INTRODUCTION

Employeeiimotivation iis ialways ian iinteresting iarea ifor iresearchers, imanagers iand

i academicians. iWhat ireally imotivates ian iemployee? iis ia imillion idollar iquestion.

i Researchers iand ipracticing imanagers iare iin iconstant isearch ito ifind ia icommon iand

i globally iacceptable ianswer ias ito iwhat imotivates ian iemployee iand ihow ito imotivate iall

i types iof iemployees? iand iHow ito isustain ithe imotivation ilevel? iSeveral iexperts ihave

i defined ithe iterm imotivation iin itheir iown iway. iCherry i(2010) idefined imotivation ias i“the

i process ithat iinitiates, iguides iand imaintains igoal-oriented ibehaviours. iMotivation iis ito

i know iwhat imakes ipeople ito iwork, iwhether iit iis iperforming ia itask, ilearning ia iwork

i method ior ianything. iIt ientails ithe iphysical, iexpressive, isocietal iand icognitive iforces ithat

i stimulate ione’s iown ibehaviour. iIn igeneral, imotivation iis ifrequently iused ito idescribe

i “why ia iperson idoes isomething?”. iWork imotivation iis ia icomplex iset iof iinfluences iwhich

i make ione istart iworking iand ikeep ithe ijob ion ia ispecific ipost iwithin ithe iorganization. iFrom

i a ipersonal ipoint iof iview, ithat iis ian iinner istate iwhich ileads ito igoal ifulfillment iwhile ibeing

i influenced iby inumerous ifactors. iFrom ia imanager’s ipoint iof iview, imotivation iis ian

i activity, iwhich isecures ithe iemployees itend ito ifulfill ithe ipredefined igoals.

The iterm imotivation iderives ifrom ithe iLatin iword ifor imovement i(mover). iBuilding ion ithis

i concept, iAtkinson i(1964) idefines imotivation ias i"the icontemporary i(immediate) iinfluence ion

i direction, ivigour, iand ipersistence iof iaction", iwhile iVroom i(1964) idefines iit ias i"a iprocess

i governing ichoice imade iby ipersons i... iamong ialternative iforms iof ivoluntary iactivity".

i Campbell iand iPritchard i(1976) isuggest ithat i“motivation ihas ito ido iwith ia iset iof iindependent/

i dependent ivariable irelationships ithat iexplain ithe idirection, iamplitude, iand ipersistence iof

i an iindividual's ibehaviour, iholding iconstant ithe ieffects iof iaptitude, iskill, iand

i understanding iof ithe itask, iand ithe iconstraints ioperating iin ithe ienvironment”. iThe
i definitions ihave isome icommonality iin ithe iway iof idefining. iThey iare iprimarily

i concerned iwith itriggering, iproposing ia ipath iway iand iprolonging iemployee ibehaviour iat

i work iplace.

There iare ithree imajor icomponents ito imotivation: icreation, iperseverance iand ipassion. iCreation
i triggers ian iaction, isuch ias ienrolling iin ia itraining iclass. iPersistence iis ithe isustained iattempt
i toward ia igoal ieven ithough iobstacles imay iexist, isuch ias iinvolved iin itraining icourses iwhich
i requires ia iconsiderable iinvestment iof itime, ienergy iand iresources. iFinally, ipassion iis ithe ibasic
i interest, idynamism iand ithe idrive ithat imakes iemployees ito iachieve ia igoal. iMotivation imay ibe
i described iin imany iways iand iin igeneral iit iis iof ieither iextrinsic ior iintrinsic. iExtrinsic
i motivations iare i“those ithat iarise ifrom ioutside ithe iindividual iand ioften iinvolve irewards isuch
i as itrophies, imoney, isocial irecognition ior ipraise” ithat icomes ifrom ioutside. iIntrinsic
i motivations iare i“those ithat iarise ifrom iwithin ithe iindividual, ipurely ifor ithe ipersonal
i gratification iof isolving ia iproblem”. iMotivation iis ialso iclassified ias ipositive iand inegative iand
i monetary iand inon-monetary imotivation.
 INDUSTRY PROFILE Q

q INDIAN AUTOMOBILE INDUSTRY

Q Q

The qautomobile qindustry qin qIndia qis qthe qninth qlargest qin qthe qworld qwith qan qannual
q production qof qover q2.3 qmillion qunits qin q2008. qIn q2009, qIndia qemerged qas qAsia's qfourth
q largest qexporter qof qautomobiles, qbehind qJapan, qSouth qKorea qand qThailand. qIndia's
q automobile qsector qconsists qof qthe qpassenger qcars qand qutility qvehicles, qcommercial
q vehicle, qtwo qwheelers qand qtractors qsegment.

The qtotal qmarket qsize qof qthe qauto qsector qin qIndia qis qapproximately qRs q540 qbillion qand
q has qbeen qgrowing qat qaround q8 qpercent qper qannum qfor qthe qlast qfew qyears. qSince qthe qlast
q four qto qfive qyears, qthe qtwo qwheelers qsegment qhas qdriven qthe qoverall qvolume qgrowth qon
q account qof qthe qspurt qin qthe qsales qof qmotorcycles. qHowever, qlately qthe qpassenger qcars
q and qcommercial qvehicles qsegment qhas qalso qseen qa qgood qgrowth qdue qto qhigh qdiscounts,
q lower qfinancing qrates qand qa qpickup qin qindustrial qactivity qrespectively.

Major qautomobile qmanufacturers qin qIndia qinclude qMaruti qUdyog qLtd., qGeneral qMotors
q India, qFord qIndia qLtd., qEicher qMotors, qBajaj qAuto, qDaewoo qMotors qIndia, qHero qHonda
q Motors, qHindustan qMotors, qHyundai qMotor qIndia qLtd., qRoyal qEnfield qMotors, qTVS
q Motors qand qSwaraj qMazda qLtd. qWith qthe qeconomy qgrowing qat q9% qper qannum qand
q increasing qpurchasing qpower qthere qhas qbeen qa qcontinuous qincrease qin qdemand qfor
q automobiles. qThis, qalong qwith qbeing qthe qsecond qlargest qpopulated qcountry, qmakes qthe
q automobile qindustry qin qIndia qa qvery qpromising qone.
Q INDIAN TWO WHEELER MARKET
Q Q Q

Ever qsince qthe qold qLambretta qscooter qwas qreplaced qwith qthe qflurry qof qvibrant qtwo
q wheeler qmodels, qIndian qtwo qwheeler qindustry qhas qseen qa qphenomenal qchange qin qthe
q way qthey qperceive qthe qIndian qmarket. qTwo qwheeler qmanufacturers qare qnow qcompeting
q in qan qever qgrowing qconsumer qmarket qby qbringing qout qnew qproducts qand qfeatures. qThe
q country qhas qnow qgrown qinto qthe qsecond qlargest qproducer qof qtwo qwheelers qin qthe qworld.

Currently qthere qare qaround q10 qtwo-wheeler qmanufacturers qin qthe qcountry, qand
q they qare qBajaj, qHero, qHero qHonda, qHonda, qMahindra/Kinetic, qRoyal qEnfield, qSuzuki,
q TVS, qand qYamaha. qThere qhave qbeen qvarious qreasons qbehind qthis qgrowth. qBecause qof
q poor qpublic qtransport qsystem, qthe qcitizens qfound qconvenience qin qtwo qwheelers. qAdded
q to qthis qis qthe qfact qthat qthe qaverage qIndian qstill qdoes qnot qhave qthe qpurchasing qcapacity qfor
q a qmore qexpensive, qfour qwheeler.

The qIndian qtwo qwheeler qindustry qcan qbe qdivided qinto qmotorcycles, qscooters qand
q mopeds. qThe qconsumer qhas qchanged qhis qpreference qfrom qmopeds qto qscooters qand qthen
q to qmotorcycles. qThe qtrends qseen qin qthe qpast qfew qyears qinclude qfemales qincreasingly
q using qtwo-wheelers qfor qtheir qpersonal qcommutation qand qvarious qtwo qwheeler
q manufacturers qdesigning qvehicles qspecially qto qcater qneeds qof qthis qsegment.

One qof qthe qearliest qrevolutions qin qthis qtrusty qwas qKinetic's qintroduction qof qthe
q concept qof qelectronic/self-start qautomatic qgears qwhich qmade qtwo qwheelers qcomfortable
q and qseeable qby qwomen, qwhen qcompared qto qold qBajaj qChetak qadvertisements qinch
q showed qmiddle qaged qfemales qriding qa qBajaj qChetak qscooter.
 A xrecent xtrend xin xthe xindustry xhas xbeen xelectric xvehicles, xwhich xmostly xleverage
x on xtheir xeco-friendliness xand xlow xoperating xcosts, xbut xis xstill xnot xaccepted xwell xdue xto
x the xlack xof xreputation xof xthe xmanufacturers xand xlack xof xtrust xon xtechnology, xwhich xis x-
still xbeing xperceived xin xthe xnascent xstages, xespecially xbattery xand xinverters xwhich xprove
x to xbe xvery xexpensive xcomponents. xTVS xrecently xleveraged xthis xopportunity xby
x launching xa xhybrid xmodel xof xtheir xnon xgeared xscooter x- xTVS xScooty. xThe xend xof xthe
x last xdecade xsaw xBajaj xtaking xa xradical xdecision xto xdo xaway xwith xthe xScooter xrange xand
x completely xconcentrate xon xmotorcycles, xespecially xstating xchange xin xcustomers
x preference xas xthe xmain xreason.
The xcustomers xare xleft xwithout xa xchoice xin xmost xcases xthan xto xmigrate xfrom xthe
x traditional xscooters xof xthe xIndian xfamily xto xthe xall xyouthful xbikes xthat xone's xson xrides xto
x college.

Two xWheeler xindustry xvolume xgrowth xin x5m x2014-15 xgears xup xto x14.8% x xthe
x fastest xpace xof xgrowth xsince x2010-11. xThe xIndian xtwo-wheeler x(2W) xindustry, xthe
x largest xin xthe xworld xin xterms xof xvolumes, xhad xdemonstrated xpositive xvolume xgrowth xin
x the xlast xthree xyears x(2011-14) xeven xwhen xsome xof xthe xother xautomobile xsegments xsuch
x as xpassenger xvehicles xand xcommercial xvehicles xexperienced xvolume xcontraction xin xat
x least xone xof xthe xlast xthree xfiscals. xIn x5m x2014-15, xthe x2W xindustry's xgrowth xwas xeven
x stronger xwith xsales xvolumes xexpanding xby xa xhealthy x14.8% x xthe xfastest xpace xof xgrowth
x since x

2010-11.

