Summer Internship Project Report

On

“Employee Motivation”
At

Covestro India Private Limited-Ankleshwar site

Submitted to Institute

Code:

Narmada College of Management

Under the guidance of

Prof. Iram Khan

Assistant Professor

In partial fulfillment of the Requirement of the award of the degree of

Master of Business Administration (MBA)

Offered By

Gujarat Technological University

Ahmedabad

Prepared by:

Krishna Harshit Ghodadra

207370599012

MBA Semister V
 Student’s Declaration

I hereby declare that the Summer Internship Project “Employee motivation” Is a result
of my own work and my Indebtedness to other work publications, references, if any, have
been duly acknowledged. If I am found guilty of copying from any other report or
published information and showing as my original work, or extending plagiarism limit, I
understand that I shall be liable and punishable by the university, which may include
‘Fail’ in examination or any other punishment that university may decide.

Enrollment No. Name Signature

207370599012 Krishna Harshit Ghodadra

Place: Date: September20,2022

 Date: ___/____/______

Institute Certificate

This is to certify that this Summer Internship Project Report titled “Employee
Motivation” is the bonafide work of Ms. Krishna Harshit Ghodadra (207370599012),
who has carried out her project under my supervision. I also certify further, that to the
best of my knowledge the work reported herein does not form a part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate. I have also checked the plagiarism extent of this
report which is ___% and it is below the prescribed limit of 30%. The separate plagiarism
report in the form of html/pdf file is enclosed with this.

Rating of the Project Report[A/B/C/D/E]: __________

(A=Excellent, B=Good, C=Average, D=Poor, E=Worst)

Signature of the Faculty Guide

(Prof. Iram Khan, Assistant Professor)

Signature of the Principal/Director with stamp of institute

(Dr. Trupti Almoula, Director Narmada college of Management)

 CERTIFICATE OF EXAMINER

This is to certify that project work embodied in this report entitled “Employee
motivation” was carried out by Ms. Krishna Harshit Ghodadra (207370599012) of
Narmada College of Management (CODE)

The report is approved / not approved

Comments of External Examiner:

This report is for the partial fulfilment of the requirement of the award of the degree of
Master of Business Administration (Part time) offered by Gujarat Technological
University.

_______________

(Examiners sign)

Name of Examiner:
External Examiner’s Institute Name:
External Examiner’s Institute Code:
Date:
Place:
 Date: September, 2022

To whomsoever it may concern

This is to certify that Krishna Harshit Ghodadra (207370599012) of Narmada College

of Management (Code) has successfully completed summer internship project titled
“Employee Motivation” At Covestro India Private Limited-Ankleshwar site from
August16, 2022 to October 20, 2022
 ACKNOWLEDGEMENT
I would also thank my project guide Prof. Iram Khan for mentoring me to be able to
successfully complete this project. I thank the faculty and staff of Narmada college of
management, Prof. Rashmi Ghamawala, Dr. Subhash Yadav, Prof. Rakhi Thakkar and
Shivraj Vansia sir for their constant support and encouragement.

I would like to express my gratitude to Mr. Bunty Chadderwala, Manager IR and ER at

Covestro India to allow me and to help me to pursue this project and with his support I
am able to successfully complete this Summer Internship Project.

The project would not have been completed without the support of my family, I am
indebted to my family for supporting me to be able to balance my work life, Family life
and higher studies all together. With their constant motivation and support I am able to
present this project.
 TABLE OF CONTENTS

CHAPTER TITLE PAGE No.

Abstract 1

1 Organization
1.1 Vision and Mission at Covestro
1.2 Diversity at Covestro
1.3 Covestro around the globe
1.4 Covestro in India
1.5 Covestro-India , Ankleshwar site
2 Conceptual Background
3 Research Design
3.1 Statement of the problem
3.2 Objectives of the study
3.3 Scope of the study
3.4 Research Methodology
3.5 Limitations of study
4 Analysis, Interpretation and Suggestions
 1. The organization
This project work has been carried on the employees of Covestro India Private
Limited situated at Ankleshwar.

Covestro which was formerly known as Bayer Material Science was a part of the
Bayer Group’s chemicals and plastics unit and Covestro was established as a legally
independent company in 2015.

Covestro is one of the leader in supplying premium polymers, and their products are
used on almost every area these days. Covestro is committed towards continuous
development of their products, processes and facilities with Innovation and
sustainability as the driving forces. Covestro distinguish their products in two
segments “Performance Materials” and “Solutions & Specialties”.

 The Performance Materials segment comprises of Covestro’s standard

polycarbonates, standard urethane components and base chemicals
businesses. The plastic polycarbonate has been an ongoing success story ever
since it was discovered in 1953 in what is today Covestro’s Uerdingen site. This
segment of polycarbonates, leads the development of this lightweight, transparent,
virtually unbreakable and easy-to-shape material. Primarily sold under the brand
name Makrolon® by Covestro, the premium plastic is an excellent substitute for
materials such as glass. With its largest segment, Polyurethanes (PUR), Covestro
is the global leader in the development, production and marketing of
polyurethanes, a class of plastics discovered in 1937 at Covestro’s predecessor
company in Leverkusen. Since then, the versatile material has found its way into
many areas of modern life – be it in the form of soft or rigid foam or as
thermoplastic polyurethane (TPU). Polyurethanes essentially are made from two
components, polyol and isocyanate, which Covestro manufactures to which
various additives are added.
 The Solutions & Specialties segment comprises of the six business entities
namely Engineering Plastics, Coatings and Adhesives, Tailored Urethanes,
Thermoplastic Polyurethanes, Specialty Films and Elastomers. The Coatings,
 Adhesives, Specialties (CAS) segment of Covestro develops and supplies
substances that make end products more attractive and durable, enhance their
value and give them that special, final touch. At the same time the materials
often bring a productivity boost with them by reduced curing times, faster
processing or less solvent demand. What makes this segment stand out from
its competition is its distinctive business approach which says “we develop
our solutions not just for, but together with our clients along the entire value
chain to make the world a brighter place”.

The company believes that the backbone of its success are the employees, who work
at 50 production sites across the globe and the activities are coordinated from its
corporate headquarters in Leverkusen, Germany.
 1.1.Vision and Mission at Covestro

Covestro with its wide range of innovative products and solutions wants to
contribute to overcoming global trends like Climate change, growing world
population, increasing urbanization, hunger which are enormous challenges these
days. The high-quality plastics and their components that this company develops
and produces are the key to a sustainable future.

Covestro has “We want to make the world a brighter place” as their Purpose and
this powerful purpose permeates the entire company which sets the basic direction
for the employees to be able to demonstrate responsible action for society and for
future generations.

Covestro is making every effort to implement the Circular Economy , the great social
and economic transformation project to make the world climate-neutral and protect
its shrinking resources.

 “We will be fully circular” – this is the vision that concretizes the purpose of
Covestro. Guided by this long-term strategic vision, Covestro is anchoring the
principle of Circular Economy across entire company in order to implement it
comprehensively with becoming a driving force for circular thinking and action in
business and society.

Covestro’s Mission dictates how the vision of Covestro will be achieved. The

Mission of Covestro is “We want to promote innovation and growth with profitable
products and technologies that benefit society and reduce the impact on the
environment.”
In this way, People at Covestro continuously strive to reduce energy consumption
and emissions in the production processes. Their products, which are needed in
many important areas, make the lives of many people more environmentally friendly
and healthier, safer, more comfortable and more efficient which is all done in line
with the three core values of the company: “we are curious, courageous and
colorful.”

1.2.Diversity at Covestro

Diversity and inclusion are integral parts of Covestro’s global talent management
strategy. At Covestro, personal charecteristics are embraced, existing
preconceptions are challenged and effective communication among all the
employees is encouraged. They see and leverage diversity as their strength. The
differences in terms of age, gender, origin, beliefs, orientations, and (dis-)abilities,
makes each employee contribute uniquely towards the organizarions success which
is accepted for all the regions in which Covestro acts and for all levels in its
hierarchy.

Covestro as an organization strive to be curious, Courageous and colorful which are

its C3 values. Here is what they say about the C 3 values:

Curious: We at Covestro are proud of our past, but we are not defined by it. We are
never comfortable with the status quo or with how we have always done things in
the past. Our curiosity drives us to listen to our customers and suppliers and respond
to them with creative and unexpected solutions. We are responsive to what is
happening around us and believe that speed and flexibility will give us an advantage
over our competitors. We are always open to new ideas and hungry for progress.

Courageous: We look towards the future and see opportunities where others might
see limitations. Where others might ask “why?” we reply “why not?” Our courage
permeates our entire business - from our partnerships to our business models. We
stand on a base of knowledge and experience that allows us to act with confidence
and courage and push the boundaries of innovation. We have courage and integrity:
not just what is convenient, we do what is right.

Colorful: We are colorful, optimistic and resourceful and use every color in our
palette to create solutions which inspire our customers and partners. It is our belief
that diversity drives creativity and multiple viewpoints allow us to solve problems
in innovative ways. We give importance to strong customer, supplier and employee
relationships and believe that humanity helps us to create a rainbow of
opportunities.

This not only reflects our vision which says “we want to become fully circular”, but
also surrounds our purpose which says “We want to make the world a brighter
place and adds tangible actions to attain these goals.”

1.3. Covestro around the globe:

Covestro is a global player which runs a strong network of production sites, based
on the latest, most cost efficient and ecologically compatible technologies. In
addition, Covestro has technical centers and innovation hubs around the world
which have an aim of being as close as possible to the customers.

