PROJECT REPORT

ON

A STUDY ON EMPLOYEE MOTIVATION IN

BATHINDA CHEMICAL INFRASTRUCTURE LTD.

A report submitted in partial fulfillment of the requirement for the degree of

MASTERS OF BUSINESS ADMINISTRATION

(2014-2016)

SUBMITTED TO: SUBMITTED BY:

Dr. Sandeep Singh Virdi Karan Bansal

Professor MBA – 2nd year

Roll No. 140423457

SCHOOL OF MANAGEMENT STUDIES

PUNJABI UNIVERSITY PATIALA

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 DECLARATION

I, Karan Bansal, student of MBA 2nd year, Roll No. 140423457 hereby declare that the project

entitled “Employee Motivation In Bathinda Chemical Infrastructure Ltd.”, submitted in the

partial fulfillment of requirement for the degree of Masters of Business Administration, under the

guidance of Dr. Sandeep Singh Virdi, Professor, School Of Management Studies, Punjabi

University, Patiala, is my original work and has not been submitted elsewhere for the award of

any other degree, diploma, fellowship, or any other similar title.

Date: __ / __ / 2016

(Signature of the Candidate)

Name: Karan Bansal

Roll No. 140423457

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 CERTIFICATE

This is to certify that Mr. Karan Bansal a student of MBA 2nd year, Roll No. 140423457 batch

2014-16, has successfully completed his project entitled “Employee Motivation In Bathinda

Chemical Infrastructure Ltd..” under my guidance and supervision and helps received during

the course of his work and sources of information have been duly acknowledge. To the best of

my knowledge the work is original and has been not presented anywhere else.

Date: __ / __ / 2016

Signature of the Project Guide

Dr. Sandeep Singh Virdi

Professor

SMS, Punjabi University

Patiala

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 ACKNOWLEDGEMENT

It gives me great satisfaction to do successfully project report under the tutelage of eminent and
worthy teacher. I take an opportunity to proffer my deep gratitude to my project guide Dr.
Sandeep Singh Virdi, Professor, Punjabi University, Patiala whose theoretical rigor constructive
criticism and creative inputs proved invaluable during the project.

It would be unfair on my part if I don’t acknowledge the role of the respondent in not only
sparing time but also parting with their valuable information.

I am also very grateful to my friends for their remarks and valuable assistance.

Karan Bansal

Roll No. 140423457

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 TABLE OF CONTENTS

S.NO CHAPTERS PAGE NO.

Declaration

Certificate

Acknowledgement

Executive Summary

1 Introduction 7
2 Review of Literature 26
3 Company Profile 28
4 Significance of Study 36
5 Research methodology 38
6 Objectives 41
7 Analysis & Interpretation 43
8 Findings 59
9 Suggestions 61
10 Limitations 63
11 Conclusion 65
Bibliography

Annexure

SUMMARY
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This document aims at providing employees and management members with the information that
can be beneficial both personally and professionally. Every business enterprise has multiple
objectives including of adequate profit for payment of a reasonable rate of return to the owners
and for investment in business through satisfaction of customers, maintenance of a contended
workforce and creation of a public image. The basic job of management of any business is the
effective utilization of available human resources, technological, financial and physical resources
for the achievement of the business objectives.

This project entitled as “Employee motivation” was done to find out the factors which will
motivate the employees. The study undertakes various efforts to analyze all of them in great
details. The researcher in this project at the outset gives the clear idea of the entire department
existing in the company. From the study, the researcher was able to find some of the important
factors which motivate the employees. Factors like financial incentives and non financial
inventive, performance appraisal system, good relationship with co-workers, promotional
opportunities in the present job, employee participation in decision making are very much effect
the level employee motivation. It is also clear from the study that the company is so eager in
motivating their employees and their present effort for it so far effective.

The human resources can play an important role in the realization of the objectives. Employees
work in the organization for the satisfaction of their needs. If the human resources are not
properly motivated, the management will not be able to accomplish the desired results.
Therefore, human resources should be managed with utmost care to inspire, encourage and impel
them to contribute their maximum for the achievement of the business objectives.

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 CHAPTER I:

INTRODUCTION

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 INTRODUCTION OF TOPIC

The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to
Bathinda Chemical infrastructure ltd.

Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of people
at work to the fullest satisfaction. Motivation implies that one person, in organization context a
manager, includes another, say an employee, to engage in action by ensuring that a channel to
satisfy those needs and aspirations becomes available to the person. In addition to this, the strong
needs in a direction that is satisfying to the latent needs in employees and harness them in a manner
that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task of
every manager to motivate his subordinates or to create the ‘will to work’ among the subordinates. It
should also be remembered that a worker may be immensely capable of doing some work; nothing
can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to
enthuse the employees to follow them. Hence this studies also focusing on the employee motivation
among the employees of Bathinda Chemical infrastructure ltd.

The data needed for the study has been collected from the employees through questionnaires and
through direct interviews. Analysis and interpretation has been done by using the statistical tools and
data’s are presented through tables and charts.

THE CONCEPT OF MOTIVATION

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

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

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

Significance of Motivation:
Motivation involves getting the members of the group to pull weight effectively, to give their loyalty
to the group, to carry out properly the purpose of the organization. The following results may be
expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to
fulfill their physiological and psychological needs. The workers will cooperate voluntarily
with the management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge
so that they are able to contribute to the progress of the organization. This will also result in
increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.
Better quality of products will also increase the public image of the business.