While xstrong xdemand xfor xscooters x(contributed x27% xto xdomestic x2W xindustry
x sales xvolumes xin x5m x2014-15) xhas xbeen xthe xprimary xdriving xforce xbehind xoverall x2W
x industry xexpansion xin xthe xlast xthree xyears, xthe xmotorcycle xsegment's xcontribution xto x2W
x industry xgrowth xtoo xgained xforce xin x5m x2014-15 xby xvirtue xof xgreater xreplacement
x demand xand xnew xmodel xlaunches xby xvarious xOriginal xEquipment xManufacturers
x (OEMs). xVolume xgrowth xof xscooters xat x30.7% xin x5rri x2014-15 xstays xrobust; xstrong
x segment xgrowth xover xthe xyears xinduces xproliferation xof xnew xmodel xlaunches.
 In xthe xlast xfive xyears, xthe xshare xof xscooters xin xtotal xdomestic x2W xsales xvolumes
x has xincreased xfrom x15% xin x2008-09 xto x24% xin x2013- x14 x(27% xin x5m x2014-15). xIn
x terms xof xrecent xtrends, xwhile xdomestic xmotorcycle xsales xvolumes xgrew xby x10.0% x xin
x 5m x2014-15, xthe xvolumes xof xscooters xexpanded xby xa xrobust x30.7% x xduring xthe xsame
x period. xThe xfast xexpansion xof xthe xscooter xsegment's xpie xhas xencouraged xmost xOEMs xin
x India xto xlaunch xnew xmodels xto xcapitalize xon xthe xgrowing xopportunity xoffered xby xthis
x segment. xIn x2012- x13, xthree xnew xscooter xbrands xwere xlaunched xin xIndia, xbut xthe xcount
x of xnew xbrands xintroduced xincreased xto xsix xin x2013-14; xand xin x5m x2014-15, xalready xfour
x new xmodels xhave xbeen xlaunched xby xvarious xOEMs xwith xmore xbeing xin xthe xpipeline.
Compared xto xmotorcycles x(targeted xat xmales), xthe xpenetration xof xscooters
x (targeted xat xboth xmales xand xfemales) xremains xlower xby xa xfactor xof x3-4 xtimes xwhich xhas
x been xone xof xthe xprimary xdrivers xof xdemand xfor xscooters xas xpositioning xof xthis xproduct
x segment xhas xbecome xsharper. xAs xscooters xget xincreasingly xtargeted xat xboth xthe xsexes
x and xas xmore xwomen xadopt xmobile xlifestyles, xthe xcase xfor xcontinued xpenetration-led
x growth xfor xthe xscooters xsegment xremains xstrong. xThe xincreased xsupply xpush xin xthe xform
x of xnew xscooter xlaunches xshould xonly xadd xto xthe xgrowth xmomentum.
Motorcycle xsales xvolume xgrowth ximproved xin x5m x2014-15, xbut xhigh
x penetration xin xaddressable xincome xsegment xto xremain xan xoverhang xOver xthe xlast xthree
x years, xmotorcycle xsegment xvolumes xhave xgrown xonly xat xa xmoderate xCAGR xof x5% xas
x slowdown xin xIndia's xeconomic xgrowth xand xpersistently xhigh xinflation xweighed xon
x disposable xincome xof xbuyers, xparticularly xthose xwho xbuy xentry xsegment x(at xprice xpoint
x near xRs. x40,000) xand xexecutive xsegment x(in xprice xrange xof xRs. x45,000-50,000) xbikes.
x Thus, xpressure xon xhousehold xincome xgrowth xleading xto xreduction xin xproportion xof xfirst-
time xbuyers xweighed xon xdemand xfor xmotorcycles. xHowever, xthe xrecent xuptick xin xsales
x volumes xof xmotorcycles, xreflected xin xgrowth xof x10.0% xYoY xin x5m x2014-15, xdoes
x insinuate ximproved xgrowth xprospects xfor x2014-15. xWhile xmotorcycle xvolumes xin x2014-
15 xmay xindeed xgrow xfaster xthan xthe xCAGR xof xlast xthree xyears, xin xour xview, xthis xwould
x largely xbe xdriven xby xincrease x x in xreplacement xdemand xand xincremental xwholesale
x volume xcontribution xof xnew xmodels.
 COMPANY PROFILE

ROYALi ENFIELD
iIndustry - motor cycles, bicycles, lawn movers

iSuccessor - Royal Enfield (India )

iFounded - 1893. As on Enfield Manuf. co.ltd

iDefunct - 1971

HeadiQuarters - Redd itch, England

KeyiPeople - Albert Eadie, Robert Walker Smith

iProducts - Royal Enfield clipper, crusader, Bullet..,

iCEO - Venki Padhmanabhan

 COMPANY OVERVIEW: I

In i1893, ithe iEnfield iManufacturing iCompany iLtd iwas iregistered ito imanufacture ibicycles
i by i1893, ias iEnfield iManufacturing iCo. iLtd. iBy i1899, iEnfield iwere iproducing
i quadricycles i[ iwith iDe iDion iengines iand iexperimenting iwith ia iheavy ibicycle iframe ifitted
i with ia iMinerva iengine iclamped ito ithe ifront idown itube. iIn i1912, ithe iRoyal iEnfield iModel
i 180 isidecar icombination iwas iintroduced iwith ia i770 icc iV itwin iJAP iengine iwhich iwas
i raced isuccessfully.

Royal iEnfield imotorcycles imade iin iEngland iwere ibeing isold iin iIndia ifrom i1949.
i In i1955, ithe iIndian igovernment ilooked ifor ia isuitable imotorcycle ifor iits ipolice iand iarmy,
i for ipatrolling ithe icountry's iborder. iThe iBullet iwas ichosen ias ithe imost isuitable ibike ifor ithe
i job. iThe iIndian igovernment iordered i800 i350 icc imodel iBullets. iIn i1955, ithe iRedditch
i company ipartnered iwith iMadras iMotors iin iIndia ito iform i'Enfield iIndia' ito iassemble, iunder
i licence, ithe i350 icc iRoyal iEnfield iBullet imotorcycle iin iMadras i(now icalled iChennai). i

The ifirst imachines iwere iassembled ientirely ifrom icomponents ishipped ifrom
i England. iRoyal iEnfield iare ithe imakers iof ithe ifamous iBullet ibrand iin iIndia. iEstablished iin
i 1955, iRoyal ifamous ifor itheir ipower, istability iand ifugged ilooks. iIt istarted iin iIndia ifor
i Enfield i(India) iis iamong ithe ioldest ibike icompanies.. iBullet ibikes iare ithe iIndian iArmy
i 350cc ibikes iwere iimported iin ikits ifrom ithe iUK iand iassembled iin iChennai.

After ia ifew iyears, ion ithe iinsistence iof iPandit iJawaharlal iNehru, ithe icompany
i started iproducing ithe ibikes iin iIndia iand iadded ithe i500cc iBullet ito iits iline. iWithin ino itime.
i Bullet ibecame ipopular iin iIndia.

Bullet ibecame iknown ifor isheer ipower, imatchless istability, iand irugged ilooks. iIt
i looked itailor-made ifor iIndian iroads. iMotorcyclists iin ithe icountry idreamt ito idrive iit. iIt iwas
i particularly ia ifavourite iof ithe iarmy iand ipolice ipersonnel.

In i1990, iRoyal iEnfield iventured iinto icollaboration iwith ithe iEicher iGroup, ia
i leading iautomotive igroup iin iIndia, iin i1990, iand imerged iwith iit iin i1994. iApart ifrom ibikes,
i Eicher iGroup iis iinvolved iin ithe iproduction iand isales iof iTractors, iCommercial iVehicles,
i and iAutomotive iGears.

Royal iEnfield imade icontinuously iincorporating inew itechnology iand isystems iin iits ibikes.
i In i1996, iwhen ithe igovernment iof iIndia iimposed istringent inorms ifor iemission, iRoyal
i Enfield iwas ithe ifirst imotorcycle imanufacturer ito icomply. iIt iwas iamong ithe ifew
i companies iin iIndia ito iobtain ithe iWVTA i(Whole iVehicle iType iApproval) ifor imeeting ithe
i European iCommunity inorms. iToday, iRoyal iEnfield iis iconsidered ithe ioldest imotorcycle
i model iin ithe iworld, ispanning i3 icenturies iand istill iin iproduction iand iBullet iis ithe ilongest
i production irun imodel.

BRANCH SIDE VIEW:

Name ofithe company : Sanjeevini Automobiles

Dealers in : Two Wheeler Bikes
Dealers Name : Sanjeevini automobiles Pvt. ltd
Year of Incorporation : 2012
Managing Director : Prabhanjan
Nature of firm : Partnership
Address : Ananthapur Road, BALLARI
 THE BEGINNING:
z

The zEnfield zCycle zCompany zmade zmotorcycles, zbicycles, zlawnmowers zand

z stationary zengines zunder zthe zname zRoyal zEnfield zout zof zits zworks zbased zat zRedditch,
z Worcestershire. zThe zlegacy zof zweapons zmanufacture zis zreflected zin zthe zlogo zcomprising
z the zcannon, zand zthe zmotto z"Made zlike za zgun". zUse zof zthe zbrand zname zRoyal zEnfield zwas
z licensed zby zthe zCrown zin z1890.

THE EARLY YEAR

z z

 In z1909 zRoyal zEnfield zsurprised zthe zmotorcycling zworld zby zintroducing za zsmall

z Motorcycle zwith za z2 zXA zHP zV ztwin zMotosacoche zengine zof zSwiss zorigin.

 In z1911 zthe znext zmodel zwas zpowered zby za z2 z3A zHP zengine zand zboasted zof zthe

z well zknown zEnfield z2-speed zgear.

 In z1912 zcame zthe zJAP z6 zHP z770. zCC zV ztwin zwith za zsidecar zcombination. zIt zwas

z this zmotorcycle zwhich zmade zEnfield za zhousehold zname.

 1914 zsaw zthe z3 zHP zmotorcycles zthis ztime zwith zEnfield's zown zengine zwhich znow

z had zthe zstandardised zEnfield zpaint zscheme zof zblack zenamelled zparts zand zgreen

z tank zwith zgold ztrim.

 Royal zEnfield zmotorcycles zmade zin zEngland zwere zbeing zsold zin zIndia zfrom z1949.

 In z1955, zthe zIndian zgovernment zlooked zfor za zsuitable zmotorcycle zfor zits zpolice

z and zarmy, zfor zpatrolling zthe zcountry's zborder.

 The zBullet zwas zchosen zas zthe zmost zsuitable zbike zfor zthe zjob.

 The zIndian zgovernment zordered z800 z350 zcc zmodel zBullets.

  In z1955, zthe zRedditch zcompany zpartnered zwith zMadras zMotors zin zIndia zto zform

z 'Enfield zIndia' zto zassemble, zunder zlicence, zthe z350 zcc zRoyal zEnfield zBullet

zmotorcycle zin zMadras z(now zcalled zChennai).