Covestro has around 50 production sites across the world which are in Europe, Asia
and the United States which range from smaller facilities designed for regional
purposes to world-scale production plants that ensure efficient and reliable supply to
customers with a global presence. With continuous technical optimization, high
priority is given for all the sites which set standards in quality, efficiency and safety.

Expansion takes place at Covestro in line with the demands of the market. At
present they have their facilities in different countries like Australia, India, Korea,
Singapore, Vietnam, China, Indonesia, Malaysia, Taiwan, Hong Kong, Japan, New
Zealand, and Thailand.

1.4.Covestro in India

Covestro is a leading producer of advanced and high performance polymers in india

and around the world. Covestro have innovative developments in polyurethanes,
polycarbonates, coating, adhesive and specialty raw materials as well as
thermoplastic polyurethane elastomers enhance products in a wide variety of
markets. In India Covestro has three production units at Ankleshwar, Greater Noida
and Cuddalore and its head office in India is situated at Navi Mumbai.

1.5.Covestro-India, Ankleshwar site:

The Ankleshwar site of Covestro commenced its operations in the year 2011. The
main infrastructure of this site is laid out over an area of 17,500 sq. meters with the
built up area of 8857 sq. meters, offering its employees to work with a sense of
mutual trust and integrated team work.

The plant site is located in Ankleshwar, Gujarat, which is only 10 kilometers from
Bharuch. Ankleshwar has its own Railway station which is conveniently located at
the intersection of NH8 (National Highway 8; Running between Mumbai and Delhi)
offering it an excellent connectivity along with a Greenfield airport project in
progress. The site has a fully functioning Isotainer export shipment facility with the
nearest port being located at Neva Sheva, Mumbai, to ensure a rich and flourishing
export.

Highly laudable, through the initiatives taken by their committed team and their
seamless dedication, Covestro was able to achieve a production level of over 10,000
tons by the year 2013, producing chemical compounds such as Trimer, Biuret and
CAS-L 75. They have constantly developed the infrastructure over the years
establishing an independent lab in 2014 and a warehouse facility in 2015, allowing
them to considerably reduce their costs just over a short period and elevate the
overall value.

While production and the company’s operations are an unquestionable priority,

Covestro strongly believes in employee safety, having dictated guidelines which
have been successfully incorporated to help them accomplish over 1826 working
days without an accident. Also to ensure the health of the employees and a
sustainable environment it is made sure that the waste water generated at the
company handled and incineration needs are well looked after through an
outsourcing treatment facility.
 CHAPTER 2

CONCEPTUAL BACKGROUND

EMPLOYEE MOTIVATION

Employee motivation: what it is

Motivation is the word derived from the word ‘motive’ which means needs, desires,
wants or drives within a person. Employee motivation is the level of commitment, drive
and energy that an employee of the company brings to the role every day.
An important factor that contributes towards an organizations success is the Employee
motivation without which the companies may experience reduced productivity, less
outputs and mostly unhealthy working environment due to which the goals set by the
company might not be achieved.

Importance of employee motivation:

As said earlier, Employee motivation is an important factor that contributes towards an

organizations success. A motivated employee is goal driven and is always enthusiastic to
achieve their personal goals along with the goals of the organization they are working in.
Motivated employees complete their tasks in time and they take pride in doing so. Having
motivated employees is very important as otherwise it may lead to the organization’s
lower productivity, lower revenue and reduction in the market value. If an employee has
lower motivation levels, he/she may take longer time to finish tasks by working at slower
pace and probably wasting time elsewhere instead of focusing on work. Such employees
may have negative effects on the ones who are hardworking and accomplishing their
tasks on time or before time.
Benefits of having motivated Employees:

 Motivated employees work productively and give timely and. They are
competitive and always strive to achieve the best. Such employees mostly have
immense job satisfaction. This allows the organization to perform better and
achieve the goals thereby creating better revenues and improve its market value.
Thus implementing employee motivation techniques in order to improve the
motivation of the employees is very important.
 Motivated employees are more engaged; they are able to understand any
uncertainty in a better way and are able to bring out the solutions to deal with the
uncertainty.
 Motivated employees are more innovative. They are always in search of better
ways to do a certain task.
 Motivated employees can deal with any situation or problem easily. They work
hard to find solutions for the problems arising at their work front and this is what
the organizations expect from its employees.
 Motivated employees are proactive. They seek solutions for the challenges
without being prompted by their superiors. So when the obstacle is ahead, they
already have had anticipated them and have solutions ready for them.
 Organizational goals are well understood by motivated employees as they
understand how their work and contribution is a step towards achieving the
organizational goals.
 Achievement of goals in time is always in the mind of motivated employees
whether it be their personal, their teams or the organizational goals.
 Motivated employees like to finish their tasks on time and this results into lower
levels of absenteeism among the employees in the organization.
 Attrition is a major workforce problem usually faced by organizations. The
organizations with motivated employees have higher employee retention rate as
per studies and the attrition rate is low.
  Implementation of changes in an organization is a major task. The employees
might or might not be ready to adapt to the organizational changes but, motivated
employees accept and adapt to changes sooner and with ease.
 The biggest advantage of motivated employees is that they tend to motivate their
colleagues with their performance and team work.

Methods to improve employee motivation in the organization:

Any organization’s most valuable asset and its building blocks are its employees who put
in long hours of work daily and continuously for the benefit of the organization. The
employees of the organization make work as their priority sometimes even over their
families. So, just as the employee takes cares of its organization, it is the duty of the
organization to take care of its employees as well. The employees might sometimes not
be able to perform efficiently and in such cases the organization needs to motivate such
employees to improve their productivity. Below are the methods that the organizations
may use to improve employee motivation and reap the benefits to achieve the
organizational goals:
 An employee spends major part of his/her day at the workplace and thus creating
a friendly and healthy working atmosphere at work works wonders in order to
motivate employees. This way the employees will feel more at ease with friendly,
approachable people and will strive to work even harder and will love coming
back to the office every day with the same level of enthusiasm as on their first
day.
 An employee’s creativity and new ideas should be listened to, encouraged and
acknowledged. The organization should be such that every employee is entitled to
have their own opinion, express their creativity, where this creativity is not only
appreciated but also valued. This will bring a remarkable difference in the attitude
of the employees.
 Appreciating the employee for their hard work is the best way to motivate the
employees. Any gesture like a personal appreciation, an e-mail of appreciation,
rewards, incentives, promotions or for that matter any kind of acknowledgement
and appreciation will encourage the employees to do better and achieve more.
 The managers of the organization should always try to know their subordinate in a
better way. This can be achieved by knowing their subordinate at personal level.
Know their style of working, give them a good and healthy work environment, be
compassionate towards them and encourage and guide them to achieve their
goals. These are also the qualities of managers with good leadership.
 Each employee will have a different working style and he/she should be allowed
to work in their own style, no particular work patterns should be enforced upon
them. This will enable them to work freely with more confidence and
effectiveness.
 Thanking the employees and giving them credit for their incredible work whether
it be in a team or individually will increase the feeling of belongingness in the
employee towards the organization. They can be given treats, hand written notes
or anything that would make them feel special. This way by expressing gratitude,
the manager can encourage effective team work and push the employee potential.
 Organizations that follow transparency have motivated employees as they know
and understand all that is going around in the organization. The employees in such
 organizations feel responsible for their work as the dependency of their work on
the organizational performance is not hidden. Feedbacks are taken positively and
more efforts are put in to improve the performance of both the employee as well
as the organization.
 Employees of any organization are satisfied when they are able to manage work
life balance. Thus if they are not feeling productive or are feeling work loaded,
they must be allowed some time off to be able to recuperate and regenerate so that
after coming back they are more enthusiastic and productive. A feeling of
satisfaction is achieved when work life as well as family life is being managed
well. If at any point this balance goes off, the employee motivation level starts
dropping. this is when the employee needs some time to make things fall in place
again. If this time if given to the employee, then the employees feeling of being
responsible towards the organization increases and thus becomes more motivated
to effectively complete that tasks on time.
 The workplace should be enjoyable. A manager, who understands, has good
relationship with subordinates, is appreciative towards their work, is a great boss.
Subordinates would be very happy to work with such managers as they find such
bosses motivating. Thus in short, as a manager one should be he/she would want
to work for.
 Theories of Motivation

In all the organizations, whether private or state owned, motivation plays a key role in
encouraging employees towards achieving both their personal as well as organizational
goals. To start with, there are many theories of motivation and they mostly relate to or
influence the outcomes of employee job satisfaction. The theories of motivation even
though categorized according to their definitions and purpose but critical analysis reveals
that they are all linked and they lead to employee satisfaction.
 Fig. 1

Motivational theories can be broadly classified under the following heads: -

1. Content Theories: These theories attempt to determine and specify drives and
needs that motivate people to work. The content theories explain the nature of
motivation in terms of types of needs that people have. These theories attempt to
focus on factors within a person that cause a certain type of behavior. The basic
idea of these theories is that people have certain fundamental needs, both
physiological and psychological in nature, and that they are motivated to engage
in activities that would satisfy these needs. Thus, the nature of needs establishes
the nature of motivation that causes a specific behavior aimed at reaching the goal
of satisfying these needs.

2. Process Theories: These theories attempt to identify the variables that influence
motivation and their relationship with each other. Instead of focusing on what
people need, process theories of motivation concentrate on the “how’s” of
motivation which means these models focus on the psychological and behavioral
 processes that humans follow. Understanding these processes helps to analyze the
actions, interactions and contexts that motivate an individual’s behavior.