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Importance of Motivation:-

Motivation is one of the most crucial factors that determine the efficiency and effectiveness of an
organization with its help a desire is born in the minds of the employees to achieve successfully
the objective of the enterprise. All organizational facilities will remain useless people are
motivated to utilize these facilities in a productive manner. Motivation is an integral part of
management process. An enterprise may have the best of material, machines and other means of
production but all these resources are meaningless so long as they are not utilized 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
lost all importance in this competitive age classifying the importance of motivation Renis Likert
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 organization.
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

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acceptable. It can also be opposed in this way there are many hardles in implementing a
motivational system. They are follows:

 A Costly Efforts
 Trouble Making Employees.
 Motivation is an internal feeling.
 Opposition to changes.

MOTIVATION PROCESS

1. Identification of need:-
First phase of motivation process is need identification where the employee feels his/her
some unsatisfied need. The motivation process begins with an unsatisfied need, which creates
tension and drives an individual to search for goals that, if attained, will satisfy the need and
reduce the tension. it is the first process of motivation. This stage involves unsatisfied needs and
motives. Such unsatisfied needs can be activated by internal stimulus such as hunger and thirst.
They can also be activated by external stimulus such as advertisement and window display.

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 2. Tension:-
This stage involves tension. Unsatisfied needs create tension in the individual. Such tension
can be physical, psychological, and sociological. In this situation, people try to develop objects
that will satisfy their needs.

3. Action to satisfy needs and motives:-

This stage involves action of people to satisfy needs and motives. Such tension creates strong
internal stimulus that calls for action. Individual engages in action to satisfy needs and motives
for tension reduction. For this purpose, alternatives are searches and choice is made, the action
can be hard work for earning more money.

4. Goal accomplishment:-
 This stage involves goal accomplishment. Action to satisfy needs and motives accomplishes
goals. It can be achieves through reward and punishment. When actions are carried out as per the
tensions, then people are rewarded others are punished. Ultimately goals are accomplished.

5. Feed back: -
This is the last stage for motivation. Feedback provides information for revision or
improvement or modification of needs as needed. Depending on how well the goal is
accomplished their needs and motives are modified. Drastic changes in environment necessitate
the revision and modification of needs.

THEORIES OF MOTIVATION
Understanding what motivated employees and how they were motivated was the focus of many
researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six major
approaches that have led to our understanding of motivation are Mcclelland’s Achievement Need
Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory
of motivation. J.S. Adam’s Equity Theory, Vroom’s Expectation Theory, Two factors Theory.

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1) McClelland’s Achievement Need Theory:-
According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack
for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.

Need for Power (n POW)

It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.

Need for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.

2) Behavioral Modification Theory:-

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches among
rats and school children. He found that stimulus for desirable behavior could be strengthened by
rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found
in the installation of financial and non-financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward in case of
low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.

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3) Abraham H Maslow Need Hierarchy or Deficient theory of Motivation:-
The intellectual basis for most of motivation thinking has been provided by behavioral scientists,
A.H Maslow and Frederick Heizberg, whose published works are the “Bible of Motivation”.
Although Maslow himself did not apply his theory to industrial situation, it has wide impact for
beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to interpret specific
problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories.
The lowest level needs are physiological and the highest levels are the self-actualization needs.
Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of
which some are lower ins scale and some are in a higher scale or system of values. As the lower
needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are
fulfilled.

A satisfied need is not a motivator. This resembles the standard economic theory of diminishing
returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade
and when these needs are active, they act as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs,
social needs, ego needs and self-actualization needs, as shown in order of their importance.

Self-
Actualization
Ego Needs

Social Needs
Safety Needs

Physiological Needs
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The above five basic needs are regarded as striving needs which make a person do things. The
first model indicates the ranking of different needs. The second is more helpful in indicating how
the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how
the number of person who has experienced the fulfillment of the higher needs gradually tapers
off.

Physiological or Body Needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be equated
with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from
other people or from environment. The individual want to assured, once his bodily needs are
satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety
needs may take the form of job security, security against disease, misfortune, old age etc as also
against industrial injury. Such needs are generally met by safety laws, measure of social security,
protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive
group and develop a sense of belonging and identification with a group. He feels the need to love
and be loved and the need to belong and be identified with a group. In a large organization it is
not easy to build up social relations. However close relationship can be built up with at least
some fellow workers. Every employee wants to feel that he is wanted or accepted and that he is
not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect
and prestige in the work group or work place such as is conferred by the recognition of ones
merit by promotion, by participation in management and by fulfillment of workers urge for self-
expression. Some of the needs relate to ones esteem e.g.; need for achievement, self confidence,
knowledge, competence etc. On the job, this means praise for a job but more important it means
a feeling by employee that at all times he has the respect of his supervisor as a person and as a
contributor to the organizational goals.

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 Self-realization or Actualization needs: - This upper level need is one which when satisfied
provide insights to support future research regarding strategic guidance for organization that are
both providing and using reward/recognition programs makes the employee give up the
dependence on others or on the environment. He becomes growth oriented, self-oriented,
directed, detached and creative. This need reflects a state defined in terms of the extent to which
an individual attains his personnel goal. This is the need which totally lies within oneself and
there is no demand from any external situation or person.

4) J.S Adams Equity Theory:-

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.

5) Vroom’s Expectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.

6) Two Factor Theories

Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.

 X Theory
 Individuals inherently dislike work.
 People must be coerced or controlled to do work to achieve the objectives.
 People prefer to be directed

 Y Theory
 People view work as being as natural as play and rest

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

TYPES OF MOTIVATION
Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning is
morally significant.

Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades

Incentives
An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.

2.7.1 Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If
one need is satisfied, the other need need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are those which are not
associated with monetary rewards. They include intangible incentives like ego-satisfaction, self-
actualization and responsibility.