 An zindependent zmanufacturer zsince zthe zdemise zof zRoyal zEnfield zin zEngland,

z Enfield zIndia zstill zmakes zan zessentially zsimilar zbike zin z350 zcc zand z500 zcc zforms

z today, zalong zwith zseveral zdifferent zmodels zfor zdifferent zmarket zsegments.

 In z1994, zEicher zGroup zbought zinto zEnfield zIndia.

 In zlate z1995, zthe zEnfield zIndia zfirm zacquired zthe zrights zto zthe zname zRoyal

z Enfield. zRoyal zEnfield zof zIndia znow zsells zmotorcycles zin zover ztwenty zcountries.

z VISION AND MISSION:

z z

VISION:

To zbe zrecognized zas zthe zindustry zleader zdriving zmodernization zin zbiking zin zIndia
z and zthe zdeveloping zworld.

MISSION:

Aims zto zcontinuously zimprove zbiking zefficiency zin zIndia zand zdeveloping
z markets. zCustomers zare zthe zintegral zpart zof zthe zorganization zand zcreating za zfamily zof
z Bikers zbond.
 QUALITY

In zthe zquality zdepartment, zon zgoing ztests zand zchecks zare zdone zin zeach zarea
z to zensure zthat zthe zvehicle zexceeds zrequired zspecifications zand zis zassembled
z properly. zCheckpoints zare zset zup zin zall zareas zto zensure zthat zdefects zare znot zpassed
z through zthe zprocess zquality zactivities zfor zthe zengine zinclude zan zengine
z performance ztest, zpart zmeasurement zand zanalysis. zA zsystematic zand zstrict zquality
z validation zprocess zis zapplied zto zparts zsuppliers zfor zbetter zpart zquality.

Continuous zquality zimprovement zactivities zare zimplemented zthrough zall

z production zprocesses zfor zcustomer zsatisfaction.

PRODUCTION CONTROL Z

In zthe zproduction zdepartment, zHMMA zmanages zwhole zsupply zchain

z activities zand zthe znetwork, zbeginning zwith zour zcustomer zorder, zmoving zfrom
z suppliers zto zmanufactures, zthere zdistributors zto zdealers, zand zthen zcustomers zalong
z a zchain. zIt zis zimportant zto zvisualize zinformation zand zproduct zflow zalong zboth
z directions.
The zenergy zof zthe zend-to-end zsupply zchain zis zfocused zand zfully
z synchronized zlike za zflow zof zwater, zin zorder z“ zTO zPROVEDE zPRODUCTS
z THAT zSELL z“ zin zthe zend zcustomer zmarket. z
 KEY EMPLOYES

I) ADMINISTRATIVE DEPARTMENT:
The administrative department has the
 Top management
 Accounting department
 Sales department
 Business development department
 Clerical department
 Other posts

TOP MANAGEMENT
A. Generalimanager:
Responsibleifor theioverall operationiand functioningiof the organization
B. Salesimanager:
Responsibleiforihiring, trainingiand managingithe salesiconsultants.
C. Purchasingimanager:
Responsibleifor entireiinventory controliof theiorganization.
D. Businessidevelopmentimanager:
Worksiwith departmentimanagers toidevelop administericustomerirelations.
E. Inventory manager
Responsible for maintaining the integrity of vehicle inventory.
F. Service manager
Responsibleifor managingian auto serviceioperation withimaximumicustomer
focusion efficientihigh qualityirepairs.
G. Assistant Parts manager
Responsible for maintaining the pats of inventory for all types of vehicles
H. Business officeimanager
Responsibleifor theimanagement ofioperation ofithe businessioffice andidirectives
supportingia teamiof contractiassociates.
 ORGANISAZATION STRUCTURE

Proprietor
Administrator

Accounts Marketing Service dept

dept dept

Service
Accounts manager Sales manager manager

Service
Sales executives
supervisor

Technicians
 PROFILE OF THE PRODUCTS
I I I

 Royal Enfield Bullet 350

i i i

One ican ibe ia ipart iof iclassical iprominence iby ihaving ia iride ion iRoyal iEnfield iBullet
i 350, imacho ibike iwhich iis istylish ias iwell. iThe ibrawny iis iladen iwith iplenty iof iattention
i grabbing ifeatures ilike itraditional idesigning, iastonishing ipower iof i18 ibhp ifrom iair icooled,
i 4 istroke iengine, ilarge iwheels, iand ibetter isitting- ifor isuperior iriding. iThis ihas ibeen ithe
i classical ioffering ifrom iRoyal iEnfield iand ithe iengineering iand ithe idesign ihas iremained
i unchanged iover ithe iyears. iIt ihas iremained ithe iflagship iproduct iwith ithe iother iproducts
i being iperceived imore ias iderivatives iof ithis imotorcycle irather ithan istandalone iproducts.

 Royal iEnfield iBullet i500 i(Cast iIron)

Royal iEnfield iBullet i500 iis ia iclassic ibike ihaving ivintage istyling. iThe ibike ihas ihand
ipainted ipin istripes, ia i4-speed itransmission, idouble ileading ibikes ifront ibrake iand iwas

itouted ias ithe ipowerhouse imodel iwith ia iwhopping i27 ibhp ioutput. iWhile ithe ibike ilooked

imostly isimilar ito ithe iStandard i350cc ioffering, iits ibigger iengine imade iit ia imore ipotent

ivehicle ito ihave ion ilong irides.

  Royal qEnfield qBullet qElectra q4S

Royal qEnfield qmotorcycles qwere qrenowned qfor qhaving qproblems qstarting qbecause qof
q their qCB qPoint qIgnition qsystems. qIn qan qattempt qto qbreak qthis qnegative qimage, qthe
q company qcame qup qwith qElectra. qElectra qwas qin qeffect qa qStandard q350cc qbut qhad qa qCDI
q Ignition qsystem. qThis qpaved qthe qway qfor qthe qnewer qbikes qfrom qRoyal qEnfield qwhich
q now qhave qDigital qTCI qas qa qa qpart qof qthe qstandard qpackage.

 Royal qEnfield qLightning q535

Looking qfor qan qimage qmakeover qback qin q2001, qEnfield qcame qup qwith qLightning. qIt
q was qa qLimited qEdition q535cc qmotorcycle. qThe qsingle-cylinder, qair-cooled q535cc qengine
q was qthe qlargest qSCAC qengine qfor qany qmotorcycle qin qthe qworld. qThe qbike qreceived
q limited qacceptance qamongst qusers qand qwas qdiscontinued qafter q2006 qbut qit qsucceeded qin
q rebuilding qthe qpower-bike qimage qof qRoyal qEnfield qamongst qthe qenthusiasts. q
  Royal qEnfield qBullet qElectra q5S

With qElectra q4S qreceiving qquite qa qlot qof qacceptance, qRoyal qEnfield qdecided qto qadd qa
q few qmore qfeatures qto qalign qthemselves qwith qthe qmore qcontemporary qmanufacturers.
q From qa qright qhand qside q4-speed qgear qshift, qthey qmoved qto qa qleft-hand qside q5-speed qgear
q shift. qDisc qbrakes qalso qmade qan qentry, qwith qthe q280mm qdisc qbeing qthe qlargest qin qthe
q country. qThis qhas qbeen qone qof qthe qmost qsuccessful qmodels qfrom qRoyal qEnfield qand qwas
q to qa qlarge qextent qresponsible qfor qthe qrevival qof qthe qbrand qduring qthe qturn qof qthe
q millennium.
  Royal qEnfield qBullet qMachismo

Machismo qis qRoyal. qEnfield's q"chrome qmonster*. qResplendent qwith qchrome, qthey
q are qavailable qin qboth q350ce qand q500cc qvariants. qThey qwere qthe qfirst qbikes qto qhave qthe
q how qlegendary qLean qBurn qAVL qEngines. qThese qwere qthe qresult qof qRoyal qEnfield's
q collaboration qwith qan qAustrian qEngine qmanufacturer. qAVL.

 Royal qEnfield qThunderbird qBike

Royal qEnfield qThunderbird qis qa qpowerful qbike qwhich qfor qthe qfirst qtime qbroke qoff
q from-the' q'Bullet' qlook. qThey qwere qmodeled qsimilar qto qthe qcruisers qavailable qworldwide
q and qwere qpositioned qas qa qtourer's qchoice. qIt qhas qdeveloped qinto qa qstrong qmarquee qitself
q and qcontinues qto qremain qa qbrand qname qdespite qengineering qchanges qthat qwent qinto qit. qIt
q started qas qa q350cc qAVL qSingle- qSpark qEngine. qToday qthe qThunderbird qTwin qspark qis qa
q 350cc qUnit qConstruction qTwin qspark qEngine qwith qabout q20 qbhp qoutput.
  Royal qEnfield qClassic

In q2008. qRoyal qEnfield qunveiled qits qlatest qofferings q- qthe qClassic q350 qand qthe
q Classic q500.Styled qin qthe qvintage q50's qlook, qthey qcame qwith q18 qinch qtyres, qUnit
q Construction qengines qand qthe qlook qand qfeel qof qa qvintage. q• qPriced qat q1.3 qlakhs qand q1.7
q lakhs qrespectively, qthe q350cc qand qthe q500cc qvariants qare qslowly qgaining qpopularity
q amongst qusers qfor qthe qlower qride qheight, qthe qgreater qpower qand qabove qall, qthe qvintage
q feel qof qthe qbike.

Royal qEnfield qis qthe qoldest qsurviving qbrand qof qmotorcycles qin qthe qworld. qWith qits
q heritage qas qa qweapons qmaker qand q'Made qlike qa qgun* qas qtag qline. qRoyal qEnfield qstarted
q in qthe q1890s qmaking qbicycles, qlawn qmowers qand qmotorcycles qin qEngland.

Since qthe q1940s, qthe qcompany qhasn't qmuch qaltered qthe qtechnology qin qthe qsingle-
q cylinder qengined qtwo-wheelers qexcept qfor qmodern qfeatures qsuch qas qdirect qfuel qinjection
q and qswitch qignition. qThe qBritish qmilitary qused qthe qbikes, qincluding qthe q'Flying qFlea'
q designed qfor qparachute qdrops qwith qairborne qtroops qduring qthe qSecond qWorld qWar.The
q manufacturer qEnfield
 India qwas qbought qover qby qEicher qMotors qLimited qin q1994. qThe qbrand qis qnow
q owned qby qEicher qMotors. qThus, qit qis qnow qan qIndian qbrand. qThe qlegacy qof qweapons
q manufacture qis qreflected qin qthe qlogo, qa qcannon, qand qtheir qmotto q"Made qlike qa qgun,
q goes qlike qa qbullet". qUse qof qthe qbrand qname qRoyal qEnfield qwas qlicensed qby qThe qCrown
q in q1890.