1. Content Theories: Few of the content theories are discussed below

a) Maslow’s Need Hierarchy Theory:

Maslow’s “needs hierarchy theory” is the most widely used theory of motivation amongst
all, in the organizations. Abraham Maslow explained that people have a complex set of
exceptionally strong needs and the behavior of individuals at a particular moment is
usually determined by their strongest need at that particular moment. He developed his
model of human motivation in 1943 based upon his own clinical experience and
formulated this theory of hierarchical needs by asking the question which goes like, what
is it that makes people behave the way they do and then he made a list of answers which
helped him to develop a pattern. His theory is based on two assumptions which are:
 Human beings have needs which are different in nature. When arranged in a
pyramid form, they range from the biological needs at the lower level, which is
the level of survival, to psychological needs at the upper extreme, which is the
level of growth.
 The above said needs occur in an order of hierarchy so that lower level needs
must be satisfied before higher level needs arise or become motivators for
behavior. This means that if the basic needs are not satisfied, then their total
attention will be focused upon these needs and it will not be possible to
communicate with them about any other matter.
This model of hierarchical needs explains human behavior in a more realistic manner.
This model considers people’s inner state as fundamental for motivation and the
environmental conditions do not play the major role. Maslow has arranged and explained
the five basic needs in successive layers. These needs continuously change resulting in to
change in goals and activities. Maslow’s arrangement of five needs is as below
 Fig. 2

The bottom three needs in the above figure are known as “deficiency” needs, because
they must be satisfied in order to ++ the individual’s very existence and safety and make
him fundamentally comfortable. The top two needs in the above figure are known as
“growth” needs because they are concerned with personal growth, development and
realization of one’s potential.

The needs are explained in detail as below:

i) Physiological Needs: The physiological needs occupy the base of the pyramid of
needs which tend to have the highest strength in terms of motivation. These are
primary in nature and these needs are developed out of physiological or biological
tension and they are there to sustain life itself and include the basic needs for
food, water, and shelter. Once these basic needs are satisfied to the degree needed
for the sufficient and comfortable operation of the body, then the other levels of
needs become important and start acting as motivators.
To satisfy the physiological needs, organizations can provide incentives, like adequate
wages and salary, acceptable working conditions in order to improve comfort and avoid
fatigue, more leisure time and acceptable work environment in terms of lighting,
ventilation, restrooms, working space, heat and noise level. Some bonuses and other
fringe benefits can also be provided which will be highly motivational.

ii) Security and Safety Needs: Once the physiological needs are fulfilled, the safety and
security needs become significant. These needs are for self-preservation. These needs
include the needs for security, stability, freedom from anxiety and a structured and
ordered environment. These needs involve a sense of protection against threats and
danger of losing the job in the future. In today’s society such as ours, safety needs can be
Physical Safety, Financial Security, and Emotional Safety.
The Employer can satisfy the second level needs of safety and security through
management’s initiative to provide life insurance, medical insurance, job security, cost of
living increments, pension plans, freedom to unionize, and employee protection against
automation. Legal Acts such as minimum wages, equal remuneration, and welfare
benefits provide the economic security to some degree. Similarly, organizations have
unions which protect employees against discrimination and indiscriminate firing.

iii) Social Needs: After the basic needs and security needs are satisfied, then a sense of
belongingness and acceptance becomes important. These needs include the requirement
for love, friendship, affection, and social interaction. We always prefer for an
environment where we are understood, respected and wanted. That is the reason because
of which “polarization” exists where people of similar background and beliefs prefer to
group and stay together. When at a workplace the third level needs of love and affiliation
become motivators, then people in their work environment find an opportunity for
establishing friendly interpersonal relationships. The management can satisfy these social
needs by providing opportunities for employees to be able to interact with each other
through coffee breaks, lunch facilities and recreational activities such as social get-
together plans. Also Creating team spirit by keeping work groups informal wherever
possible with friendly and supportive supervision will help in achieving the fulfillment of
social needs. Periodic meetings can also be conducted with all subordinates to discuss
matters pertaining to personal achievements and contributions as well as the
organizational developments.

iv) Esteem Needs: Esteem needs arise when there is need to attain recognition from
others, which would induce a feeling of self-worth and improve self-confidence in any
Individual. Attainment of recognition is an urge for achievement, prestige, status and
power. While self-respect means internal recognition, respect from others means external
recognition which means to appreciate one’s individuality as well as his/her contribution.
This would give the individual a feeling of self-confidence, independence, status,
reputation and prestige. People then would begin to feel confidant and that they are
useful. When the third level needs of love and affiliation become motivators, then people
find an opportunity in their work environment for establishing friendly interpersonal
relationships.
Employers can Design more challenging tasks for employees and provide positive
feedback on their performance. Recognition and encouragement should be given for their
performance and contribution and additional authority should be delegated to the
subordinates to motivate them. Employees can be involved in goal setting and decision-
making processes. Adequate training sessions and executive development programs
should be periodically conducted to help employees successfully accomplish their goals
and increase their competency on their jobs. Status symbol recognitions like executive
level job title, private secretary, privileged parking, promotion, company car, stock
options and write-ups about achievements in the company newspapers can be provided to
employees to motivate them.
v) Self-Actualization Needs: The last category of need in hierarchy of needs is self-
actuation needs. It is the highest level of need in Maslow’s hierarchy and such needs arise
as a motivator when all other needs have been reasonably fulfilled. It is the need of an
individual to develop fully and to realize one’s own capacities and potentialities to the
fullest extent possible. An individual at this level seeks challenging work assignments
that allow for creativity and opportunities for personal growth and advancement. This
need is intrinsic in nature and when this need is fulfilled, the person is creative,
independent, content, and spontaneous and has a good perception of reality and he is
constantly striving to realize his true potential. At the management level, to be able to
fulfill employee’s self-actuation needs, the employees should be given freedom to
express and opportunity to shape their own job which will strengthen the communication
part and give the employees the chance to understand and perform their job in a more
effective way.
Maslow’s model is a model in which an individual’s needs interact with each other and
the order of these needs is not so rigid. The order of the needs depends of the relative
dominance of many needs and it is continuously shifting. For example, a person may not
go to the higher need, even when his lower needs are satisfied. Maslow’s theory makes
the management of an organization aware that the employees are motivated by a wide
variety of needs, and that opportunity should be provided to the employees to satisfy
these needs through creating a healthy and progressive work environment, so that
employees will be motivated to do their best to achieve organizational goals.
Maslow believed that management should strive to create an organizational climate,
which will motivate its employees at all levels of organizational hierarchy. Research in
this field shows that comparatively, the top level managers are more successful in
satisfying their higher level needs than lower level managers who have more routine jobs.
Blue-collar workers who have very little freedom over job operations may not even get
an opportunity to experience the higher level needs.

b) Alderfer’s ERG Theory:

 Fig. 3

The ERG need theory has been developed by Clayton Alerter. It is a refinement of
Maslow’s needs hierarchy in which Instead of Maslow’s theory of five needs, ERG
theory reduces these five needs into three needs which are existence, Relatedness and
Growth represented by E, R and G.

i) Existence Needs:

Existence needs are roughly comparable to the physiological and safety needs of
Maslow’s model and are satisfied primarily by materialistic incentives. They include all
physiological needs of Maslow’s model and safety needs which financial and physical
conditions rather than interpersonal relations satisfy. These comprise the needs for
sustenance, shelter and physical and psychological safety from threats to people’s
existence and well-being.
ii) Relatedness Needs:

Relatedness needs are roughly comparable to social and esteem needs in Maslow’s
hierarchy. These needs are satisfied by interpersonal relationships and social interaction
with others. It requires open communication and honest exchange of thoughts and
feelings with other organizational members.

iii) Growth Needs:

Growth needs are the needs which develop and grow and reach the full potential that a
person is capable of reaching. These needs are similar to Maslow’s self-actualization
needs. Growth needs are fulfilled by strong personal involvement in the organizational
environment and by accepting new opportunities and challenges.
ERG theory differs from Maslow’s theory in advocating that people may be motivated by
more than one kind of need at the same time. While Maslow proposes that in hierarchy of
needs, a person first satisfies the lower level needs before he moves up to the next level
of needs and will be at that need until the need at that level is satisfied, ERG theory
advocates that if a person is frustrated in satisfying his needs at any given level, he will
resort back to lower level needs.

c) McClelland’s Theory of Needs:

 Fig. 4

Studies conducted by Harvard psychologist David McClelland concluded that the most
prominent need is the need for achievement, power and affiliation from the
organizational behavior point of view and the primary motive among them is the
“achievement motive” which is the desire to succeed in competitive situations based upon
an established or perceived standard of excellence.
Employees with a strong “need for achievement” (known as n Ach), prefer, accept and
perform, well in challenging tasks which require creativity and hard work. They are
constantly pushed by a desire to improve and look for situations in which successful
outcomes are directly correlated with their efforts so that they can claim credit in case of
success. Such employees take moderate and calculated risks and prefer to get quick and
genuine feedback on their performance. They set more challenging but achievable goals
for themselves, because they believe that success with easily achievable goals hardly
provides a sense of achievement. They feel more satisfied from solving a complex
problem than that gained from financial incentives or simple praise.
Employees with a strong “need for power” (n Paw) desire to affect and control the
behavior of other people and desire to be able to manipulate the surroundings. The cases
where power motivation is applied positively, display successful managers and leaders
who prefer democratic style of leadership. The cases where power motivation is applied
negatively, displays arrogant autocratic leadership.
Employees with a strong “need for affiliation” (n Aff) relate to social needs and reflect a
desire for friendly and warm relationships with others. Such employees tend to seek
affiliation with others with similar beliefs, backgrounds and outlook on life. This results
to formation of informal groups organizations. Employees with high “n Aff’ tend to get
involved in jobs that require a high amount of interpersonal relationships like jobs in
teaching field and public relations. From the point of view of organizational behavior
such employees are highly motivated to perform better in situations where personal
support and approval are directly related to performance. They usually avoid conflict and
show strong conformity to the wishes of their friends.