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 INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. Competition

- Bonus Group recognition
- Medical reimbursement Job security
- Insurance Praise
- Housing facility Knowledge of result
- Retirement benefits. Workers participation.
Suggestion system.
Opportunities for growth

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be
motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to survive
and succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =f (ability) (motivation)

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

There are broadly seven strategies for motivation.

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  Positive reinforcement / high expectations
 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap.

5 main Importance of Motivation in Modern Organisations:-

1. Productive use of resources:

Modem organisation work through physical, financial and human resources. The utilisation of
physical and financial resources depends on the willingness of people to work.

Motivation enables people to convert physical and financial resources into useful products. It
helps management to get the best out of human as well as non-human resources.

2. Increased efficiency and output:

Motivation enables people to work enthusiastically. Performance is a product of not merely

ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation
bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the
cost of operation.

3. Achievement of goals:

Motivation causes goal directed behaviour. It helps people to move in a desired direction and
earn rewards. In organisations where managers try to understand the needs of employees and
institute appropriate incentive systems, accomplishment of goals in fairly easy. If people are not

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properly motivated, no useful purpose can be served be planning, organising and staffing
functions.

4. Development of friendly relationships:

Motivation brings employees closer to organisation. The needs of employees are met through
attractive rewards, promotional opportunities, etc. employees begin to take more interest in
organisational work.

Their morals are high. They begin to think that the enterprise belongs to them and the interests of
the enterprise are their interests and there is no difference between them. This helps in
developing cordial relations between management and workers.

5. Stability in workforce:

Attractive motivational schemes satisfy the needs of employees. As a result, their commitment to
organisational work increases. Employees do their tasks loyally and enthusiastically, they are not
tempted to leave the organisation. This means reduced employee turnover. Further, satisfaction
on the job means reduced absenteeism.

MOTIVATION AND PRODUCTIVITY

It is a truism that employees are an organization’s most valuable assets. This highlights the
importance of understanding the theory and application of motivation to manage human
resources (Amar, 2004). One then wonders what the basic prerequisites of workers. productivity
are. Although this question cannot be answered with a definite statement, but among other
factors, motivation is important for enhancing level of job commitment of workers, which
invariably leads to a higher productivity of the workers. It is then necessary for motivation of the
workers in organization to be enhanced in order to increase productivity.

Productivity literarily means the rate of power to produce, but productivity from the
management or economic point of view is the ratio of what is produced to what is required to

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produce it. Usually, this ratio is in the form of an average; expressing the total output of some
category of goods divided by the total input of, say labour or raw material. In principle, any input
can be used as the denominator of the productivity ratio. One can speak of the productivity of
land, labour, capital or sub-categories of any of these factors of production. Simply put,
productivity is the act of producing or bringing into being commodities of great value or adding
to the wealth of the world.

It can be used to measure the index of growth, efficiency, economic standard etc. On the other
hand, motivation is a word that is rather cumbersome to define in a meaningful manner. Adams
and Jacobson (1964) suggest that motivation deals with all the conditions that are responsible for
variation in the intensity, quality and direction of behavior. From an organization point of view,
motivation deals with everything that a manager knows or can use to influence the direction and
rate of individual’s behavior towards commitment. An overwhelming amount of energy is
expended in trying to get people to do what we want them to do. We all have a task to motivate
ourselves to do what we think we should do. It is widely believed that when a worker is highly
motivated, this goes a long way in improving organizational productivity, effectiveness and
efficiency. Against this background it is necessary to look for a way through which the morale of
workers can be improved which will at the end, enhance job commitment with an improvement
on the standard of living of people, and increase in wealth of individuals and development of the
society. This study is therefore designed to find out the link between the extents to which various
motivation strategies encourage the workers to improve their job commitment and increase their
productive capacity.

The relationship between motivation and productivity is more substantial than simply a
psychological connection.

(A) Gender Differences:

It is found in research that women were mainly motivated by other factors in the workplace
not by job role itself and had fewer primary needs met at work. Women were also more
dissatisfied in their job than men.

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(B)Age Differences:

The research indicated that the older generation was more productive than their younger
colleagues. However, research in other fields has suggested that research productivity declines
with age (Over, 1982; Over, 1988), and that there is a negative association between age and
scientific productivity and creativity (Cole, 1979).

(C)Caring Responsibilities:

It is investigated in that those with no dependents spent more hours on work, and consequently
had higher counts than their colleagues with caring responsibilities. Those with dependents 94
Management Insight Vol. VII, No. 1; June, 2011 _ Art_09 were far less interested in work for its
own sake, had less satisfaction from working as output was less important and felt less need of
work in order to succeed.

(D)Hours Spent on Work:

The results of researches clearly indicate that those that spent more hours on work were mostly
those that were motivated by their job role, and had greater job satisfaction than those spending
less time on work (either because they were not motivated by their job role or because their job
role did not permit it).

(E)Sources of Motivation:

It is indicated in research that the majority of workers are primarily motivated by their job role
rather than workplace or extra workplace factors. Interestingly, those that were motivated by
factors external to workplace had lower job satisfaction. Perhaps not surprisingly, those that were
Primarily motivated by the job role had a higher output than those with other sources of
motivation. The research also showed that having one’s primary needs met at work was key to
job satisfaction and the higher the job satisfaction level, the higher the output.

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MOTIVATIONAL STRATEGIES TO ENCOURAGE PRODUCTIVITY

Pay-for-performance incentives are often utilized in the private sector to encourage competition
among and within team, but such a model may not be directly applicable to the public sector, as
resources are often tighter, and money may not be the primary source of motivation for those
with an ethos of public service. Research suggests that individuals are motivated to perform well
when the work is meaningful and individuals believe they have responsibility for the outcomes
of their assigned tasks. It is recommended following suggestions which may help to improve
productivity among workers.