STORES IN WORLD WIDE

 Dealing with 45 countries across the world.

 1145 Showrooms across the country.

 285 stores of Royal Enfield across the India.

FEATURES OF BULLET

 Royal Enfield 500cc.

 No Carborater.

 Fuel Engines.

 Single Cylinder

 Average 25 -30

 Bhp27.2

 1.71 Lacs on road with 1 year Insurance.

ENGINE
• wType - single wcylinder, w4 wstroke, wTwinspark

• wDisplacement - 499cc

• wBore wX wStroke - 84mm w* w90 wmm

• wCompression wRatio - 8:5:1

• wMaximum wPower - 27.2bhp w@ w5250 wrpm

• wMaximum wTorque - 41.3 wNm w@ w4000 wrpm

• wIgnition wSystem - Digital wElectronic wIgnition w

• wClutch - Wet, wmulti w- wplate

• wGear wBox - 5 wspeed wconstant wmesh

• wLubrication - wet wstump w

• wEngine wOil - 15W w50API, wSL wGrade wJASO wMA

• wFuel wSupply - Keihin wElectronic wFuel wInjection w

• wAir wCleaner - paper welement

• wEngine wStart - Electric/kick

SWOT ANALYSIS:
w w

Strength:

 Oldest bike brand

w w

 High performance and high comfort.

w w w w

 Used on large scale for military.

w w w w w

Weakness:
 Not wtoo wpopular win wurban wareas.
 To wbulky

Opportunity:
 Tap wthe wurban wmarket
 More wbrand wvisibility

Threat:
 Threat wfrom wcompetitors w( wAvenger wand wkarizma w)

COMPETITORS

 Bajaj Auto limited.

 Yamaha.
 Suzuki.
 Honda.
 Hero
 TVS etc.
 FUTURE GROWTH AND PROSPECTS
I I I

 Growth iin itwo-wheeler idemand iwould icome imainly ifrom irising ipopulation iin
i relevant iage iand iincome igroups, iand iincreasing iuse iof ipersonal itransport.
 The iStar ibrand istands ito igain ifrom ithis ifactor, ithough ithe icurrent iretail ifinance
i situation imay ihinder iits igrowth iin ithe icurrent iyear.
 iCompany iis igaining ipopularity iwith ithe i4 istroke isegment. iTo ikeep ithese
i customers iwho iare ivery iconscious iabout istyle iand iperformance, ifrequent irefreshes
i and iupgrades iare irequired. iThe iCompany iwill ilaunch imore i4-stroke ivehicle ito
i enhance iits ipresence isituation iin ithis isegment.
 iThe iCompany ihas ia istrong ipresence iin ithe i500 icc iin i4-stroke isegment. iHowever,
i the iCompany iis icurrently iabsent iin ithe ilarge i i2-stroke isegment i.
 FINANCIAL STATEMENT
BALANCE SHEET

i Mar 'i17 i Mar ' 16 i Mar ' 15 i Mar ' 14 i Mar ' 13

Sources i of i funds

Owner's i fund

Equity i share i capital #61.38 ##61.38 #61.38 #61.38 #61.38

Share iapplication money #- #- #- #- #-

Preference i share i capital #- #- #- #- #-

Reservesi&isurplusi #1,177.06 #1,106.38 #1,039.40 #969.58 #1,042.92

Loanifunds

Securediloans #507.86 #535.64 #661.65 #656.09 #637.30

Unsecurediloans #671.25 #555.00 #577.09 #350.00 #363.27

iTotal #2,417.55 #2,258.41 #2,339.53 #2,037.05 #2,104.87

Usesiofifunds

Fixediassets

Grossiblock #1,846.37 #1,813.09 #1,784.71 #1,846.34 #1,825.30

iLess : revaluationireserve #- #- #- #- #-

iLess : iaccumulated
idepreciation #1,264.10 #1,201.66 #1,110.93 #1,012.06 #958.08

Netiblock #582.27 #611.42 #673.78 #834.28 #867.22

 i Mar 'i17 i Mar ' 16 i Mar ' 15 i Mar ' 14 i Mar ' 13

Capitaliwork-in-progress #196.76 #167.40 #157.72 #144.88 #121.75

iiInvestments #834.45 #708.68 #770.18 #744.85 #777.30

Neticurrentiassets

Currentassets, iloans &

iadvances #1,850.62 #1,695.80 #1,439.50 #1,297.11 #1,276.56

Less : currentiliabilities &

iprovisions #1,046.56 #924.89 #701.65 #984.06 #937.95

Totalinet currentiassets #804.06 #770.91 #737.85 #313.05 #338.61

Miscellaneousiexpensesinot
iwritten #- #- #- #- #-

iTotal #2,417.55 #2,258.41 #2,339.53 #2,037.05 #2,104.87

iNotes:

Bookivalue ofiunquoted
iinvestments #792.43 #689.67 #710.07 #735.34 #729.00

Marketivalue ofiquoted
iinvestments #47.31 #24.42 #61.73 #9.51 #48.35

Contingentiliabilities #237.42 #260.20 #256.49 #260.61 ##255.52

Numberiofiequity
sharesioutstandingi (Lacs) ##613.81 ##613.81 ##613.81 ##613.81 #613.81
 CHAPTER-2
THEORITICAL BACKDROP i

Concept iof iMotivation

Various ischolars iand ithe ilaymen ihave itheir iown iconcept ito imotivation iviz., imotives, ineed,

i wants, idrives, idesires iand iwishes, iincentives ietc., iwhile idefining imotivation. iThe iterm

i motive ihas ibeen idescribed irestlessness, ia ilack, ia iyen, ia iforce. iWhen ia iperson iin ithe igrip iof ia

i motive, ithe iorganism idoes isomething ito ireduce ithe irestlessness, ia iremedy ito ilack, ito

i alleviate ithe iyen iand ito imitigate ithe iforce. i(Fillmore, i1970). iThe iterm imotivating iimplies

i that ione iperson iinduces ianother ito iengage iin ian iaction iby iensuring ithat ia ichannel ito isatisfy

i the imotive ibecomes iavailable iand iaccessible ito ithe iindividual. iThe iterm imotivation iis

i different ifrom imotive iand imotivating iwhile ithe imotive iis ienergiser iof iaction imotivation iis

i the ichannelisation iand iactivation iof imotives, imotivation iis ithe iwork ibehaviour iitself.

i Motivation idepends ion imotives iand imotivating. i(L.M. iPrasad, i2004). i

NATURE OF MOTIVATION I I

L.M. iPrasad i(2004) ias icharacterised ithe inature iof imotivation ias ifollows.

 Motivation iis ibased ion iindividuals, iwhereas imotives iare ialso iquite iinternal ito ithe

i individual.

 iMotivation iis iaffected iby iway ithe iindividual iis imotivated i

 iMotivation ileads ito iachievement iof ia igoal idirected iby ithe ibehaviour.

 Motivation iis irelated ito isatisfaction. iSatisfaction iis ia iconsequence iof irewards

i and ipunishment ireceived iby ian iindividual iin ithe ipast. i

 iWhen ia iperson iis imotivated ihe iis imotivated iin itotality iand inot iin ipart. i
  iMotivation iis ia icomplex iprocess, ibecause ithe itypes iof ineeds iand imethod iof

i achieving ithe ineeds idiffers ifrom iperson ito iperson iand ieven ifor ithe isame iperson

i changes ifrom itime ito itime. i

 iThe iindividuals isometime imay inot iaware iof itheir ineeds iand iways ito ifulfill itheir

i needs. i

 Employee ibehaviour imay inot iarise ibecause iof ione ispecific ineeds ibut iit imay iarise

i due ito ivarious iother ineeds. i

 Goal idirected ibehaviour imay inot ilead ito igoal iattainment.

I IMPORTANCE IOF IMOTIVATION

Every iorganisation iis ifocusing ion ioptimum iutilisation iof iavailable ihuman, imonetary

i and iphysical iresources. iThe iusage iof imonetary iand iphysical iresources idepends ion ithe

i interest ipeople ihave ion ithe iwork iassigned ito ithem. iMotivation ienables ipeople ito

i convert iphysical iand ifinancial iresources iinto iuseful iproducts iand iservices. iIt ihelps ithe

i organisation ito iget ithe ibest iout iof iits ihuman iresources. iMotivation itriggers iemployees

i to iperform itheir ijob ienergetically. iEmployee iperformance iand ioutcome iis inot ionly

i based ion iskill iand iability iof iindividuals ibut ialso ion ienthusiasm iand iwillingness.

i Motivation iis ian iaction iwhich ilinks ithe ioverall iefficiency iand ioutput iof iany iwork

i related iactivity imade iby iindividuals. iThis iaction ikeeps ion ireducing ithe ientire icost iof

i the ioperations iand itasks iinvolved iin ithe iorganisation. iMotivation isources ithe

i committed ibehaviour iamong iemployees iand iassists iemployees ito ishow ithe idesired

i path iin itheir icareer iladder iand iassures irewards itoo. iThe iorganisation ishould

i understand ithe ipriorities iand ineeds iof itheir iown iemployees iand idesign ia isuitable

i compensation iand iother iincentive isystems iand iassure ithe iaccomplishment iof istated

i goals iin ia icomprehensive imanner. iIf iemployees iare inot imotivated iappropriately, ithe
i basic ifunctions iof imanagement isuch ias iplanning, iorganising iand istaffing ifunctions

i will inot ibe itranslated iin ito idesired iaction. iMotivation iengages iand imakes iemployees

i bind icloser ito itheir iorganisation. iWhen ithe ibasic ineeds iof iemployees iare isatisfied

i with iclear icareer iplans, iremuneration ipackage iand iincentives ietc., ithe icommitment

i towards itheir iwork igets imultiplied iwhich iresults iin ihigh imorale, iloyalty iand imutual

i bond iwith itheir iemployers. iEmployees ido itheir iwork iwith ia ilot iof icommitment iand

i are idissuaded ifrom ileaving itheir iorganisation. iThis iensures ireduced iemployee

i turnover iand ifocuses ion ienhanced iorganisational iperformance iand ireduces

i absenteeism iand ineed ifor isupervision.

I MOTIVATING FORCES I

Creating ia iwork ienvironment ithat ican iautomatically imotivate iemployees iis ione iof ithe

i toughest ichallenges ithat ievery iorganization ifaces itoday. iEach iemployee iand itheir

i perception itowards imotivation iis iunique iin inature.