d) Herzberg’s Two-Factor Theory:

 Fig. 5

Fredrick Herzberg and his associates had developed this two-factor theory in the late
1950s and early 1960s. As part of a study of job satisfaction, Herzberg and his colleagues
had conducted detailed interviews with over 200 engineers and accountants in the
Pittsburgh area. They felt that an employee’s relation to his work is a basic one and that
the employee’s attitude towards work would determine his/her organizational behavior.
As a part of the study the respondents were required to describe in detail the type of
environment in which they felt exceptionally good about their jobs and the type of
environment in which the respondents felt bad about their jobs. It is obvious that people
who are generally satisfied with their job will be more dedicated to their work and
perform it well as compared to those people who are not satisfied with their jobs. If this
fact seems logical and justified, then it would be useful to isolate those factors and
conditions that produce satisfaction with the job and those which produce dissatisfaction.
Two questions which were asked to the respondents in the above said survey were:
 What is it about your job that you like? And
 What is it about your job that you dislike?
Upon analysis of the answers to the above questions, it was concluded that there are few
characteristics or factors that tend to be frequently related to job satisfaction and there are
other factors that are frequently related to job dissatisfaction. Herzberg termed the factors
that are related to job satisfaction as motivational factors, and these factors are intrinsic in
nature and the factors related to job dissatisfaction were termed as maintenance or
hygiene factors which are extrinsic in nature which are discussed below.
i) Hygiene Factors:
Instead of motivating people, Hygiene factors simply prevent dissatisfaction and maintain
status quo. They cause no growth but they prevent loss. When these factors are absent,
job dissatisfaction is the result. The elimination of dissatisfaction in these cases does not
mean satisfaction and these hygiene factors simply maintain a “zero level of motivation.”
For example, if a person marks “low pay” as a cause of dissatisfaction, it would not
necessarily indicate ‘high pay’ as a cause of satisfaction. Few of the hygiene factors are:
 Wages, salary and other employee benefits.
 Organizational policies and administration rules that run the working environment.
 Interpersonal relations with colleagues, seniors and subordinates. Cordial relations
with everyone prevents frustration and dissatisfaction.
 Working conditions and feeling of job security.
 Supervisor’s managerial and technical competence as well as the quality of his
supervision. If the supervisor has knowledge about the work being performed and
he/she is patient with his/her subordinates by explaining and guiding them well, the
subordinates would not be dissatisfied in this respect.
Every hygiene factors are designed such that they do not damage the efficiency or morale
and hygiene factors are not expected to stimulate positive growth. The results of
Hawthorne experiments suggested that improvements in working conditions or
increments in financial benefits do not contribute to better and motivated performance
whereas a new plant or upgraded facilities at a plant might usually motivate workers if
the workers do not enjoy their work and these physical facilities cannot replace employee
feelings of recognition and achievement.

(ii) Motivational Factors:

Motivational factors are intrinsic to the job itself and are related to the nature of work.
These factors influence the morale, satisfaction, efficiency and higher productivity in a
positive way. Some of the motivational factors are:
 The Job Itself: To stay motivated, employees must like and enjoy their jobs. They
become highly committed to goal achievement and do not mind working late hours
in order to complete the tasks on time. Their morale is high which is represented by
reduction in absenteeism and tardiness.
 Recognition: recognizing an employee’s contribution by the management boosts the
employee’s morale. It improves the feeling of worthiness and self-esteem in
employees. Thus, such recognition gives high motivation.
 Achievement: achievement of goal which is challenging, requiring initiative and
creativity gives a great feeling of accomplishment. Employees should be given
opportunities for the meaningful achievement; otherwise the employees start to feel
monotonous to the environment and begin to find faults with it.
 Responsibility: It is expected from employees that they carry out the assigned duties
satisfactorily. When given higher the level of duties, which require more responsible
work, Employees tend to feel more responsible and more motivated to finish the task
successfully on time because it is a good feeling to know that you are considered a
person of integrity and intelligence to be given a higher responsibility. This is a
motivational factor that helps in growth of the employee in the organization.
All the factors discussed above are all interrelated and are responsible for improving
employee motivation. Rewards, responsibilities and benefits like job promotions, higher
responsibility, participation in central decision-making and executive benefits are all
signs of growth and advancement and add to dedication and commitment of employees.
The Herzberg’s two-factor model comes parallel with Maslow’s basic model such that
while Maslow’s model is helpful in identifying needs, Herzberg gives with directions and
incentives that satisfy these needs. Also while the hygiene factors in Herzberg’s model
satisfy the first three levels of Maslow’s model, the motivational factors satisfy the last
two higher level needs of Maslow’s model namely esteem and self-actualization.

Criticism of Herzberg’s Model:

The views of some researchers do not coincide with Herzberg’s model as being
conclusive because as per them the results of Herzberg’s research were based primarily
on the responses of white-collar workers (accountants and engineers) and might not
reflect the ‘blue collar workers’ opinion who may consider hygiene factors as
motivational factors.
Certain studies also indicate that the effect of hygiene factors and motivational factors are
totally reversed on some people and that they feel highly motivated by financial rewards,
organized supervision, well-defined work rules, pleasant working environment and
positive employee interaction and such people do not give much value to achievement
and self- actualization.
Another criticism about Herzberg’s two-factor theory focuses on the research method and
data collection method. The theory was developed considering “critical incident” method
according to which, the respondents were asked to indicate particular incidents, which
they according to them were associated with their satisfaction or dissatisfaction related to
their jobs. This indicates that the theory is “method bound” and other studies which use
other methods for measuring satisfaction and dissatisfaction will fail to support the
validity of Herzberg’s theory.
Furthermore, Herzberg’s theory does not consider individual differences in different
employee’s values, outlook, age and designation.
2. Process Theories: Few of the Process theories are discussed below

a) Vroom’s Expectancy Model:

Fig. 6

Vroom’s expectancy model has a fundamental belief that motivation is determined by the
nature of the reward people expect to get as a result of their job performance. The
underlying assumption is that human is a rational being and will put in all efforts to be
able to maximize his/her perceived value of such rewards. Employees usually choose
alternatives which give them maximum benefits. There are three major elements in the
model which are:

 Expectancy: Expectancy is the likelihood of a particular outcome which will result

from a particular behavior or action from a person’s point of view. This likelihood is
probabilistic in nature and it explains the relationship between a particular behavior
at an instance and its outcome.
 Instrumentality: This factor relates to an employee’s belief and expectation that his
performance will lead to a particular reward which he has desired of. It is the degree
of association of the first level outcome of a particular effort with that of the is the
 ultimate reward which is second level outcome. For example, working hard may lead
to improved performance which is the first level outcome; it may also result to salary
increase or promotion or both-which is the second level outcome. If an employee
believes the fact that his/her high performance will not be recognized or lead to
expected and desired rewards, he will hardly have any motivation to work hard for
better output.
 Valence: Valence is the value given by an employee to his desired reward. He might
not feel motivated to work hard to improve his/her performance if the reward for
his/her improved performance is not what is desired by the employee. It does not
correspond to the actual value of the reward but to the perceptual value of the reward
in the mind of the employee which is important. For example, one employee might
be motivated to work hard get recognition and status and another employee may be
more interested in job security than status.

Hence, motivation is related to these three factors as:

Motivational Force (M) = Expectancy (E) x Instrumentality (I) x Valence (V).
or M = (E x I x V)
As depicted by above relationship, the motivational force will be the highest when
expectancy, instrumentality and valence are all high and the motivational value is
considerably reduced when either of the three approach to zero and thus the management
should recognize and understand the prevailing situation and take steps to improve upon
these three factors to improve motivation so that each of the three elements achieve the
highest value individually. This can be explained by considering the example of an
employee exhibiting a poorly motivated behavior which could be due to:
i) Low effort-performance expectancy which means that the employee lacks certain
necessary skills and training which refrain him from believing that his extra efforts
will lead to his better performance. Trainings and mentoring sessions can be
imparted to improve the relationship between effort and performance in this case.
ii) Low performance-reward instrumentality relationship as per which the employee
might believe that similar rewards are not the outcomes of similar level of
performance. There might be inconsistency in the reward policy and it might be the
 fact that the reward policy depends on factors other than the performance, which the
employee may not be knowing of or may not consider fair.
iii) Low reward-valence. Since the managers may look at the value of a reward
differently than their subordinates, the management must survey for kind of rewards
are expected the desirability of the rewards, which are to be given on the basis of
performance. While monetary benefits may be more desirable for some employees,
there might be expectation for formal appreciation by some others for tasks which
are similar in nature.
The managers must understand and analyze the preferences of individual subordinate and
design “individualized motivational packages” to fulfill their needs and expectations and
these packages must be considered as fair by all the concerned parties. Thus Vroom’s
model tries to explain as to what factors affect an employee’s preference for a particular
path among all available alternatives and why the employee would feel more motivated
towards achievement of certain goals as compared to other goals.
b)Adams’s Equity Theory:

Fig. 7
Equity theory formulated by John Stacey Adams, suggests that as per some researchers,
one of the most widely assumed source of job dissatisfaction is the feeling of the
employees that they are not being treated fairly by the management or the organizational
system. This theory has two elements out of which the first being, the employees desire
to get a fair reward for their efforts. The more efforts one puts into their work, the more
rewards are expected. And the Second one being, the employees would compare their
rewards with the rewards of others who have put in similar efforts for similar kind of job.
If the employee considers that the reward is not similar or fair, he/she gets a feeling of
dissatisfaction. The employee’s comparison may be on the basis of efforts, skills,
education, experience, competence for rewards such as salary levels, recognition, raises,
status and other privileges.
When the feeling of inequity comes into play, whether it is perceived or for real,
employees feel unfair and uneasy about it and will try to take steps in order to reduce or
eliminate this inequity. These steps may result in opposite outputs like either lower or
higher productivity, improved or reduced quality of output, increased dedication and
loyalty or uncaring attitudes, protests against inequity and voluntary resignation.
Equity theory suggests that less rewarded employees usually are less productive or their
work is inferior than those employees who are adequately rewarded and more rewarded
employees usually are more productive or their work is better than those employees who
are adequately rewarded. This is due to difference in the levels of motivation of the
employees and feeling of inequity. This suggests that inequity exists when people are
either “underpaid” or “overpaid” for similar efforts. However, employees usually prefer
to accept overpayment by justifying such overpayment than by taking steps to reduce this
inequity.
The equity theory consists of the following postulates:
i) Perceived inequity creates a feeling of resentment and tension within individuals.
ii) The extent of this tension reflects the magnitude and type of inequity.
iii) Individuals will be motivated to take steps to reduce this tension.
iv)The greater the extent of perceived inequity, the greater is the strength of such
motivation.
Inequity exists only in the perception of the individuals and this perception may or may
not be real. Sometimes employees try to reduce the inequity by different methods some
of which are:
i) Employees can change their inputs either upwards or downwards to a more
equitable level. Overpaid employees can justify overpayment by increased efforts
and better productivity and underpaid workers can reduce their level of efforts and
be less interested in work by excessive absenteeism and by being less enthusiastic
and less productive.
ii) Employees may demand for better pay and better working conditions for the same
input either by staging walkouts and strikes or through organized union
negotiations.
iii) Employees may artificially increase the importance of their jobs in their own
minds or decrease the value of their own input by believing that they are not really
working adequately.
iv) Employees may decide and resign from their job and find another job where they
feel that the input-outcome balance is more favorable and the job is equitable for
them.
 v) Employees may change the level of comparison with other employees. They may
believe either that other people get better outcomes because their work is superior
and they work hard comparatively or because they belong to different category
with which their comparison is not valid or justified.

c) Goal-Setting Theory:

This theory has been proposed by Edwin Locke and it studies the processes by which
people set goals for themselves and then put in efforts to be able to achieve these goals.
Goal-setting theory is based on the assumption that the type of goal as well as the
challenge of the goal induces motivation in the employee to achieve such goal. The
employees as per this theory look for a few characteristic in their goals which are:
i) Goal Specificity:
Specific goals are clear and they give a clear direction to the employee, causing
improved performance. A specific goal enables the employee to evaluate his
performance and judge as to how he is doing relative to the goal. The evaluation part
can be done by the employee periodically and decide whether the path towards that
goal is correct and on time. Accomplishing a goal provides the employee with a
sense of achievement, pride and personal satisfaction. General goals, which say “we
will produce as much as possible,” have very less effect on motivation on the other
hand specific goals reduce ambiguity and the employee has very clear idea as to
what is expected out of him/her.

ii) Goal Difficulty: Particularly true for high need achievers, difficult but achievable
goals provide more challenge than easy goals as achieving an easy target is not
competitive and hence is hardly exciting.

iii) Goal commitment: Goal commitment is independent of whether the goal is

assigned by the employee himself by the superiors, but it depends upon the
expectations of success and degree of success. Rewards for previous goal
achievement will also have impact on goal commitment.
iv) Goal Acceptance: One of the most important part of goal setting theory is the
acceptance of goal by the employees. The best way to have the goal accepted by
employees is to let them set their own goals and target which are within the general
organizational guidelines because of this the self-set goal becomes an integral part of
the employee and he is motivated to work hard to achieve it. Assigned goals should
be equally acceptable but these goals should be consistent with personal aspirations
of employee. In order to encourage goal acceptance, the employees should be
encouraged to participate in the goal setting process the management demonstrates a
supportive attitude towards subordinates regarding goal achievement.

d)Reinforcement Theory of Motivation:

Fig. 8
Reinforcement theory of motivation was proposed by BF Skinner and his associates.
According to this theory, individual’s behaviour is a function of its consequences. It is
based on “law of effect”, i.e., individual’s behaviour with positive consequences tends to
be repeated, but individual’s behaviour with negative consequences tends not to be
repeated. Reinforcement theory of motivation overlooks the internal state of individual
and focuses totally on what happens to an individual when he takes some action. Thus the
external environment of the organization should be designed effectively and positively to
be able to motivate the employee. It is a strong tool to analyse controlling mechanism for
individual’s behaviour without focusing on the causes of individual’s behaviour.
The managers usually use the following methods for controlling the behaviour of the
employees:
i) Positive Reinforcement: When an employee shows positive and required
behaviour, giving an immediate positive response will imply positive reinforcement.
For example - Praising an employee immediately for coming early to work will
increase probability of this outstanding behaviour occurring again. Reward is not
necessarily a positive reinforcement and this can be considered positive
reinforcement If and only if the employees’ behaviour improves after receiving the
reward. Positive reinforcement stimulates recurrence of a desired behaviour and it
the effect of positive reinforcement is greater when the timing of reward giving is
more.
ii) Negative Reinforcement: Removing negative or undesirable consequences for an
employee can be considered as negative reinforcement. Both the above said
reinforcements can be used for increasing required behavior by an employee.
iii) Punishment: Removing positive or desirable consequences for an employee in order
to lower the probability of repeating their undesirable behaviour in future is known
as punishment. Punishment can also be described as application of undesirable
consequences for showing undesirable behaviour by the employee. For example,
suspending an employee for breaking the organizational rules will be considered as a
punishment. Punishment can be equalized by positive reinforcement from any other
or alternative source.
iv) Extinction: Absence of reinforcements implies extinction. Extinction is removing
reward for lowering the probability of undesired behaviour. For instance - if an
employee no longer receives acknowledgement for his good work, he may feel that
his behaviour is generating no fruitful consequence and may try to improve it.
Extinction may also unintentionally cause to lower the desirable behaviour.
Implications of Reinforcement Theory: Reinforcement theory explains in detail how
behaviour is improved in an employee using above said methods. It suggests that
managers who want to motivate their employees should ensure that they do not reward all
employees at the same time. Timely feedbacks for incorrect events must be given to the
employees and must give such employees guidance to be able to bring about positive
changes in the organization and its working culture.
 CHAPTER 3
RESEARCH DESIGN
3.1 Statement of the problem
Employee motivation is an important factor that contributes towards an organizations
success. A motivated employee is goal driven and is always enthusiastic to achieve their
personal goals along with the goals of the organization they are working in. Motivated
employees complete their tasks in time and they take pride in doing so. Having motivated
employees is very important as otherwise it may lead to the organization’s lower
productivity, lower revenue and reduction in the market value. If an employee has lower
motivation levels, he/she may take longer time to finish tasks by working at slower pace
and probably wasting time elsewhere instead of focusing on work. Such employees may
have negative effects on the ones who are hardworking and accomplishing their tasks on
time or before time. Thus having an employee motivation survey at regular intervals will
enable the organization to improve the productivity, employee engagement, job
satisfaction, feeling of belongingness towards organization etc. among its employees.

3.2 Objectives of the study

 To study employee motivation at Covestro India Private Limited, Ankleshwar site
among different age groups, departments and designations.
 To suggest strategies to improve the employee motivation level.

3.3 Scope of the study

This study has been carried out at Covestro India Private Limited, Ankleshwar site to
analyse the employee motivation at the organization. The survey was conducted and total
74 employees of covestro-India belonging to different age groups, Different designations
and different departments gave their feedbacks in the questionnaire given to them. Close
ended self-developed descriptive questionnaire was used for data collection from the
responders to be able to understand the level of motivation among the employees at
Covestro-India, Ankleshwar site who are represented by these 74 respondents.
The summary of the study has been discussed below with respect to different criteria such
as age, designation and department.

3.4 Research Methodology

3.4.1 Research Design
The type of research design used in this study is “Descriptive Research” which involves
summarizing and organizing of the data to be able to easily understand. The main
purpose of this descriptive statistics is to provide a brief summary of the samples. This
generally means that descriptive statistics is not developed on the basis of probability
theory.

3.4.2 Data Source

Primary data: primary data was collected from the employees of the organization by
using the close ended self-designed questionnaire which as 20 statements related to
employee motivation.
Secondary data: Secondary data was collected from the internet.

3.4.3 Sampling Methodology: The sampling methodology used is convenient sampling.

3.4.4 Sample size: The sampling size undertaken for this research was 74 employees of
Covestro India Private Limited, Ankleshwar site.

3.5 Limitations of study

 The study is restricted to 74 sample size only.