1. Promote Challenges and Accomplishments:

Specific and challenging goals can lead to higher levels of performance, productivity, and
creativity which in turn is linked with an overall stronger commitment to the organization (Perry,
Mesch, & Paarl berg, 2006). We propose developing challenging goals and timelines together
with employees. By setting goals, employees obtain a clear strategy for their own professional
development, which creates greater satisfaction and motivation (Ambrose & Kulik, 1999). Goals
should be challenging but also attainable. Complex and abstract goals may lead to decreased
work performance and negatively impact employee morale. Accomplishing goals that challenge
employee creativity and problem-solving skills can improve performance, enhance employee
self-confidence, and improve job satisfaction which can outweigh a one-time monetary award
(Perry, Mesch, & Paarl berg, 2006). Goal setting should be followed by regular and thorough
feedback given by supervisors on employee’s goal achievements.

2. Create Organizational Learning Opportunities:

Goal setting should be challenging and achievable, goals can also promote learning
opportunities. Organizations can integrate learning opportunities through setting goals that allow
employees to engage in problem solving and knowledge acquisition. We have found that merit
pay and pay-for performance systems yield little positive results on employee performance or
learning opportunities, yet a system of progressively giving employees more complex tasks can

23
stimulate employee learning and consistently improve employee performance. Organizational
learning opportunities can also challenge Role of Motivation in Higher Productivity 95 Vol. VII,
No. 1; June, 201 _ Art_09 an employee to think more expansively about their own personal goals
(Perry, Mesch, & Paarl berg, 2006).

3. Utilize Group Incentives as Well as Individual Incentives:

Organizational learning and employee personal growth are impacted by the incentives offered in
The work environment. It is recommended, implementing a variety of awards such as team
awards, individual recognition based on extraordinary performance, and rewards for all
employees for their achieved goals. In order to strengthen teamwork, praise employees for
Performance that benefits the team. Awarding only a few people with rewards might be
counterproductive. According to Bob Behn, some hard working employees might feel treated
unfairly and lose their work spirit or develop resentments to other employees and the team
(Behn, 2000).

4. Rethink Job Design:

Incentives are just one method used to promote motivation in the work environment, another
method is job design. It is advised, implementing a job design in an organization in which
employees rotate job positions (if possible), gain more responsibility over their work and
resources, and engage in trainings and organizational learning opportunities. Research has shown
that job design is a central element in motivation. Employees work better if they are involved in
the organizations decision-making process, and if they have control over their own professional
development (Ambrose & Kulik, 1999). Jobs designed with a sense of challenge and task
significance can facilitate a sense of meaningfulness, leading to better work performance and
personal growth in the work setting (Perry, Mesch, & Paarl berg, 2006).

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 5. Use Positive Reinforcement:

There is little research showing a significant relationship between merit-pay and performance,
yet motivating factors such as job design and positive reinforcement has improved employee
performance (Perry, Mesch, & Paarl berg, 2006). It is strongly suggested, using positive
reinforcement as a key tool for motivation.
The latest research about motivation in the public sector has shown that traditional approaches,
such as incentive pay systems, do not lead to more motivation or better performance on the job.

6. Promote a Healthy Work

Environment: Organizational practices that motivate employees and improve performance may
be ineffective if little attention is paid to the working environment. It is recommend, eliminating
dissatisfactory work conditions. Create an environment which your employees feel is fair and
safe. Install motivators such as acknowledgment, responsibility, and learning opportunity to
improve the employees Performance. There are two elements, crucial for motivated workers: the
absence of dissatisfaction about the work environment and salary, which creates a neutral
attitude towards work, followed by motivators to generate extrinsic and intrinsic motivation.
Contingent upon above suggestions, success requires a comprehensive strategy implemented
thoughtfully. By working together, it can build a highly motivated and empowered team of
talented, top performing professionals.

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CHAPTER II: REVIEW OF
LITERATURE

26
 LITERATURE REVIEW

Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management in inspiring the
work force .It is the major task of every manager to motivate his subordinate or to create the will to
work among the subordinates .It should also be remembered that the worker may be immensely
capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will
to work is motivation in simple but true sense of term.

Motivation is an important function which very manager performs for actuating the people to work
for accomplishment of objectives of the organization .Issuance of well conceived instructions and
orders does not mean that they will be followed .A manager has to make appropriate use of
motivation to enthuse the employees to follow them. Effective motivation succeeds not only in
having an order accepted but also in gaining a determination to see that it is executed efficiently and
effectively.

In order to motivate workers to work for the organizational goals, the managers must determine the
motives or needs of the workers and provide an environment in which appropriate incentives are
available for their satisfaction .If the management is successful in doing so; it will also be successful
in increasing the willingness of the workers to work. This will increase efficiency and effectiveness
of the organization .There will be better utilization of resources and workers abilities and capacities.

27
CHAPTER III: COMPANY
PROFILE

28
 COMPANY PROFILE

BCL Industries & Infrastructures Limited was founded 1976 is based in Bathinda, India.BCL
Industries & Infrastructures Limited engages in the manufacture and sale of edible oils primarily
in India. Originated from its flagship company bathinda chemicals limited’ established by
Rajinder mittal”s father late shri Dwarka das mittal in the year 1977. The mittal group has seen a
meteoric rise under the stewardship of Rajinder mittal. Young and energetic, Rajinder stepped
into the family business when was less than 21 years of age and proved his mettle within year of
joining the industry. The company provides its products under the Homecook, Do Khajoor, and
Murli brand names. It is also involved in commercial and residential sites development activities.
The company was formerly known as Bhatinda Chemicals Limited and changed its name to BCL
Industries & Infrastructures Limited in October 2008.