According ito ithe iresearch iconducted iby iNancy iLeonard, iLaura iBeauvais iand iRichard

i Scholl i(1999) ifive ibasic itypes iof imotivation iexisting iamong iemployees iare

i unearthed. iThey iare iof i‘intrinsic iprocess’ imotivation iin iwhich iemployees iget iengaged

i with ifun iand ienjoyment iin iworkplace. iEmployee iwho icomes iunder i‘extrinsic

i motivation’ iresponds ibest ito idirect iincentives. iFor ithem, irewards iand irecognition iis

i the iprime ifactor iof imotivation. i‘External iself iconcept’ ibased iemployees ithrive ion

i public irecognition iand ifeedback. iEmployees ibelonging ito i‘internal iself iconcept’ iare

i driven imore iby itheir iown isuccess iand irespect. i‘Goal iInternalization’ ibased

i employees iseek imotivation ithrough iachievement iof igoals. iThe iresearch iconducted iby
i Ken iSundheim i(2013) ion i“What imotivates ipeople” ihas ithrown ilight ion iemployee

i expectations iin ithe iwork iplace. iVarious istudies ihave ishown ithat ifor iemployees ito ibe

i motivated, icertain ifactors isuch ias ipay, iworking iconditions iand ijob isecurity ineed ito ibe

i present iin itheir iwork. iWithout ithese, ieven ia igood iemployee imay inot iproduce idesired

i performance iresults. iWhen iemployees iare ihaving ifear iof ilosing itheir ijob, ithey iwill

i have iless iinterest iand idrive ito ifinish itheir iday ito iday itasks ieffectively iand iefficiently.

Even ithough imoney iis ia imajor imotivating ifactor, istudies ihave ishown ithat ihow imuch

i it iis iimportant iin idoing ithe iwork icreatively iis ithe imost ipredominant idriver. iThe

i monetary irewards iadd ivalue ito itheir iperformance iwhich iassure ia iunique iway iof idoing

i things. iNext ito imonetary ibenefits, isome iemployees iare iin ineed iof imore ichallenges ito

i express iand iexhibit itheir icapabilities, iand iwilling ito ilearn iand iexplore inew iavenues.

i Laying itoo imany irules iand iregulations iand iformal iprocedures iwill ioften ihinder ithe

i level iof iemployee imotivation. i“The ientire imotivation iprocess ineeds ito ibe istructured

i and isystematized. iLow icompensation imay icreate ian iunsatisfied iand ivengeful

i workforce iand ialso iaffects iemployee imotivation iand iperformance. iWhen iemployees

i feel ithat ithey iare ibeing iinadequately ipaid iand irecognized, ithey iwill itend ito iexhibit

i counter iproductive iwork ibehaviour iat iwork iplace. iEmployees iwho iare iinvolved iin

i routine iwork ican ibe imotivated iby irewards iand ipunishment. iSometimes ihigher

i financial irewards imay ilead ito iundesirable iperformance. iSense iof iself, iself

i belongingness, iself iesteem iis ipredominantly imotivating icompared ito iexternal

i incentives iand imonetary ibenefits” i(Forbes i2013).

THEORIES F MOTIVATIONI I

From ithe iadvent iof ithe itwentieth icentury, imotivation ihas imigrated ifrom ithe idomain

i of iphilosophy iinto ithe inewly iemanated iscience iof ipsychology. iThen imotivation iwas

i viewed iwith ia ihedonistic iapproach, iwhere imotivation iwas ia ipleasure, iand ia isense iof

i satisfaction iof idesires. iTo iempirically iconfirm ithe idefinition iof imotivation ivia

i theories iand imodels, ibehavioural iscientists iworked ion ito isolve ithat iissue.

The iearly imodels iwere ibased ion iinstinct itheories, iwhich isuggest ithat iall ibehaviours

i are idriven iby iinstinct. iWilliam iJames i(1842- i1910) iand iMcDougall i(1871-1938)

i were ipioneers iin iexplaining ibehaviour iwith ithe ihelp iof iinstinctual idesires. iInstincts

i are iinnate ipatterns iof ibehaviour. iSince ivarious icriticisms iemerged iout iof iinstinct

i theories, iMurray i(1893-1988) irestated iinstinctual idesires ias ia ilist iof ipsychological

i needs. iThen ithe iapproach ichanged ito imodels ibased ion idrives. iThe idrive itheorists

i have iinitiated ithe iconcept iof ilearning ito istudy imotivation iand ifinally iconcluded ithat

i the iresultant ipresent ior ifuture ibehaviours iwere ilargely iinfluenced iby ithe irewards

i associated iwith ithe ipast ibehaviour. iAfter ithis, iseveral inew imodels ito idefine

i motivation iemerged iwhich iare icollectively icalled ias icontent itheories iwhich iare

i entirely ibased ion idrives iand ineeds.

Abraham iMaslow i(1908-1970) imade ian iimportant icontribution ito ithrow ilight ion

i motivation. iHe ianalysed ihuman ibehaviour iin ia idifferent imanner iand ihe iprioritized ithe

i needs isuch ias iphysiological ineeds, isafety ineeds, isocial ineeds, iesteem ineeds iand iself-

i actualization ineeds. iAfter iMaslow’s itheory, ipeople icame ito irealize ithe iimportance

i and ihierarchy iof ihuman ineeds iand iits iimpact ion imotivation.
Maslow iargued ithat ithe ifirst ithree ineeds ion ithe ilist irepresent ideficiency ineeds ithat ipeople

i must imaster ibefore ithey ican idevelop iinto ia ihealthy ipersonality, iwhile ithe ilast itwo

i represent igrowth ineeds ithat irelate ito iindividual iachievement iand ithe idevelopment iof

i human ipotential.

Vroom i(1964) ipresented ithe ifirst isystematic iformulation iof iexpectancy itheory ias iit irelated ito

i the iworkplace. iHe iargued ithat iemployees itend ito irationally ievaluate ivarious ion-the-job iwork

i behaviours i(e.g., iworking iharder) iand ithen ichoose ithose ibehaviours ithey ibelieve iwill ilead ito

i their imost ivalued iwork-related irewards iand ioutcomes i(e.g., ia ipromotion). iThe iattractiveness

i of ia iparticular itask iand ithe ienergy iinvested iin iit iwill idepend ia igreat ideal ion ithe iextent ito

i which ithe iemployee ibelieves iits iaccomplishment iwill ilead ito ivalued ioutcomes. iPorter

i and iLawler i(1968) iexpanded iVroom's iinitial iwork ito irecognize ithe irole iof iindividual

i differences i(e.g., iemployee iabilities iand iskills) iand irole iclarity iin ilinking ijob ieffort ito

i actual ijob iperformance. iPorter iand iLawler ialso iclarified ithe irelationship ibetween

i performance iand isubsequent isatisfaction, iarguing ithat ithis irelationship iis imediated iby

i the iextent iand iquality iof ithe irewards iemployees ireceive iin iexchange ifor igood ijob

i performance. iFinally, iPorter iand iLawler iincorporated ia ifeedback iloop ito irecognize

i learning iby iemployees ifrom ipast irelationships. iThat iis, iif isuperior iperformance iin ithe

i past ifailed ito ilead ito isuperior irewards, ifuture iemployee ieffort imay isuffer ias iincentives

i and ithe ireward isystem ilose icredibility iin ithe iemployee's ieyes.

CONTENT THEORIES OF MOTIVATION- AT A GLANCE

I I I I I I

Content itheory ideals iwith ihuman ineeds iwhich ichange iover ia iperiod iof itime. iIt iexplains

i specific ifactors irelated ito imotivation. iThey iare ispecifically iproviding ifocus ion

i contextual iframework iwhich ideals iwith iindividual imotivation. iContent itheory iincludes
i the iwork iof iAbraham iMaslow, iHerzberg, iDavid iMcClelland iand iAlderfer iERG iTheory.

i All ithese icontent itheories ihave isome icommonalities ibetween ithem. iOne iis ian iextension

i of ianother. iA icomparison iof ithese ifour icontent itheories ican ibe iseen iin ithe ifollowing

i figure i: i1.4.

Comparison iof iContent iMotivation iTheories

MASLOW’S NEED HIERARCHY THEORY

I I I

According ito iAbraham iMaslow, ihuman ibeings irarely ireach ia istate iof icomplete isatisfaction

i and ithat itoo ifor ia ishort itime ionly ithey istay iat ithat istage. iThe ineeds iare ia inever iending

i process iand ithey ican ibe iarranged iin ia ihierarchy. iHe ialso istated ithat iall ihuman ibeings ican

i have isame ineed ihierarchy ibut ithe ilevel iof ineed imay idiffer ifrom iperson ito iperson. iThe

i needs iwill iactually icause ia iparticular ibehaviour iand idepend iupon ithe igratification iand

i deprivation. iDeprivation iof ia ispecific ineed imay idirect ito i‘dominance’ iof ithat iparticular

i need. iGratification iof ithe ispecific ineed imay iactivate ia inext ihigher ineed iwhich ican ithen
i become ia idominant ineed. iThis iprocess iwill ibe ia inever iending iprocess iuntil ithe ientire

i need ihierarchy ihas ibeen igratified iand ithe iultimate iself iactualization iwill iget iactivated iat

i the iend.

Maslow’s iTheory iNeed iHierarchy iTheory

ERG iTheory
Clayton iP. iAlderfer i(1972) iis ian iAmerican ipsychologist iwho iextended iand ireformulated

i Maslow‟s itheory. iAs ia imatter iof ifact, ihis itheory ican ibe iconsidered ias ia ivariant iof

i Maslow‟s itheory. iHowever, icontradictory ito iMaslow, ihis itheory iwas ideveloped

i specifically ifor iexplaining iwork ibehavior iin iorganizational isettings i(Steers iet ial., i1996).

i Alderfer iargued ithat ithe ifive ineed icategories iin iMaslow‟s itheory icould ibe imerged iinto

i three imain icategories, ibeing i„Existence‟, i„Relatedness‟, iand i„Growth‟. iHence, ithe iname

i of ithe itheory i(ERG) iis iadopted ifrom ithe icombination iof ithe ifirst iletter iof ieach ineed

i category i(Hume, i1998).

The ineed iof i„Existence‟ irefers ito iall iforms iof ibasic imaterial iand iphysiological ineeds irequired

i to imaintain ihuman iexistence. iFor iexample, ithe ineed ifor ieating iand idrinking iand iother

i material ineeds iin ithe iwork isetting, ilike ithe ineed ifor ipay, ifringe ibenefits, iand iphysical isafety

i (Schneider iand iAlderfer, i1973). i„Relatedness‟ iis ithe ineed ifor imeaningful iinterpersonal

i relations iin ithe iwork isettings iwith isuperiors, ipeers, iand isubordinates.

