind of compensation is provided to the employees
a) Full Claim
b) Job to family members
29. Which is most challenging thing in your work?
30. You would like to suggest any other methods for further improvement? If yes, mention.

BIBLIOGRAPHY
BIBLIOGRAPHY

1. A.M SARMA, "Personnel and Human Resource Management", Himalaya Publishing

House, Fifht Edition.
2. www.allprojectreports.com/MBA-Projects
3. Shodhganga.inflibnet.ac.in/handle/10603/132269
4. http://en.m.wikipedia.org/wiki/Employee_Motivation
5. http://m.indiamart.com

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Dissertation report on Employee Motivation and Welfare Facilities

“A STUDY ON EMPLOYEE MOTIVATION AND WELFARE FACILITIES WITH

REG. No. 169980016

Under the guidance of

MS. SWATHI BHAT

Department of PG Studies in Commerce

Centre for PG Studies, Alva’s College Moodbidri

CENTRE FOR PG STUDIES, ALVA’S COLLEGE

Dakshina Kannada - 574227

ALVA’S PG DEPARTMENT OF COMMERCE Page 1

Place :Moodbidri Reg. No.169980016

ALVA’S PG DEPARTMENT OF COMMERCE Page 2

Chapter No. Particulars Page No.

2 Industry Profile 14-28

3 Company Profile 29-33

4 Research Design 34-62

5 Analysis and Interpretation of Data 63-89

6 Findings, Suggestions and Conclusion 90-93

ALVA’S PG DEPARTMENT OF COMMERCE Page 3

Table No. Particulars Page No.

5.1 Number of employees with their Experience 64

5.2 Satisfaction level of instructions given by employer 65

5.3 Working condition 66

5.4 Support from the co-workers is helpful to get motivated 67

5.5 Welfare Facilities 68

5.6 Satisfaction with the salary issues 69

5.7 Work allotment 70

5.8 Opinion regarding the relation with the employer 71

5.9 Employee motivated by the higher authority 72

5.10 Employee motivation 73

5.11 Awareness level of welfare facilities 74

5.12 Task could be shared by others and it will reduce workload 75

5.13 Satisfaction with the food/drinking water Provided at 76

5.14 Workplace environment affect the health 77

5.15 Appreciation for the extraordinary efforts 78

5.16 Chance to improve skill and job knowledge 79

5.17 Employee believed in team work 80

5.18 Employee differentiation 81

5.19 Enjoyment in setting and achieving challenging goals 82

ALVA’S PG DEPARTMENT OF COMMERCE Page 4

5.20 Opportunity to express view 83

5.21 Satisfaction of working hours 84

5.22 Satisfaction with the working environment 85

5.23 Primary objective of employees towards the organization 86

5.24 Availability of Leave facility according to statutory 87

5.25 Leadership influences the level of motivation 88

5.26 Awareness level of all policies and procedures 89

ALVA’S PG DEPARTMENT OF COMMERCE Page 5

Chart No. Particulars Page No.

5.1 Number of employees with their Experience 64

5.2 Satisfaction level of instructions given by employer 65

5.3 Working condition 66

5.4 Support from the co-workers is helpful to get motivated 67

5.5 Welfare Facilities 68

5.6 Satisfaction with the salary issues 69

5.7 Work allotment 70

5.8 Opinion regarding the relation with the employer 71

5.9 Employee Motivated by the higher authority 72

5.10 Employee motivation 73

5.11 Awareness level of welfare facilities 74

5.12 Task could be shared by others and it will reduce workload 75

5.13 Satisfaction with the food/drinking water provided at 76