Products offer by the company:-

 Oils,
 Rice bran,
 Soya bean,
 Sunflower,
 Cottonseed oil and rice,
 Vegetable oil,
 Mustard oil and rice,
 Bnaspati ghee.

1. HR Mission of the company

Our mission is to provide empowered managers and employees with professional, strategic and
technical services related to employee issues in an environment of open communication and
team work; to provide and enhance employee’s skills, knowledge and abilities to better serve the
company; and to hire, motivate and retain employees who view the company as a premier
employer.
29
2. HR Values

HR values diversity, advocates inclusive and equitable practices and engages its members in
establishing a culture in higher education that welcomes, learns from and celebrates differences
among people. HR recognizes that a commitment to diversity, equity and inclusion is essential to
achieve excellence for our Company.

3. HR Belief System

a) We value respect for the individual irrespective of his organizational position.

b) We value integrity in our business conduct.

c) We value honesty in achieving excellence.

d) We value achieving business objectives without injury to our people.

e) We value attracting; developing and retaining a diverse group of people to achieve both personal
and corporate goals with personal accountability.

f) We value an ownership mentality that encourages innovation, creativity and risk taking at all
levels in our production processes, systems and meeting consumer needs.

4. Meaning of HR in BCL IIL

a) HR means creating a learning organization.

b) HR means physical, intellectual and spiritual self-development.

30
c) HR means creating conditions for others to develop and remain motivated.

d) HR means more accountability at all levels.

e) HR means more initiative, teamwork and collaboration.

f) HR means trusting and trustworthiness and creation of trusting environment.

g) HR means autonomy and experimentation.

INCREMENT IN BCL
1. Objective

The company’s increment policy is aimed at linking up employee rewards to performance

and to distinguish between and differentially reward different levels of individual
performance, thereby recognizing and challenging individuals as well as departments to
work towards higher performance.

2. Policy

a) We follow the cycle of Apr-Mar for implementing Annual revision, covering both
increments and incentives.

b) The performance period covered for evaluation is Apr-Mar.

c) Each department will complete appraisal discussions with every employee and forward
the performance ratings of every individual to HR before the due date.

d) Based on the performance, an employee could be rated as:-

31
 Outstanding: The result is exceptionally higher than the expectations

Excellent: The result is higher than the expectations

Good: The result is on target

Satisfactory: Expectations were achieved to some degree but the final

result is below target

Poor: The result is very low than the expectations

e) The ratings given will be for the performance during the period under review only.

f) There will be a percentage restriction on the number of cases coverable under the various
ratings. This formula will be applied to S & M grades on the combined numbers.

g) Cases adjudged “Did not Meet Expectations” will not be administered any increment.
They would eventually be removed from the company.

h) Promotion undoubtedly will also be a function of performance rating and would not be
subject to any percentage ceiling.

i) The amount of increment to be given to an employee would depend upon the

performance appraisal rating given to that employee.

j) It would be 3 % of CTC for EE (Outstanding) rating, 2 % of CTC for ME (Excellent)

rating, 1% of CTC for AME (Good) rating, and nil increment for DME rating.

k) In case of promotion cases, the increment would be additional 2 % of CTC.

32
l) In promotion cases, if the post-increment basic of the employee is less than the starting
basic in the new grade, a salary adjustment should be given to bring the person to starting
basic.

PROMOTIONS IN BCL

1. Objective

This policy gives criteria to be kept in mind while considering a promotion. It also
provides a set of steps, which need to be taken while screening a case for promotion.

2. Eligibility and Coverage: All employees

3. Guidelines

a) Promotion is a very special form of reward, which is to be exercised with care and
discretion.

b) Promotions should, as far as possible, be accompanied by increased range and depth of

responsibility, with an increase in the leadership role of the employee.

c) Promotions should not be given merely for making a person feel good or for equalizing
with others. There are other forms of rewards, which are possible, including lateral
movement.

d) The basis for recommending a promotion should be the aggregate effect of the
following:-

i. Past performance record for the last three years.

ii. Performance in the present job

33
 iii. Potential of the employee for success at the higher level
iv. Presently latent knowledge and skills possessed by the employee, which
could be used at the higher level.
v. Peer level acceptance

e) One time high performance (flash in the pan) would not justify a promotion. Consistently
high level of performance over a period of three years is essential.

f) If necessary, development programs should precede promotion. When an employee is

sent for such a program, he should be given feedback as to the reason for his being
nominated for the program.

g) On promotion it may happen that the person may report to another person in the same
grade; however, such cases should not be too many.
h) No employee should be promoted to a level at which he becomes inefficient, as this
would harm both the employee and the organization.

i) Promotion to grade M3 and above are to be reviewed by the Corporate.

j) Normally, an employee would not be promoted to M1 grade if his age is 53 years or

above. He should have a minimum of 15years of experience in the related area with
requisite professional qualification relevant to his functional area like BE/ME/NSI
Diploma, CA, CS, MBA or any combination of these.

4. Procedure

a) Recommendations for promotions are to be made on the prescribed form.

b) The proposal must be routed through the department head to HR.

34
c) HR would then go into the merits of each case and discuss it with the concerned
department head.

d) For promotions to M3 and above, the proposal will be forwarded to the corporate with
necessary justifications, from the departmental head as well as HR.

e) The concerned department head, executive director and HR would jointly decide
promotions of employee within professional grades.

35
 CHAPTER IV:
SIGNIFICANCE OF THE
STUDY

36
 SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good motivational
program procedure is essential to achieve goal of the organization. If efficient motivational
programmes of employees are made not only in this particular organization but also any other
organization; the organizations can achieve the efficiency also to develop a good organizational
culture.