However, ithe ibasic iquality ithat idistinguishes ithe irelatedness ineeds ifrom iexistence ineeds iis

i that ione ican inot isatisfy ithe irelatedness iapart ifrom iothers, ithus iit ican inot ibe isatisfied

i without imutuality i(Schneider iand iAlderfer, i1973). i„Growth‟ ineeds iare iassociated iwith ithe

i development iof ione‟s ipotential i(Steers iet ial., i1996). iSchneider iand iAlderfer i(1973:

Although ithe iERG itheory imay iseem ito ihave imuch iin icommon iwith ithe iwork iof iMaslow,

i his iwork ihas isome isubstantial idifferences. iAlderfer iagreed iwith iMaslow ithat iwhen ipeople

i satisfy itheir ilower ineeds, ithey itended ito imove iup ithe ihierarchy ifrom i„Existence‟ ineeds,

i to i„Relatedness‟ ineeds, iand ifinally ito i„Growth‟ ineeds. iHowever, iunlike iMaslow‟s

i hierarchy, iAlderfer iargued ithat iall idifferent ilevels iof ineeds imay ibe iactivated iand ioperated

i in ia igiven iperson iat ithe isame itime i(Huczynski iand iBuchanan, i2001). iTherefore, iany

i category iof ineeds ican ibe iactivated iwithout ithe icondition iof ifulfilling ithe iother ineeds. iIn

i other iwords, ithe iindividual ican ibe imotivated iby ihis idesire ifor imoney i(an iExistence ineed),

i interpersonal irelations i(a iRelatedness ineed), iand iby irecognition i(a iGrowth ineed)

i simultaneously i(Brooks, i2003). iAccordingly, ithe iorder iof ithe ineeds imay idiffer ifrom ione

i person ito ianother iaccording ito ihis ipreferences iand iown iframework.

The iflexibility iof ithe iERG itheory ienables iit ito iexplain ia iwider irange iof ihuman ibehavior.

i For iexample, iwhy isome ipeople iseek ito isatisfy itheir ineeds ifor iachievement ior irecognition,
i or ican iachieve ia ihigh ilevel iof iself-actualization ialthough ithey imay ihave ia ivery ilow isalary.

i Furthermore, iAlderfer‟s iERG itheory isuggests ithat ithere iis ialso ia ifrustration-regression

i sequence, ias iwhen ia ihigher ilevel ineed iremains iunfulfilled iand iit iappears idifficult ito ibe

i fulfilled, ithe iindividual imay iregress ito ilower ilevel ineed iwhich iwill idrive ihis ibehavior. iFor

i example, iif ian iindividual ican inot isatisfy ihis igrowth ineeds, ifrustration iregression ioccurs,

i causing ithe iindividual ito ifocus ion ifulfilling ihis irelatedness ior iexistence ineeds i(Steers iet

i al., i1996).

Overall, iERG itheory ican ibe iconsidered ias ia irefinement iof ithe ihierarchy ineed itheory; iit

i helps ithe imanagement ito iunderstand iits iemployees‟ ibehavior iand ito irealize ithat itheir

i employees ihave ia iset iof ineeds ithat ican ibe isatisfied isimultaneously. iAccordingly, ithey ican

i increase iemployees‟ imotivation iby iunderstanding ithe inature iof ithe irelationship ibetween

i these ineeds; ifor iexample, iif ithe imanagement ican inot isatisfy ithe igrowth ineeds iof itheir

i employees ithey ishould iredirect ithey iefforts itoward ithe iother itwo ineed icategories, ithen

i steps imust ibe itaken ito ifulfil ithe igrowth ineeds iagain i(Samson iand iDaft, i2002).

However, ifew iresearchers ihave iattempted ito iexamine ithe iERG itheory i(Steers iet ial.,

i 1996; iLuthans, i1995). iFor iexample, iOkpara i(1996) iinvestigated ithe ilevel iof ijob

i satisfaction iamong i600 iNigerian imanagers iand ifound ithat ipay i(an iExistence ineed) ihad ia

i significant ipositive iimpact ion imanagers‟ ijob isatisfaction, iand ithus itheir ijob

i performance. iIn ia isimilar istudy, iArnolds iand iBoshoff i(2002) iinvestigated ithe

i relationship ibetween ineed isatisfaction iand ijob iperformance iof i304 itop imanagers iand i213

i frontline iemployees iin ithe ibanking, iretail, isecurity iand ilegal iindustries iin iSouth iAfrica.

i They ifound ithat ihigher-order ineeds, isuch ias igrowth ineeds, ican imotivate iboth itop

i managers iand ifront-line iworkers iand ithus iincrease itheir ijob iperformance ithrough
i increasing itheir iself-esteem. iMoreover, iRauschenberger iet ial. i(1980) ihave iexamined

i both iMaslow iand iERG itheories iand ishow ia ihigh ipositive icoloration ibetween ithe

i different ineed icategories iof iboth itheories. iThis idisconfirms ithe idominance iconcept iof ithe

i hierarchy itheory iand, iat ithe isame itime, isupports ithe iERG itheory ithat iany icategory iof

i needs ican itake ipriority iover ithe iothers idespite ithe ifulfilment iof ithe iothers.

I RELATIONSHIPS BETWEEN DIFFERENT CONTENT THEORIES

I I I I

Despite ithe idifferences ibetween ithe ineed itheories idiscussed iin ithe iprevious isection, ithere

i are iseveral ipoints iat iwhich ithe itheories iintersect. i

 REVIEW OF LITERATURE
i i

Johri iPuja iand iMehrotra iSanjeev i(2014) ifrom itheir istudy ithey iconcluded
i that ivoluntary iwelfare imeasure ishould ibe iprovided ito iemployee. iThey istudy
i the ilevel iof iawareness iof iemployee iabout ithe ivarious iwelfare imeasures.

Bharti iP., iParul iand iAshok iKumar i(2013) istated ito iidentify iwhere iany
i relation iexists ibetween iwelfare iprovisions iand iemployee's isatisfaction. iHis
i study ialso ireviews ion iwelfare iprovisions iand iemployee's isatisfaction.

Sriniva iK. iT. i(2013) iin ihis istudy ifind iout ivarious iwelfare ifacilities iprovided iat
i the icompany i(Bosch ilimited iBangalore). iThe istudy idiscusses iextend iof
i awareness iamong ithe iemployee's iwith ivarious istatutory iand inon-statutory
i welfare imeasure. iIt iis ifound ithat imost iof ithe iwelfare ifacilities ilike imedical
i canteen, iworking ienvironment isafety imeasure ietc. iare iprovide iby icompany iand
i most iof ithe iemployee's iare isatisfied iwith ithe iwelfare ifacilities.

Mohan iReenu i& iPanwar i(2013) itheir ipaper iaims iat iproviding iinformation
i about ithe iemployee iwelfare ischemes iprevalent iin iretail istores iin iUdaipur
i region. iTheir istudies iprovided inot ionly iintra-mural ifacilities ibut ialso iextra-
mural ifacilities. iWading iup itheir iwelfare ipolicies iby iincluding ihealth iand
i enduing istandard iof ithe iemployee's iwhich ileads ito imalware iemployee's
i welfare ischemes iare ia imeans ito iimp ilone ithe iproductivity iand iefficiency iof ithe
i employee's. iThis ipaper iaims iat istudding ithe iretail isector iwhich iis iwinging iout
i innovating ischemes ito iplease iits italented iwork iforce iand iretain ithem iout ia
i longer itime iperiod.

Reshma iS. iBasuaraRajuDr. i(2013) ithe istatutory iwelfare imeasure iprovided iby idonimalai
i iron iore imine. iThey istudy ianalysis iand iinterpret iabout ithe istatutory iwelfare imeasures iin
i the iproposed isample iunit. iIt istated ithe iemployee's iwelfare iis ia icomprehensive iterm
i including ivarious iservices ioffered ito iemployees iof ithe iorganization.

SalariaPoonam&Salaria iSumit i(2013) ithe ianalysis iof itheir istudy iconcept iof iemployee
i welfare. iThe istudy iresultant ithat iemployee's iin iauto isector iare ihighly isatisfied iwith ithe
i intra-mural iwelfare imeasure.

ChaudharyAsiya iDr. i(2011) ithrough iher ipaper ishe iidentifies ithe iemployee iwelfare
i measure iin iIndian irailway, iher istudy ianalysis ithat iinadequacy iof ifinancial iresources iis ione
i of ithe iimportant ireasons ipointed iout iby irailway iin ilack iin iwelfare ifacilities iprovided ito
i customer. iBy ithe istudy isuggestion iare imade ithat iit imay ibe irailway iminimize ithe icost iof
i social iburden iand iapply ifor igovernment ifor ibetterment iof iwelfare iprovisions.

Venugopal iP. iDr., iBhaskar iT; iUsha iP. i(2011) ithe istudy iis iconducted iin ichittoor
i industry; ito iknow iabout ithe iwelfare iprogram ialready iconducted iby ithe iindustry. iBy ithis
i they iwant ito iassess ithe ioverall isatisfaction ilevel iregarding iwelfare iprogram. iThrough itheir
i papers ithey iwant ito iobtain icorrection ibetween istatutory iand inon-statutory iwelfare
i activities iat iindustry iand ito iobtain irelationship ibetween idepartment iand iwelfare iactivating
i and itheir iaffect's.

Manzine iand iGwandure i(2011) iStudied ithat ithe iconcept iof iemployee's iwelfare ihas ibeen
i used iby imany iorganization ias ia istrategy iof iimp irousing iproductivity iof iemployee. iIt iis
i argued ithat iwelfare iservices ican ibe iused ito isecure ithe iemployee iforce iby iproviding iproper
i human iconditions iof iwork.

SabariRajan iA. iMeharajan. iT, i(2010) ishows ithat istudy ithrows ilights ion iimportant iof
i welfare imeasure ion iOWL iamong ithe iemployee's. iThe istudy itaken iplace iamong ithe
i employee's iof itextile imills iin iSalem idistrict. iThe istudy iconclude i39% iof ithe iemployees
i are ioverage iwith itheir iwelfare imeasure, i15% iof ithe iemployee's iare ihighly isatisfied iwith
i the iwelfare imeasure, i22% iof ithe iemployee's iare isatisfied iwith itheir iwelfare imeasure,
i while i26% iof ithem iare iin ihighly idissatisfied ilevel. iWelfare imeasure iplays iimportant irole
i in iemployee's isatisfactions iand iit iresult iin iimproved iquality iof iwork ilife.

Michael iArmstrong i(2006) iin ihis ibook, i"A ihand ibook iof iHuman iRecourses
i Management, idiscussed ithe idifferent iwelfare iresources iprovided ito iemployees iin idetails.
i He icategorized ithat ithe iprovision iof iwelfare iservices iin ilet iof iindividual iservices, igroup
i services ihelp iin iimproving iemployees irelations iwith ithe iemployee's irelations iwith ithe
i companies iwhere ihe/she iworks.