 Primary data collection is time consuming

 The study is limited to a short period only

 It was difficult to meet the employees to collect data as they were busy with their
work.
CHAPTER 4
ANALYSIS, INTERPRETATION & SUGGESTIONS

The questionnaire was distributed among the employees of Covestro India Private
Limited, Ankleshwar site. The questionnaire consisted of information like name, age,
gender, department, and designation. It also consisted of 20 questions to be able to
analyse the level of motivation amongst the employees of the organization and the
respondents had to select one option amongst 4 given options namely “strongly agree”,
“agree”, “neither agree nor disagree” and “disagree”. To be able to analyse the responses
conveniently, these options have been converted to numerical figures of 4, 3, 2 and 1
respectively.
The questionnaire was filled by seventy-four respondents and the analysis has been
considered based on age, department and designation. Gender was being considered but
since all the respondents were of male gender, this characteristic has been left out.
The analysis part has been described question wise and contains various parts namely
introduction, the analysis tables, analysis, interpretation and suggestions.
The introduction part describes the importance of the question. The analysis tables
indicate the response of the respondents in terms of percentage for that particular
question. Analysis and interpretation includes my deduction from the responses for the
questions. And lastly the suggestion part includes, the suggestions that the organizations
or managers may adopt in order to motivate the employees for that particular aspect that
each question holds.
4.1 DEMOGRAPHICS ANALYSIS

Table-1 Shows the distribution of the respondent employees across various demographic
characteristics.

(Table-1)

Characteristic Details of characteristic Frequency Percentage

Age ≤20 years 1 1%
21-30 years 48 65%
31-40 years 22 30%
41-50 years 3 4%
≥50 years 0 0%
Gender Female 0 0%
Male 74 100%
Department Accounts & Custom 3 4%
Application- Pigments & Dyes 8 11%
Service dept. 12 16%
MEE/ETP 7 9%
Human Resource 2 3%
Plastic 3 4%
Projects 2 3%
Production-Alpha 3 4%
Production-Beta 3 4%
Production-CPC 4 5%
Production-Green 4 5%
Production-TTZ 14 19%
Safety 4 5%
Store 5 7%
Designation Asst. Manager 2 3%
 DTA & Accounts Assistant 2 3%
Group Leader 3 4%
In charge 6 8%
Jr. Officer Production 6 8%
Manager 7 9%
Officer 10 14%
QC Chemist 7 9%
Shift in charge 14 19%
Site Engineer 5 7%
Sr. Executive Production 3 4%
Supervisor 6 8%
Technician/operator 3 4%

Analysis:

 The study includes 1% of the respondents belonged to age group ≤ 20 years, 48%
belonged to age group 21-30 years, 22% of them were between 31-40 years, only
3% were between the age of 41-50 years and there were no respondents above 50
years of age.

Age wise Distribution of respondents

4% 1%

30% below 20 years

21 to 30 years
31 to 40 years
41 to 50 years

65%
 Fig. 9

 All the respondents belonged to same gender i.e. males.

 The respondents worked with different departments. 4% belonged to Accounts &
Custom, 11 % belonged to Application- Pigments & Dyes, 16% belonged to
Service dept., 9% belonged to MEE/ETP, 3% belonged to Human Resource,4%
belonged to Plastic, 3% belonged to Projects, 4% belonged to Production-Alpha,
4% belonged to Production-Beta, 5% belonged to Production-CPC, 5% belonged
to Production-Green, 19% belonged to Production-TTZ, 5% belonged to Safety
and 7% belonged to Store.

Department wise Distribution of respondents

7% 4% Accounts & Custom
5% 11% Application- Pigments & Dyes
Service dept
MEE/ETP
Human Resource
Plastic
19% Projects
16% Production-Alpha
Production-Beta
Production-CPC
Production-Green
Production-TTZ
Safety
5% Store
9%
5%
3%
4% 4%
4% 3%

Fig. 10

 The employees who answered the questionnaire had various designations based
on their seniority, qualification and experience. 3% were Asst. Manager, 3% were
DTA & Accounts Assistant, 4% were Group Leader, 8% were in charge, 8% were
Jr. Officer Production, 9% were Manager, 14% were Officer, 9% were QC
Chemist, 19% were Shift in charge, 7% were Site Engineer, 4% were Sr.
Executive Production, 8% were Supervisor and 4% of the respondents were
Technician/operator.

Designation wise distribution of respondents

4% 3% 3%
8% 4%
Asst Manager
DTA Cum Accounts Assistant
4% 8%
Group Leader
Incharge
7% Jr.Officer Production
8% Manager
Officer
QC Chemist
Shift Incharge
Site Engineer
SR. EXECUTIVE - PRODUCTION
9%
Supervisor
19%
TECHNICIAN/operator

14%
9%

Fig. 11
4.2 QUESTIONNAIRE ANALYSIS

1. I always report to work on time.

Introduction: Employee motivation in the workplace is higher when everyone is
punctual. When someone is frequently late, the workflow is disturbed as more time is
taken to complete a task if being handled individually or other team members adjust to
cover for the delay. Employees who work in shift duties particularly need to be on time
as they need to relieve their colleague who is waiting for a change of shift and being late
might make them feel agitated and impatient knowing their replacement is always late.
Due to which frictions rise within teams causing other team members to feel a lack of
respect. Also on the other hand, punctual employees might feel unfair and unhappy when
they are to cover up for a late co-worker's responsibilities frequently.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents,
100 % Strongly agreed with the statement
 Question-1 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 12

b) Age wise (Table-2)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years 100% - - -
21-30 years 100% - - -
31-40 years 100% - - -
41-50 years 100% - - -
 Question-1 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 13

c) Department wise(Table-3)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 100% - - -
Custom
Application- 100% - - -
Pigments & Dyes
Service dept. 100% - - -
 MEE/ETP 100% - - -
Human Resource 100% - - -
Plastic 100% - - -
Projects 100% - - -
Production- 100% - - -
Alpha
Production-Beta 100% - - -
Production-CPC 100% - - -
Production- 100% - - -
Green
Production-TTZ 100% - - -
Safety 100% - - -
Store 100% - - -

Question-1 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 14

d) Designation wise (Table-4)

Designation Strongly Agree Neither Disagree

Agree % Agree nor %
 Disagree
%
%
Asst. Manager 100% - - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 100% - - -
In charge 100% - - -
Jr. Officer 100% - - -
Production
Manager 100% - - -
Officer 100% - - -
QC Chemist 100% - - -
Shift In charge 100% - - -
Site Engineer 100% - - -
Sr. executive - 100% - - -
production
Supervisor 100% - - -
Technician/operator 100% - - -

Question-1 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4
 Fig. 15

Interpretation and Conclusion: Covestro has provided bus facility for the employees
from fixed locations across Ankleshwar and Bharuch and the employees use this bus
facility because of which they are always on time. The employees are late to work when
the bus particularly gets late.

Suggestions:

 Organizations can establish a time by which everyone is expected to be at their

desk and communicate the same to all the employees.

 The consequences of reporting late to work should be made known to all the
employees. These consequences can make (or motivate) the employee to be at
work on time.

 The employees should know whom to notify in case of them being late and
number of times they can be late per month before they are penalized for frequent
late coming.

 The manager should set an example which can be followed by his subordinates by
being on time which will send a strong message to the other employees.

 Managers can assign a lighter late coming penalty like the late employee giving
other team members a treat for being late and it makes him realize and motivates
him to be on time. Also this could avoid the morale and motivation of other team
members to go down as they get to enjoy the treat.

 If the members of a particular team go a week or two with perfect attendance,

then the manager of that team can surprise his team with a small break such as
team snack break or ice-cream break.
  The late coming employee can be personally interacted with and the cause of the
lateness can be identified and the employee can be reminded of the importance of
being on time.

 For organizations with flexible timings, an option can be developed such as

modifying their schedule to accommodate a later start but also a later end time.

 Progressive disciplinary steps can be taken like to start with verbal warnings
followed by written notices in the employee's file, suspension and then, perhaps,
dismissal if the behaviour doesn’t change.

2. I am always present at work (Absence is always with permission).

Introduction: There is an inverse relationship between employee motivation and

absenteeism i.e. when motivation is high, absenteeism tends to be low and when
motivation is low, absenteeism tends to be high. When someone is frequently absent, the
workflow is disturbed as more time is taken to complete a task if being handled
individually or other team members adjust to cover for the delay. Employees who work
in shift duties particularly need to be less absent as they need to relieve their colleague
who is waiting for a change of shift and being late might make them feel agitated and
impatient knowing their replacement is frequently absent or someone has to frequently
replace the absent employee and manage the shift by working overtime due to which
frictions rise within employees causing other employees to feel a lack of respect. Also on
the other hand, regularly present employees with less absenteeism might feel unfair and
unhappy when they are to cover up for absent co-worker's responsibilities frequently.

Persistent unauthorised absences in the organization may indicate a problem with the
organization culture and motivation level of the employees. Unauthorized absenteeism
can be due to:

 Bullying and harassment which makes some employees scared or stressed about
coming into work.
  Employees who work for long hours when lack acknowledgement or without
salary satisfaction tend to take unauthorised leave because they feel ‘they’ve
earned it’

 With lack of motivation the employees feel little responsibility towards their
employer or their team and think nothing of failing to show up.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, 100 % Strongly agreed with the statement.

Question-2 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100
a)
Fig. 16
b) Age wise (Table-5)

Age group Strongly Neither Agree

Disagree
Agree Agree nor Disagree
%
% % %
≤20 years 100% - - -
21-30 years 100% - - -
31-40 years 100% - - -
41-50 years 100% - - -
 Question-2 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 17

c) Department wise (Table-6)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 100% - - -
Custom
Application- 100% - - -
Pigments & Dyes
Service dept 100% - - -
MEE/ETP 100% - - -
Human Resource 100% - - -
Plastic 100% - - -
Projects 100% - - -
Production-Alpha 100% - - -
Production-Beta 100% - - -
Production-CPC 100% - - -
Production-Green 100 - - -
Production-TTZ 100%% - - -
Safety 100% - - -
Store 100% - - -

Question-2 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 18

d) Designation wise (Table-7)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 100% - - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 100% - - -
In charge 100% - - -
Jr. Officer 100% - - -
 Production
Manager 100% - - -
Officer 100% - - -
QC Chemist 100% - - -
Shift In charge 100% - - -
Site Engineer 100% - - -
Sr. executive - 100% - - -
production
Supervisor 100% - - -
Technician/operator 100% - - -

Question-2 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 19

Analysis: As per above shown data, it is evident that all the respondents (100%) report to
their work regularly and take leave after informing or taking permission from their higher
authorities.