Motivation has variety of effects. These effects may be seen in the context of an individual’s
physical and mental health, productivity, absenteeism and turnover. Employee delight has to be
managed in more than one way. This helps in retaining and nurturing the true believers “who can
deliver value to the organization. Proliferating and nurturing the number of “true believers” 1is the
challenge for future and present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be. The
challenge before HR managers today is to delight their employees and nurture their creativity to
keep them a bloom.

This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programmes and also discusses
management ideas that can be utilized to innovate employee motivation. It helps to provide insights
to support future research regarding strategic guidance for organizations that are both providing and
using reward/recognition programs.

37
CHAPTER V: RESEARCH
METHODOLOGY

38
 RESEARCH METHODOLOGY

Research methodology is way to systematically solve the research problem .The Research
methodology includes the various method and technology /techniques for conducting a research.
“Marketing Research is a systematic design, collection, analysis and reporting of data and
finding relevant solution to a specific marketing situation or problem”. D.Slesinger and
M.Stephenson in the encyclopedia of social science define Research as “ the manipulation of
things , concepts or symbols for the purpose of generalizing to extend ,correct or verify
knowledge ,whether that knowledge aids in construction of theory or in the Practice of an art.”
Research is, thus, an original contribution to the existing stock of knowledge making for its
advancement. The purpose of Research is to discover answer to the questions through the
application of scientific procedures; my project has a specified framework for collecting data in
an effective manner. Such framework is called “Research design”.
The research process followed by me consists of following steps:
The data’s will collected through Primary and secondary sources.
Sampling Design: - A sample design is a finite plan for obtaining a sample from a given
population. Simple random sampling is used for this study.

Primary data: - primary data is collected through personal interview in the form of
questionnaire.
Sample size for research: - Number of the sampling units selected from the population is called
the size of the sample.
Sample of 50 respondents will obtain from the population in my research.

Secondary Data:- – secondary data are those which have already been collected by someone
else which already had been passed through the statistical process .secondary data has been
collected through annual report of the organization , company records, internet, Reports.

Universe: - The universe chooses for the research study is the employees of bathinda chemicals
& Infrastructures Limited.

39
 Tools of data analysis and presentation: - To analyze and presenting the data, following tools
were used:-

a) Tools of Analysis :-
Tables: - This is a tool to present the data in tabular form.
b) Tools of presentation:-
Percentage, Bar Graphs and Pie –charts: These tools were used for presenting the data.

RESEARCH PROBLEM

The research problem here in this study is associated with the motivation of employees of Bathinda
Chemical infrastructure ltd. There are a variety of factors that can influence a person’s level of
motivation; some of these factors include

1. The level of pay and benefits,

2. The perceived fairness of promotion system within a company,

3. Quality of the working conditions,

4. Leadership and social relationships,

5. Employee recognition

6. Job security

7. Career development opportunities etc.

Motivated employees are a great asset to any organisation. It is because the motivation and Job
satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the
organisation.

40
CHAPTER VI: OBJECTIVE

41
 OBJECTIVES OF THE STUDY

 
1. To know the motivation level of the employees of the organization.

2. To determine the many drivers of motivations.

3. To enable each person to make his maximum personal contribution to the effective working of
the organization.

4. To ensure maximum individual development of personal.

5. To ensure satisfaction of various needs of individuals for achieving their maximum contribution
towards organizational goals.

42
CHAPTER VII: ANALYSIS
AND INTERPRETATION
OF DATA

43
1. How many years have you been working (total) in this organization?

Options No. of respondent Percentage of

respondent
0 to 3 years 7 14

4 to 7 years 7 14

8 to 11 years 12 24

12 and more years 24 48

Total 50 100

14%

14% 1st Qtr

48% 2nd Qtr
3rd Qtr
4th Qtr

24%

44
INTERPRETATION
The table shows 48% of employees have been working in the organization
more than 12 years and 24% of employees have been working in the
organization between 8-11 years and 14% of employees have been working
in the organization between 0-3 and 4-7 years.

2. Does The company is eagerness in recognizing and acknowledging

employee’s work..

Options No of respondent Percentage of

respondent
Strongly Agree 18 54

Agree 29 58

Neutral 3 6

Disagree 0 0

Strongly disagree 0 0

Total 50 100

6% 0%
54% 1st Qrt
2nd Qrt
3rd Qtr
4th Qtr
Slice 5
58%

45
INTERPRETATION

From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 54% strongly agreed and only 6%
showed neutral response.
3. Are you satisfied with your periodically increased salary?

Options No. of respondent Percentage of

respondent
Strongly satisfied 12 24

Satisfied 23 46

Neutral 3 6

Dissatisfied 9 18

Strongly 3 6
dissatisfied
Total 50 100

46
 6%
24%
18%
1st Qtr
2nd Qtr
3rd Qtr
6% 4th Qtr
Slice 5
46%

INTERPRETATION

The table shows 46% of employees agree that there is a periodical increase
in the salary. 24% strongly satisfied with their periodically increased salary.
18% employees are dissatisfied with this and 6% of employees are neutral
and strongly dissatisfied with this.
4. Are you satisfied with your job security?

Options No. of respondent Percentage of

respondent
Strongly satisfied 15 30

Satisfied 18 36

Neutral 11 22

Dissatisfied 3 6

Strongly 3 6
dissatisfied

47
 Total 50 100

6% 6%
30% 1st Qtr
22% 2nd Qtr
3rd Qtr
4th Qtr
Slice 5
36%

INTERPRETATION

The table shows 36% of employees satisfied with their job security. And
30% of employees are strongly satisfied with their job security and 22% of
employees are neutral and 6% of employees are dissatisfied and strongly
dissatisfied with this.