Michael iV.P. i(2001) iin ihis ibook, i"Human iResource iManagement iand iHuman
i Relations, isaid ithat iprovision iof iintra. iMural iand iextra imural iwelfare ifacilities
i help iin iimproving ithe iquality iof iwork ilife iof iemployee's ithere iby igood ihuman
i relations iwill idevelop iamong idifferent iemployees.
 CHAPTER-3

RESEARCH METHODOLOGY
q

RESEARCH qDESIGN
The qresearch qdesign qis qthe qbasic qframework qof qa qplan qfor qa
qstudy qthat qguides qthe qcollection qof qdata qand qanalysis qof qdata. qThe qdesign
qmay qbe qa qspecific qpresentation qof qthe qvarious qsteps qin qthe qprocess qof
qresearch. qThese qsteps qinclude qthe qselection qof qresearch qproblem,
qpresentation qof the
q q problem, qformulation qof qthe q hypothesis,
qmethodology, qsurvey qof qhypothesis, qinterpretation qand qreport qwriting. qIn
qthis qmarket qsurvey qthe qdesign qused qis qDescriptive qResearch.

DESCRIPTIVE qRESEARCH qMETHOD

The qmain qpurpose qof qdescriptive qresearch qis qto qdescriptive qthe
qstate qof qview qas qit qexist qat qpresent. qSimply qstated, qit qis qa qfact qfinding
qinvestigation. qIn qdescriptive qresearch, qdefinite qconclusions qcan qbe qarrived
qat, qbut qit qdoes qnot qestablish qa qcase qand qeffect qrelationship. qThis qtype qof
qresearch qtries qto qdescriptive qthe qcharacteristic qof qthe qrespondent qin
qrelation qto qa qparticular qproduct.

SAMPLING qMETHOD

The qresearcher qmade quse qof qprobability qsampling qmethod qin qthis qstudy.
 In qthis qresearch qthe qresearcher qhas qused qsimple qrandom qsampling. qIn
simple qrandom qsampling, qevery qunit qin qthe qpopulation qhas qequal qchance
q

for qbeing qselected qas qa qsample.

q

TOTAL qPOPULATION

The qtotal qnumber qof qemployees qin qthe qcompany qis q100.

SAMPLE qSIZE

The qsample qsize qconsists qof q100 qemployees qof qRoyal qEnfield qMotors
Hospet
q

METHODS OF DATA COLLECTION

q q q

PRIMARY QDATA
The qdata qdirectly qcollected qby qthe qresearcher, qwith qrespect qto
the qproblem qunder qstudy, qis qcalled qas qprimary qdata. qIt qis qalso qknown qas
q

Raw qdata.
q

The qmethods q used qto q collect qprimary q data q were

Questionnaire qmethod, qDirect qpersonal qInterview.
q

SECONDARY QDATA
Secondary qData qwere qcollected qfrom qofficial qdocuments, qlike
annual qreport qof qthe qcompany, qOfficial qweb qsite qand qother qbulletin qlike
q

RBI qbulletin.
q

SAMPLING qDESIGN
A qsample qis qa qsmall qrepresentation qof qa qlarge qpopulation. qWhen
some qof qthe qelements qare qselected qwith qthe qintention qof qfinding qout
q

something qabout qthe qpopulation qfrom qwhich qthey qare qtaken, qthat qgroup qof
q
 elements qis qreferred qas qa qsample, qand qthe qprocess qof qselection qis qcalled
q

sampling.
q

SAMPLING qUNIT.
The qrespondents qof qthe qstudy qare qthe qemployees qof qGescom
..Each qrespondent qis qconsidered qto qbe qthe qsampling qunit.
q

TOOLS qFOR qANALYSIS

 Percentage qanalysis

 Chi-square qtest

 Correlation

 ANOVA

 Weighted qAverage qMethod

SIMPLE PERCENTAGE METHOD

q q

Simple qpercentage qrefers qto qa qspecial qkind qof qratio. qWith qthe
help qof qabsolute qfigures qit qwill qbe qdifficult qto qinterpret qany qmeaning qfrom
q

the qcollected qdata, qbut qpercentage qare qfind qout qit qbecomes qeasy qto qfind
q

out qthe qrelative qdifference qbetween qtwo qor qmore qattributes.

q

Number qof qRespondents

Percentage qof qRespondents q= x q100
Total qrespondents

CHI- qSQUARE qTEST

Chi-Square qtest qis qan qimportant qtest qamong qthe qseveral qtest qof

significance. qChi- qSquare qsymbolically qwritten qas qpronounced qas qKi² q. qIt qis qa
statistical qmeasure qused qin qthe qcontext qof qsampling qanalysis qfor qcomparing qa

variance qto qa qtheoretical qvariance. qChi- qSquare qtest qenables qto qexplain qwhether

or qnot qtwo qattributes qare qassociated.

Ho q= qNull qHypothesis
The qhypothesis qto qbe qtested qis qusually qreferred qto qass qNull qhypothesis.
H1 q= qAlternative qHypothesis
If qHo qis qrejected qit qmeans qthat qthe qdata qon qthe qhand qare qnot qcompatible qwith qthe
null qhypothesis qHo qbut qare qcomparable qwith qsome qother qhypothesis, qthis qis qthe
Alternative qhypothesis
Chi- qSquare qis qcalculated qas qfollows,

. q∑∑ q(Oij q– qEij)²

Eij

Oij q= qObserved qfrequency qof qthe qcell qin qthe qI qth q qrow qand qj qth q qcolumn.

Eij q= qExpected qfrequency qof qthe qcell qin qthe qith q q qrow qand qj qth q qcolumn.

As qa qnon qparametric qtest qit qcan qbe qused qto qdetermine qa

categorical qdata. qIt qis qused qto qmake qcomparison qbetween qtheoretical
q

population qand qactual qdata. qDegree qof qfreedom qplays qan qimportant qpart qin
q

using qthe qChi- qSquare qdistribution qand qtests qare qbased qon qit. qThe qdegree
q

of qfreedom qis qworked qout qas qfollows.

q

Degree qof qFreedom q= q(R-1) qx q(C-1)

Where,O q= qObserved qfrequency

E q= qExpected qfrequency
R q= qNumber qof qrows
C q= qNumber qof qcolumns
ANOVA q(Analysis qof qVariance)
ANOVAitest
Analysis of variance is a technique used to test equality of means, when
more than two poulations are considered. In one way ANOVA, the
observations are classified according to the factors.

SS between = (∑i=1n1(x1 –x )2 + n2( x2 –x )2 + n( x3 –x )2 + n4( x4 –x )2)

i i i i i i i i i i

SSwithin = ∑( x1j –x1)2 +∑( x2j –x2) +∑(x3j –x3)2 +∑(x4j –x4)2)

WEIGHTED AVERAGE
Weighted average is used to draw a single number around which the
greatest proportion of the data concentrates.

If x1, x2, x3, x4, x5, are n values and f1, f2, f3, f4, f5, are their
respected frequencies respectively.

Then Weighted average mean = f1x1 f2x2 f3x3 f4x4 f5x5

------------------------------
N(90)

CORRELATION IANALYSIS
Correlation iis ithe idegree iof iassociation ibetween itwo ivariables iand iit iis
i represented iin iterms iof ia ico-efficient iknown ias icorrelation. iThe irange iof
i the icorrelation ico-efficient iis iin ibetween i-1 iand i+1. iIf ithe icorrelation ico-
efficient iis inegetive, ithen ithe ivariables iare iinversely iproportional iand iit iis
i maximum iwhen iit iis i+1.
The icorrelation iis ione iof ithe imost icommon iand imost iuseful istatistics. iA icorrelation iis ia
isingle inumber ithat idescribes ithe idegree iof irelationship ibetweeen itwo ivariables.

Correlation = ( N∑XY-( ∑X ) ( ∑Y ) / sqrt([ N∑X2 – ( ∑X )2][N∑Y2 – ( ∑Y)2])

i i i i i i i i i

OBJECTIVES OF THE STUDY

There are mainly two objectives in our study, primary and secondary.

Primary objectives.
To study about the facilities provided by the management for the welfare of the
i i i i

employees in this company.

i i

Secondary objectives.

 To understand the effectiveness of grievance handling system &salary system

 To study the organization as a whole. To analyses the work environment
 To analyze the various welfare measures in the organization. To study about the
training& development program &promotion policy
 To analyze the leave provisions of the organization & To understood the level of job
i i i i i i

isatisfaction of employees.
i i

SCOPE OF THE STUDYi i i

Employee iwelfare iactivities iare ibased ion ithe iplea ithat

i higher iproductivity irequires imore ithan imodern imachinery iand ihard iwork.
i It irequires ico-operative iendeavor iof iboth ithe iparties, iEmployee iand
i management. iThis iis ipossible ionly iwhen iEmployee iis igiven idue
i importance iand ihuman ielement iis itaken iinto iaccount iat ievery istage.

NEED FOR THE STUDY

I I I

Welfare ibenefits iare ia inecessity iin ievery iorganization itoday. iEmployees ihave ito ibe ikept
i motivated iat iall itimes ithrough ivarious imeasure iand iactivities. iThis istrengthens itheir isense
i of ibelongingness iand iresponsibility itowards ithe icompany. iIn ithis ibackground istudy iis
i selected ito iknow ithe iwelfare ibenefits iprovided iat iRoyal iEnfield iMotors
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
I I I

1) Table ishowing ithat ihow ifar iemployees iare isatisfied iwith ithe iincentives iprovided
by ithe iorganizations?
i

iTABLE 1

iPARTICULARS NO.OFiRESPONDENTS iPERCENTAGE

Highlyisatisfied #18 36%

iSatisfied #15 30%
iNeutral #3 06%
iDissatisfied #14 28%
Highlyidissatisfied #0 00%
iTotal #50 100%

Percentage
0%

28% Highly satisfied

36%
Satisfied
Neutral
6% Dissatisfied
Highly dissatisfied

30%

INTERPRETATION:
The table shows that 36% of the respondents are highly satisfied and 35% of the
i i i i i i i i i i i i i i

respondents are satisfied and 6% of the respondents are neutral with incentives provided
i i i i i i i i i i i i i

by the organization, so we can conclude most of the employees are satisfied with the
i i i i i i i i i i i i i i i

incentives provided by the organization.

i i i i i
 2) Table showing will the job improve employee skills and abilities

TABLE:2
Particulars iNo.ofiRespondents iPercentage

iYes #32 #64%

iNo #10 #20%
Never #8 #16%
iTotal #50 #100%

Percentage

16%

Yes

20% No
Never
64%

INTERPRETATION:

64% iof ithe irespondents iare iagreed ithat itheir ijob iimproves itheir iskills iand iabilities iand
i20% iof ithe irespondents iagreed ithat iskills iand iabilities iare inot iimproves iand i16% iof ithe

irespondents iare inever iimproved ieither iin iboth. iIt ican ibe iconcluded ithat itheir ijob

iimproves itheir iskills iand iabilities.

3) Table showing the incentivesiand otheribenefits williinfluence employees
iperformance?