Interpretation and Conclusion: From the sample group considered, the employees are
motivated to report to their work regularly. The organization is taking measures in order
to reduce unauthorized absenteeism and keep the employees to be regular to work.
Suggestion: Managing of absenteeism is an important part of the HR role. When
undertaken properly with different motivation tactics and with strong policies in place,
the organization can be protected against the detrimental aspects of unauthorised absence,
business disruption, negative sentiment and low morale in the employees, and reduce the
costs associated with unauthorised absence. Difficult employees can bring unique
challenges for the organization and its management. Motivating employees who show
high absenteeism and a lack of enthusiasm must be handled in appropriate ways which
should be person specific. Management and human resources should first determine the
cause for frequent absenteeism before enacting a plan to help motivate the employee. In
most of the cases, there may be an underlying problem that is prompting the employee's
behavior and these can be identified by:

 Scheduling a private meeting with the employee who is absent frequently

without permission. Human resources should conduct it and it should be
conducted in a manner that is non-confrontational with a conducive
environment suitable for open sharing and getting to the bottom of the
employee's behavior. This particularly needs to be done if the employee was
motivated until recently and suddenly is showing the unauthorized
absenteeism.
 It should be determined if outside issues are influencing the employee's
behavior such as problems at home or with other outside the organization
which can play a large role in employee performance and motivation. If the
employee (For Indian culture particularly women face such issues) feels that
he/she is overwhelmed by a situation at home and cannot focus on their work,
counseling for such employees or programs that may be of use to the
employee may be recommended.
 It should be determined if the problem is work-centric. Perhaps the employee
is facing harassment from any of the co-worker or boss due to which they may
feel that they are in a dead-end position and if so, then such situation should
be addresses as soon as possible to help right any potential wrongs and
improve the employee’s motivation.
  Human beings are goal-oriented and often need to be motivated using a
reward system and thus the organization needs to set specific goals and
rewards. For example, the goal can be 100 % for a month and the reward can
also be communicated for the same and upon achieving the goal, the
employees who did it must be rewarded.
 In some cases, lack of enthusiasm and interest in present job profile can lead
to low levels of motivation and absenteeism, such employees should be given
a chance to be transferred to a department where they can feel more
enthusiastic and they contribute more towards their work and feel more
motivated.

3. I always finish my work on time.

Introduction: Finishing work on time which means meeting the deadline puts an
immense worrying pressure to many people’s working lives. Having deadlines and
meeting deadlines, is important to each and every task. Employees meeting deadlines is
essential for smooth functioning of any organization. A sequence of problems may arise
when one person fails to meet even one deadline such as client loss, time wasted, and loss
of wages. Often, the managers take convenient excuse to blame project delays and the
problems that come with it on their team which is not the best way to handle the situation.
There are many excuses that an employee usually gives for a deadline being missed like I
didn’t remember the goals and deadlines, Meeting deadlines are not within my control
and It's not my fault that they are not met! The deadlines do not seem realistic so I keep
changing them and pushing the dates behind.

Meeting deadlines, be it for work or personal, are important for an individual’s career
progression and personal development and missing them can cause a lot of unnecessary
consequences like probability to have lost a sales contract, missing the opportunity for a
potential deal to happen, or the other team mates may have to work long because of your
delay. Advantages of not missing the deadline are:

 Improved confidence on the employee and probably be rewarded with

more responsibilities in the direction one wants to grow.
  Meeting deadlines can enable the employees to manage work life balance
in a better way as extra duty hours are cut if tasks are finished on time.
 Thorough work planning and meeting deadlines helps in better appraisals
and rewards.
 Timely completion of tasks gives time to be able to plan for successive
work plan as well as attend training which can help in shaping the career
of the employee.
Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, 55% of them strongly agree with the statement
and 45 % of the respondents agree with the statement.

Question-3 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 20
b) Age wise (Table-8)

Age group Strongly Neither Agree

Disagree
Agree Agree nor Disagree
%
% % %
≤20 years - 100% - -
21-30 years 56% 44% - -
31-40 years 59% 41% - -
41-50 years 33% 67% - -

Question-3 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 21
c) Department wise (Table-9)

Department Strongly Neither Agree

Disagree
Agree Agree nor Disagree
%
% % %
Accounts & 67% 33% - -
Custom
Application- 50% 50% - -
Pigments & Dyes
Service dept 50% 50% - -
MEE/ETP 57 43% - -
Human Resource 50% 50% - -
Plastic 33% 67% - -
Projects 100% - - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 75% 25% - -
Production-TTZ 50% 50% - -
Safety 75% 25%
Store 60% 40% - -

Question-3 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 22
d) Designation wise (Table-10)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 67% 33% - -
In charge 67% 33% - -
Jr. Officer 50% 50% - -
 Production
Manager 43% 57% - -
Officer 50% 50% - -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer 60% 40% - -
Sr. executive - 67% 33% - -
production
Supervisor 67% 33% - -
Technician/operator 33% 67% - -

Question-3 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 23
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions:

Organizations and Managers may use different ways such as compensation incentives,
performance appraisal systems, Authority, consequences or suitable rewards in order to
motivate their employees to meet the work deadlines. To be able to use these, firstly it
needs to be found out what drives individual employee to meet and even exceed their
goals.

 Some techniques to keep the employees in the motivated state are always
ongoing like recognizing the employees always when they complete their
work on time or rewarding them with appreciation letters for finishing the
tasks before deadline.
 Incentives wherever possible, for timely or early completion are also
effective motivation tools which help inspiring employees to complete their
assigned tasks before a deadline.
 Opportunity for authority can also be used as a tool for Motivation since
many employees get motivated to perform better if they are given the
authority or power as a reward. In other way employees who are motivated
by power should be identified and he/she can be made in charge of tracking
their group's deadlines and providing updates to the project manager and
because of being the lead, the employee gets motivated and even motivated
the team members to meet the deadline.
 Sometimes poor communication also causes the deadline to be missed. Thus
improving the enter personal skills and communication can help in meeting
the deadlines
 At times when employee engagement is lacking, the time is wasted and the
tasks are not completed on time. In this case employee engagement
techniques and procedures can be implemented so that the employee
motivation improves and the employee understands the need for completing
the tasks on time
4. Since the day of my joining I have always been committed towards
my work.

Introduction: There is a quote saying “motivation is what gets you started and
commitment is what keeps you going”. Commitment is the dedication to following
through with behaviors and actions that will lead to the accomplishment of that goal. 

Meyer and Allen (1991, 1997; Meyer & Herscovitch, 2001) defined “Commitment is a
force that binds an individual to a course of action that is of relevance to a particular
target.”

Commitment towards work and organization is a bond which the employees experience
with their organization and committed employees are an asset to the organization. They
are more sensitive towards their job and strive to complete the work they have been
allotted on time with the work being of superior quality. Committed employees
understand the requirements of the organization and mostly are proactive towards their
work. They neither need be reminded of the work they have to do nor the deadlines. They
are always in a highly motivated state and tend to motivate their colleagues. Thus having
employees who are committed towards the organization and their work is necessary for
any organization to be successful.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents,100% strongly agree with the statement.
 Question-4 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 24

b) Age wise (Table-11)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years 100% - - -
21-30 years 77% 23% - -
31-40 years 86% 14% - -
41-50 years 100% - - -
 Question-4 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 25

c) Department wise (Table-12)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 100% - - -
Pigments & Dyes
Service dept. 67% 33% - -
MEE/ETP 86% 14% - -
Human Resource 100% - - -
Plastic 100% - - -
Projects 100% - - -
Production-Alpha 100% - - -
Production-Beta 67% 33% - -
Production-CPC 75% 25% - -
Production-Green 50% 50% - -
Production-TTZ 93% 7% - -
Safety 100% -
Store 40% 60% - -

Question-4 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 26
d) Designation wise (Table-13)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 100% - - -
DTA Cum Accounts 50% 50% - -
Assistant
Group Leader 100% - - -
In charge 50% 50% - -
Jr. Officer 83% 17% - -
Production
Manager 100% - - -
 Officer 90% 10% - -
QC Chemist 100% - - -
Shift In charge 71% 29% - -
Site Engineer 80% 20% - -
Sr. executive - 100% - - -
production
Supervisor 67% 33% - -
Technician/operator 67% 33% - -

Question-4 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 27
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: With the time, the level of commitment of the employee towards their work
may increase or decrease depending upon the culture and work environment they are
exposed to. Having a healthy work environment is extremely necessary for the employees
to have the feeling of belongingness and feel the psychological contract. This is a two-
way affair and to achieve this both the employee as well as the organization and its
managers are equally responsible. Employees commitment towards their work can be
improved by motivating them and a few ways have been enlisted below:

 Allowing the employee some defined degree of autonomy. This would allow
them to do their tasks in their own way and sometimes the results are quicker
and better. If the employees are frequently told to do a certain work in a pre-
defined way even when better alternatives are available, the employees tend to
lose their interest and thus commitment and motivation to perform and
complete the task are lost. Thus allowing a certain level of autonomy within
the permissible limits in the organization can help the employees be more
creative and feel more responsible, committed and motivated.
 Involving employees in company-wide decisions will make the employee to
think that they are an important part of the organization. When the employee
feels this importance, they become more responsible, committed and in turn
feel motivated to perform better.
 Monotonous tasks and assignments cause the employees to lose their interests
in the work. From time to time when employees are given certain challenging
tasks, they feel energized and thus try to bring out innovative solutions for
such challenges by feeling motivated and they keep going in anticipation of
such challenges. For example, asking them to help the department which has
been facing a problem since many days but not able to deal with it.
 Exclusive technical trainings pertaining to the employee’s field or about new
developments can be motivating and increases the commitment level of the
employee.
 Giving adequate rewards and incentives improves the commitment level in the
employees.