5. What you think about the performance appraisal system?

Options No. of respondent Percentage of

respondent
Excellent 10 20

Good 23 46

Fair 8 16

48
 Poor 6 12

Very poor 3 6

Total 50 100

6% 20%
12%
1st Qtr
2nd Qtr
3rd Qtr
16% 4th Qtr
Slice 5
46%

INTERPRETATION

The table shows 46% of the respondents said that performance appraisal system
in BCL is good and 20% of employees said that performance appraisal system is
excellent but 16% said that fair and 12% said that performance appraisal system
is poor and 6% said that very poor.
6. Are you satisfied with promotional opportunities in the company?

Options No of respondent Percentage of

respondent
Strongly satisfied 27 54

Satisfied 20 40

Neutral 3 6

49
 Dissatisfied 0 0

Strongly 0 0
dissatisfied
Total 50 100

6% 0%

1st Qtr
2nd Qtr
3rd Qtr
54%
40% 4th Qtr
Slice 5

INTERPRETATION

The table shows 54% of the respondents agree with effective promotional
opportunities in their present job. 40 satisfied with this. Only 6% of respondent
are neutral.
7. Are you satisfied with the safety measures used in the company?

Options No. of respondent Percentage of

respondent
Strongly satisfied 15 30

Satisfied 23 46

Neutral 3 6

50
 Dissatisfied 6 12

Strongly 3 6
dissatisfied
Total 50 100

6%
12% 30% 1st Qtr
6% 2nd Qtr
3rd Qtr
4th Qtr
Slice 5

46%

INTERPRETATION

The table shows 46% of employees satisfied with safety measures used by
BCL. And 30% of employees are strongly satisfied with their safety measures
and 12% of respondent are dissatisfied with this. 6% of employees are neutral
and strongly dissatisfied with this.
8. Does HR management is ready to support the employees?

Options No of respondent Percentage of

respondent

Yes 32 64

51
 No 18 36

Total 50 100

64%
1st Qtr
2nd Qtr
36%

INTERPRETATION

The table show 64% of respondent said that HR management is ready to

support the employees and 36% of respondent are said that no.

9. What type of incentives motivates you?

Options No. of respondent Percentage of

respondent
Financial 15 30

52
 Non financial 9 18

Both 26 52

Total 50 100

30%
1st
Qtr
2nd
52% Qtr
3rd
18% Qtr

INTERPRETATION

The table shows that 52% of the respondents are expressing that both
financial and non financial incentives will equally motivate them. But 30% of
respondent are expressing that financial incentives will motivate them and 18%
of respondents are expressing that non financial incentives will motivate them.
10. Are you satisfied with your incentive scheme?

Options No. of respondent Percentage of

respondent
Strongly satisfied 18 36

53
 Satisfied 29 58

Neutral 3 6

Dissatisfied 0 0

Strongly 0 0
dissatisfied
Total 50 100

6% 0%
36% 1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
58% Slice 5

INTERPRETATION

The table shows 58% of employees satisfied with incentive scheme. And
36% of employees are strongly satisfied with their incentives schemes. 6% of
employees are neutral with this.

11. What you think support from co workers is helpful to get

motivated?

Options No. of respondent Percentage of

respondent

54
 Strongly Agree 18 36

Agree 29 58

Neutral 3 6

Disagree 0 0

Strongly disagree 0 0

Total 50 100

6% 0%
36% 1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Slice 5
58%

INTERPRETATION

From the study, 36% of employees are strongly agree with support from the
co-workers is helpful to get motivate and 58% of employees are agree with this
and 65 of employees are neutral.

12. What you think career opportunities are helpful to get motivated?

55
 Options No of Percentage of
respondent respondent
Strongly Agree 9 18

Agree 26 52

Neutral 9 18

Disagree 3 6

Strongly 3 6
disagree
Total 50 100

6% 6% 18%

18% 1st Qtr

2nd Qtr
3rd Qtr
4th Qtr
Slice 5
52%

INTERPRETATION

From the study, 52% of employees are agree with carrier opportunities are
helpful to get motivate and 18% of employees are agree and neutral with this and
6% of employees are disagree and strongly disagree with this.

13. What factors made you to get motivated?

56
 Options No. of respondent Percentage of
respondent
Salary increase 21 42

Promotion 15 30

Leave 3 6

Motivational talk 5 10

Recantation 6 12

Total 50 100

12%
10% 1st Qtr
42%
2nd Qtr
3rd Qtr
6%
4th Qtr
Slice 5
30%

INTERPRETATION

The table shows that the 42% of the respondent is responding that increase in
salary will motivate them the most.

14. Does the incentives and other benefits will influence your
performance?

57
 Options No. of respondent Percentage of
respondent

Influence 32 64

Does not influence 12 24

No opinion 6 12

Total 50 100

12%

24% 1st Qtr

2nd Qtr
3rd Qtr
64%

INTERPRETATION

The table shows 64% of the respondents responded that incentives and other
benefits will influence their performance 24% of the respondents responded that
incentives and other benefits will not influence their performance 12% of
respondent will not give their opinion.

58
15. Is Management involves you in decision making which are connected
to your department?

0% 6%

1st Qtr
2nd Qtr
3rd Qtr

94%

INTERPRETATION

This table shows that 94% respondent said that Management involves them
in decision making which are connected to their department 6% said that
Management involves them in decision making occasionally.

59
CHAPTER VIII: FINDINGS

60
 FINDINGS

The findings of the study are follows

 The Bathinda chemical & infrastructure LTD. has a well defined organization structure.
 There is a harmonious relationship is exist in the organization between employees and
management.
 The employees are really motivated by the management.
 The employees are satisfied with the present incentive plan of the company.
 Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
 The study reveals that there is a good relationship exists among employees.
 Majority of the employees agreed that there job security to their present job.
 The company is providing good safety measures for ensuring the employees safety.
 From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
 The study reveals that increase in the salary will motivates the employees more.
 The incentives and other benefits will influence the performance of the employees.