TABLE:3

Particulars No.of Respondents Percentage

iInfluence #32 #64%
Doesinotiinfluence #12 #24%
Noiopinion #6 #12%
iTotal #50 #100%

Percentage

12%

Influence
24% Does not influence
No opinion
64%

INTERPRETATION:
The table shows that 64% of the respondents are influenced by the incentives and
i i i i i i i i i i i i i

other benifits, and 24% of the respondents says that they are not influenced by the
i i i i i i i i i i i i i i i

incentives and other benifits and 12% of the respondents says no opinion.
i i i i i i i i i i i i
 4) Table showing wheather the management is really interested in motivating the
employees

TABLE:4

iParticulars No.ofirespondents iPercentage

iAgree #25 #50%

Disagree #18 #36%
Neutral #7 #14%
Total #50 #100%

Percentage

14%

Agree
50% Disagree
Neutral
36%

INTERPRETATION:
From ithe iabove itable i50% iof ithe iemployees iare iagreed ithat ithe imanagement iis
ireally iinterested iin imotivating ithe iemployees iand i36% iof ithe iemployees iare

idisagreed iand i14% iare ineutral.so iit ican ibe iconcluded ithat imanagement iis ireally

iintersted iin imotivate ithe iemployees iin iorganization.

 5) Table showing theimanagement involvementiof theirespondents inithe decision
makingiwhich isiconnected toitheiridepartment?

TABLE:5

iParticulars iNo.ofiRespondents iPercentage

iYes #42 #92%

iNo #5 #2%
iOccasionally #3 #6%
iTotal #50 #100%

Percentage

3
5

Yes
No
Occasionally

42

INTERPRETATION i:
The itable ishows i94% iof ithe irespondents iagree ithat ithey imanagement iinvolves ithem iin
idecision imaking iand i2% iof ithe irespondents isays ithey iare inot iinvolved iin idecision imaking

iand i6% iof ithe irespondents iagree ithat ithey ioccasionally iinvolved iwhich iare iconnected ito

itheir idepartment.
 6) Table showing the respondents enthusiasm about work

TABLE: 6

iParticulars iNo.ofiRespondents iPercentage

iAlways #30 #60%

iSometimes #15 #30%
Never #5 #10%
iTotal #50 #100%

Percentage

10%

Always
30% Sometimes
Never
60%

INTERPRETATION:

From the above table;60% of the respondents are always enthusiastic and 10% of the
i i i i i i i i i i i i i

respondents are never, the above table shows 30% of the respondents agree sometimes they
i i i i i i i i i i i i i i

are enthusiastic in their work.

i i i i i
 7) Table showing whether the respondents areiencouraged toicome upiwithinewiand
betteriways ofidoingithings?

TABLE: 7

iParticulars iNo.ofiRespondents iPercentage

iStrongly iagree #20 #40%

iAgree #10 #20%
iNeutral #12 #24%
iDisagree #8 #16%

Percentage

16%

40% Strongly agree

Agree

24% Neutral
Disagree

20%

INTERPRETATION:

From the above table,20% of the respondents are agreed in doing better things
q q q q q q q q q q q q

and 24% of the respondents are neutral and 16% of the respondents are disagree of their
q q q q q q q q q q q q q q q q

better ways of doing things, we can conclude that 40% of the employees that they are
q q q q q q q q q q q q q q q q

encouraging to come up with new and better ways of doing things.

q q q q q q q q q q q q
8) Table showing that ranking of factor whichimotivates youitheimost

TABLE: 8

Particulars iNo.ofiRespondents iPercentage

Salaryiincrease #21 #42%

iPromotion #15 #30%

iLeave #3 #6%
Motivationalitalks #5 #10%
iReorganization #6 #12%
iTotal #50 #100%

Percentage

12%
Salary increase
10%
42% Promotion
6% Leave
Motivational talks
Reorganization
30%

INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in
q q q q q q q q q q q q q

qsalary will motivate them the most and 30% of the respondents are responding
q q q q q q q q q q q q

qthat the promotion will motivate them the most and 6% of the respondents are
q q q q q q q q q q q q q

qmotivated by leaves and 10% of the respondents are motivated by motivational

q q q q q q q q q q q

qtalks conducted by the organization and 12% of the respondents are motivated by
q q q q q q q q q q q q

qreorganization. We can conclude that most of the employees are motivated by

q q q q q q q q q q q

qsalary.
 9) Table showing that is management providing continuousifeed backiinisolving
workirelatediproblems?

TABLE: 9

Particulars iNo. ofiRespondents iPercentage

Stronglyiagree #14 #28%

iAgree #16 #32%
iNeutral #9 #18%
iDisagree #5 #10%
StronglyiDisagree #6 #12%
iTotal #50 #100%

Percentage

12%
28% Strongly agree
10%
Agree
Neutral
18% Disagree
Strongly Disagree
32%

INTERPRETATION:

The qtable qshows qthat q28% qof qrespondents qstrongly qagreed qand q32% qagree qthat qthey qare
q getting qfeedback qfrom qmanagement qand q20% qare qneutral qand q10% qare qdisagree qthat
q they qare qnot qgetting qfeedback qfrom qthe qmanagement.
 10) Table showing that the respondents satisfaction withithe educationalifacilities
providediby ROYAL ENFIELD MOTORSifor employee'sichildren

TABLE: 10

Particulars iNo. ofiRespondents iPercentage

Fullyisatisfied #28 #56%

iSatisfied #10 #20%
iDissatisfied #12 #24%
iTotal #50 #100%

Percentage

24%

Fully satisfied
Satisfied
56% Dissatisfied
20%

INTERPRETATION:

The above figure shows that out of 50 employees, 56% of the employees are fully
q q q q q q q q q q q q q q

satisfied, 20% are satisfied, 24% are dissatisfied with the educational facilities provided
q q q q q q q q q q q q

to the wards of the employees.

q q q q q q
 CHAPTER 5: x

FINDINGS, SUGGESTIONS AND CONCLUSION. X X X

FINDINGS

The findings of the study are as follows:

x x x x x x x

 The ROYAL ENFIELD MOTORS, has a well defined organization Structure.

x x x x x x x x x

 From the table -6 it is found that there is a harmonious relationship in the

x x x x x x x x x x x x x x

organization between employees and management.

x x x x x

 From table-3it is found that 64% of the employees are satisfied with the present
x x x x x x x x x x x x x

incentive plan of the company.

x x x x x

 From Table-4 it is found that 50% of the employees are really motivated by the
x x x x x x x x x x x x x x

management.
x

 From table-10 it is found that ROYAL ENFIELD MOTORS provides 56% of

x x x x x x x x x x x

x good educational facilities to the employees children.

x x x x x x

 Most of the workers agreed that the company is eager in recognizing and
x x x x x x x x x x x x

acknowledging their work.

x x x

 From the study it is clear that 50% of employees agree to the fact that
x x x x x x x x x x x x x x

performance.
x

 Are it is found appraisal activities and support from the co-workers is helpful to
x x x x x x x x x x x x x

x get motivated.
x

 From the table- 8 it is found that the study reveals that 42% of increase in the
x x x x x x x x x x x x x x x x

salary will motivates the employees more.

x x x x x x
SUGGESTIONS
The suggestions for the findings from the study are as follows:
x x x x x x x x x x

 ROYAL ENFIELD MOTORS present working conditions are appropriate up to

x x x x x x x x x

an extent but still some improvements like proper salary are required.
x x x x x x x x x x x

 ROYAL ENFIELD MOTORS should make arrangement for the workers to

x x x x x x x x x

provide skill to them in all fields & in all kinds of job. Regular training &
x x x x x x x x x x x x x x x x

education program should be arranged for the supervisor and executives so as to

x x x x x x x x x x x x x

uplift them as with multi-skills & to end monotony. In this way, the workers
x x x x x x x x x x x x x x

would also enjoy their work.

x x x x x

 The company should try to improve performance appraisal system.

x x x x x x x x

 If the centralized system of management is changed to a decentralized one, then

x x x x x x x x x x x x

there would be active and committed participation of staff for the success of the
x x x x x x x x x x x x x x

organization.
x

 Reward and recognition should be given timely.

x x x x x x
CONCLUSION

The study concludes that, the motivational program procedure in the ROYAL ENFIELD
x x x x x x x x x x x

MOTORS, is found effective but not highly effective. The study on employee motivation
x x x x x x x x x x x x x

highlighted so many factors which will help to motivate the employees . The study was
x x x x x x x x x x x x x x x

conducted among 50 employees and collected information through structured

x x x x x x x x x

questionnaire. The study helped to find out employee motivational, programs which are
x x x x x x x x x x x x

provided in the organization.

x x x x

The performance appraisal activities and really play a major role in motivating the
x x x x x x x x x x x x

employees of the organization. It is a major factor that makes an employee feel good in
x x x x x x x x x x x x x x x x

his work and results in his satisfaction too . The organization can still concentrate on
x x x x x x x x x x x x x x x

specific areas which are evolved from this study in order to make the motivational
x x x x x x x x x x x x x x

programs more effective. Only if the employees are properly motivated-they work well
x x x x x x x x x x x x

and only if they work well the organization is going to benefit out it. Steps should be
x x x x x x x x x x x x x x x x x

taken to improve the motivational programs procedure in the future. The suggestions of
x x x x x x x x x x x x x

this report may help in this direction.

x x x x x x x

BIBLIOGRAPHY

WEBSITES

Company websites: www.royal enfield.in

www.google.com
OTHERS

 Company Manuals
 Company annual reports and documents.

BOOKS

PERSONAL AND HUMAN RESOURCE MANAGEMENT

By P. SUBBA RAO

ANNEXURE

QUESTIONNAIRE

Dear Sir/Madam

I kindly request you to fill my questionnaire. Your responses will be treated as

strictly confidential.

1) How far you are satisfied with the incentives provided by the organization?
a) Highly satisfied
b) Satisfied
 c) Neutral

2) Does your job improve your skills and abilities?

a) Yes
b) No
c) Never

3) Do you think that the incentives and other benefits will influence your
performance?
a) Influence
b) Does not influence
c) No opinion

4) Management is really interested in motivating the employees?

a) Agree
b) Disagree
c) Neutral

5) Does the management involve you in the decision making which are connected to
your department?
a) Yes
b) No
c) Occasionally

6) Are you enthusiastic about your work?

a) Always
b) Sometimes
c) Never

7) Are you encouraged to come up with new and better ways of doing things?
 a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

8) Rank the following factors which motivates you the most?

(Rank 1, 2, 3, 4... respectively)
Factors Rank
Salary increase
Promotion
Leave
Motivation talks
Reorganization

9) Does the management provide continuous feed back in solving work related
problems?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

10) Do you satisfied with the education facilities provided by ROYAL ENFIELD
MOTORSfor employee's children?
a) Fully Satisfied
b) Satisfied
c) Dissatisfied