61
CHAPTER IX:
SUGGESTIONS

62
 SUGGESTIONS

The suggestions for the findings from the study are follows
 Most of the employees agree that the performance appraisal activities are helpful to get
motivated, so the company should try to improve performance appraisal system, so that
they can improve their performance.

 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

 Organization should give importance to communication between employees and gain co-
ordination through it.

 Skills of the employees should be appreciated.

 Better carrier development opportunities should be given to the employees for their
improvement.

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

would be active and committed participation of staff for the success of the organization.

63
CHAPTER X:
LIMITATIONS

64
 LIMITATIONS OF THE STUDY

The limitations of the study are the following

 The data was collected through questionnaire. The responds from the respondents may
not be accurate.

 The sample taken for the study was only 50 and the results drawn may not be accurate.

 Since the organization has strict control, it acts as another barrier for getting data.

 Another difficulty was very limited time-span of the project.

 Lack of experience of Researcher.

65
CHAPTER XI:
CONCLUSION

66
 CONCLUSION
The study concludes that, the motivational program procedure in Bathinda chemical &
infrastructure ltd. is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was
conducted among 50 employees and collected information through structured questionnaire. The
study helped to findings which were related with employee motivational programs which are
provided in the organization.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from
this study in order to make the motivational programs more effective. Only if the employees are
properly motivated- they work well and only if they work well the organization is going to
benefit out it. Steps should be taken to improve the motivational programs procedure in the
future. The suggestions of this report may help in this direction.

SCOPE FOR FUTURE RESEARCH

The present study on employee motivation helps to get clear picture about the factors which
motivates the employees. This in turn helps the management to formulate suitable policy to
motivate the employees. Hence, the motivational level of the employees may also change.
The factors that motivate the employees may change with change in time because the needs of
employees too change with change in time. So continuous monitoring and close observation of
factors that motivate the employees is necessary to maintain a competent work force. Only with a
competent work force an organization can achieve its objective. Moreover, human resource is the
most valuable asset to any organization. A further study with in dept analysis to know to what
extent these factors motivate the employees is required.

67
BIBLIOGRAPHY

68
 BIBLIOGRAPHY

 Amazines. (2009), Motivation Theories – the Foundation to Employee

Motivation [online]. Available from. [Accessed 23 May 2009]

 Cambodian Public Bank, Corporate Profile [online]. Available from. [Accessed 23 June

2009]

 J., Money and Employee Motivation [online]. Available from http://www.2020skills.com.

[Accessed 25 May 2009]

 Kreitner R. (1986), ‘Motivating Job Performance’. In Kreitner R., ‘Management’,

(3rd end), Houghton Mifflin Company: USA

 Moorhead G. & Griffin R. (1998), ‘Need-Based Perspectives on Motivation’. Houghton

Mifflin Company, USA.

69
ANNEXURE

70
Fill in the blanks:-

1. Name.........................................

2. Age....................................

a. 18-25

b. 25-35

c. Above 35

3. Gender.......................................

a. Male

b. Female

4. Qualification.................................

5. Background..................................

a. Urban

b. Rural

6. Salary...........................................

a. Below 10,000

b. 10,000-20,000

c. 20,000-30,000

d. Above 30,000

7. Experience of service (in year)........

a. less than 1 year

b. 1-2 years

c. 3-5 years

d. More than 5 years

71
 Questionnaire

1. How many years have you been working (total) in this organization?

(a) 0 to 3 years
(b) 4 to 7 years
(c) 8 to 11 years
(d) 12 and more years

2. Does the Company is eagerness in recognizing and acknowledging

employee’s work.
(a) Strongly Agree
(b) Agree
(c) Neutral
(d) Disagree
(e) Strongly Disagree

3. Are you satisfied with your periodically increased salary?

(a) Strongly satisfied

(b) Satisfied
(c) Neutral
(d) Dissatisfied
(e) Strongly dissatisfied

4. Are you satisfied with your job security?

(a) Strongly satisfied

(b) Satisfied
(c) Neutral
(d) Dissatisfied
(e) Strongly dissatisfied

5. What you think about the performance appraisal system?

(a) Excellent
(b) Good
(c) Fair
(d) Poor
(e) Very poor

72
6. Are you satisfied with promotional opportunities in the company?

(a) Strongly satisfied

(b) Satisfied
(c) Neutral
(d) Dissatisfied
(e) Strongly dissatisfied

7. Are you satisfied with the safety measures used in the company?

(a) Strongly satisfied

(b) Satisfied
(c) Neutral
(d) Dissatisfied
(e) Strongly dissatisfied

8. Does management is ready to support the employees?

(a) Yes (b) No

9. What type of incentives motivates you?

(a)Financial
(b)Non financial
(c)Both

10. Are you satisfied with your incentive scheme?

(a) Strongly satisfied

(b) Satisfied
(c) Neutral
(d) Dissatisfied
(e) Strongly dissatisfied

11. What you think support from co workers is helpful to get motivated?

(a) Strongly Agree

(b) Agree
(c) Neutral
(d) Disagree
(e) Strongly Disagree

73
12. What you think career opportunities are helpful to get motivated?

(a) Strongly Agree

(b) Agree
(c) Neutral
(d) Disagree
(e) Strongly Disagree

13. What factors made you to get motivated?

(a) Salary
(b) Promotion
(c) Leave
(d) Motivational talk
(e) Recantation

14. Does the incentives and other benefits will influence your performance?

(a) Yes
(b) No

15. Is Management involves you in decision making which are connected to

your department?

(a) Yes
(b) No

74
75
76