5. I feel very proud to be associated with Covestro.

 1. Introduction: Employees who take pride in being associated with the
organization where they work are more engaged in their work and complete their
work in time, motivated to perform better for the organization, satisfied with their
work profile and with the organization as well, committed towards the
organization they work in, willing to recommend their organization as a good
place to work and likely to stay with the organization for many more years. There
are many reasons because of which the employees take pride in associating with
their organization such as organizations giving back to the community by
supporting local causes for charity, the products and services of the organization
are of superior quality and are famous among their customers, the employees are
involved in the decision making processes of the organization, If the employees
are given training opportunities which help them in developing their career and
also on their personal front, employees are able to fulfill the organizational goals
along with their personal goals, organization provides the employee with
exceptional benefits, organization gives importance to maintaining work life
balance.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, all of them i.e. 59% of them strongly agree and
41% agree with the statement.
 Question-5 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 28

b) Age wise (Table-14)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - 100% - -
21-30 years 56% 44% - -
31-40 years 73% 27% - -
41-50 years 33% 67% - -
 Question-5 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 29
c) Department wise (Table-15)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 62% 38% - -
Pigments & Dyes
Service dept. 50% 50% - -
MEE/ETP 57% 43% - -
Human Resource 100% - - -
Plastic 67% 33% - -
Projects 100% - - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 25% 75% - -
Production-TTZ 64% 36% - -
Safety 75% 25%
Store 20% 80% - -

Question-5 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 30
d) Designation wise (Table-16)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts 50% 50% - -
Assistant
Group Leader 100% - - -
In charge 50% 50% - -
Jr. Officer 50% 50% - -
Production
Manager 71% 29% - -
Officer 70% 30% - -
 QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer 60% 40% - -
Sr. executive - 100% - - -
production
Supervisor 50% 50% - -
Technician/operator 33% 67% - -

Question-5 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 31
Interpretation and Conclusion: Pride matters. Proud employees are more engaged,
more satisfied, more committed, and stay longer. Your efforts will be well worthwhile if
you continually look for ways to make your employees feel as proud of your
organization. From the above data, it can be deduced that most of the times the tasks are
completed on time and the deadlines are met and very rarely, the employees take longer
time to finish the tasks. Though very rarely, out of all the age groups, the respondents
belonging to the age group of 41 to 50 years, out of all the departments, Production-CPC
and out of all the various designations, respondents belonging to the group
technician/operators have been observed to be comparatively more deviating from the
statement than the other groups.
Suggestions: Employees can be motivated to take pride of their organization by:

 Involving them in the organization’s community service or the corporate social

responsibility. This way they will understand the benefit the surroundings are
gaining because of the organization.
 Recognizing the employee for their long service by awarding them long service
awards which makes them feel important about themselves and of the
organization.
 Offering superior quality of products and services because of which the
organization’s reputation among the customers increases and the employees feel
proud to be associated with such well known organization.
 Making the employees autonomous and giving them the opportunity to take
decisions and involving them in the organizational decision making process.
 Inviting and implementing suitable suggestions from the employees for the
betterment of the organization.
 The organizations can have accreditations and membership of certain prestigious
institutions which add a feather in the cap of attractiveness of the organization.
 Special training sessions to employees which would enrich them with latest
technologies and latest skills would motivate them.

6. I have necessary skills and abilities to do my work.

Introduction: Having necessary skills and abilities at work is very important not only to
the employee but also for the organization. An employee working on a task without the
skills and abilities required for that particular task can give undesired results, delay the
task, can cause a lot of confusion among the colleagues and ultimately loose motivation
to complete the given task or take up new task in future due to the fear of failing. This not
only causes lowering of morale and motivation of the employee himself but also of their
colleagues who ultimately always have to help the employee to finish the task.

These days’ technology changes and upgradations are very quick and the employee need
to be aware of the latest development around them. If not aware, they might feel left
behind and might others who are might take lead. An employee when feels that he lacks
the necessary skills and abilities, doesn’t perform his best and starts to lose motivation
and thus frequent trainings and interaction sessions will help them in this case.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, all of them i.e. 61% of them strongly agree and
39% agree with the statement.

Question-6 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 32
b) Age wise (Table-17)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - 100% - -
21-30 years 60% 40% - -
31-40 years 68% 32% - -
41-50 years 33% 67% - -
 Question-6 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 33
c) Department wise (Table-18)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 62% 38% - -
Pigments & Dyes
Service dept. 58% 42% - -
MEE/ETP 57% 43% - -
Human Resource 100% - - -
Plastic 67% 33% - -
Projects 100% - - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 75% 25% - -
Production-TTZ 50% 50% - -
Safety 100% -
Store 40% 60% - -

Question-6 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 34
d) Designation wise(Table-19)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 100% - - -
In charge 67% 33% - -
Jr. Officer 50% 50% - -
Production
Manager 71% 29% - -
 Officer 50% 50% - -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer 60% 40% - -
Sr. executive - 67% 33% - -
production
Supervisor 67% 33% - -
Technician/operator 67% 33% - -

Question-6 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4

Fig. 35
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: The employees having necessary skills is equally important for the
employee and well as the employer.
  Frequent training sessions to update and brush the knowledge of the
employee can help.
 Forming of support groups among the employees so that they can help each
other in gaining skills and abilities that the lack from others.
 Roll out special schemes like part funding, complete funding, helping in
getting admission into latest courses which will help the organization so that
the employees feel motivated to study and improve their knowledge. These
schemes should also be effectively communicated among the employees.

7. I wouldn’t mind taking up additional responsibilities along with my

present job profile.

Introduction: Employee willing to take up additional responsibilities can create more

variety and more ownership over their work which makes work a more rewarding
experience until the employee feels burdened.

Sometimes the employees deny taking up additional responsibilities or job enlargement

because they lack motivation. Motivated employees readily agree to job enlargement
because they feel job enlargement gives them opportunity to break the monotony, leads
them to acquire more skills and abilities resulting into their growth, provides them with
an opportunity to be able to earn better incentives, rewards and promotions and gives
them more autonomy and accountability.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 27% of them strongly agree 38% of
them agree 27% of them neither agree nor disagree 8% of them disagree with the
statement.
 Question-7 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 36
b) Age wise (Table-20)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - - 100%
21-30 years 21% 31% 38% 10%
31-40 years 41% 55% 5% -
41-50 years 34% 33% 33% -
 Question-7 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 37
c) Department wise (Table-21)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 50% 25% 25% -
Pigments & Dyes
Service dept. 17% 33% 33% 17%
MEE/ETP 43% 43% - 14%
Human Resource 100% - - -
Plastic - 67% 33% -
Projects 50% 50% - -
Production-Alpha - 33% 34% 33%
Production-Beta 33% 34% 33% -
Production-CPC - 50% 50% -
Production-Green 25% 25% 25% 25%
Production-TTZ 7% 43% 43% 7%
Safety 75% 25% - -
Store - 60% 40% -

Question-7 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 38
d) Designation wise (Table-22)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 67% 33% - -
In charge 17% 33% 50% -
Jr. Officer - 33% 33% 34%
Production
Manager 71% 29% - -
Officer 10% 30% 50% 10%
 QC Chemist 29% 43% 29% -
Shift In charge 14% 50% 36% -
Site Engineer 20% 40% 20% 20%
Sr. executive - 33% 67% - -
production
Supervisor 33% 50% 17% -
Technician/operator - - 33% 67%

Question-7 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 39
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions:

 Organizations can prepare the employees for other responsibilities by using

job rotation. Generally, the first reason for avoiding to take responsibility is
 not being aware of the importance of that work. When the employees are job
rotated, the understand the importance of each and every task and are aware of
them and it becomes easier for them to take up this new responsibility.
 On the job trainings can be helpful to familiarize the employees with the tasks
they are not used to doing or are going to be doing.
 Allow the employee to choose their team which would enable him to choose
the members who are most connected and the result being high team spirit and
better motivation resulting into better outputs.
 Explaining the employee about the importance of job enlargement and giving
training to the employee to be able to carry out the added responsibility more
effectively will help the employee to get motivated to take up additional
responsibilities.

8. My performance is directly related to company’s performance.

Introduction: The objectives of any organization is achieved when the employees of the
organization perform their roles well. This implies that the performance of the employee
directly influences the performance of the organization. The realization of this statement
by the employee is very important as when the employee doesn’t perform well and thinks
it is not a big deal, then his part of the task has to be completed by other employees which
may overburden them and also lead to lowered motivation among them. This is mainly
because these employees will not get any additional salary to perform other employees
work and might not even receive the acknowledgement for that. Such demotivated
employees will in turn reduce their output directly affecting the performance of the
organization.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 55% of them strongly agree 36% of
them agree 8% of them neither agree nor disagree with the statement.
 Question-8 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100
.
Fig. 40

b) Age wise (Table-23)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - 100% - -
21-30 years 56% 35% 8% -
31-40 years 59% 32% 9% -
41-50 years 33% 67% - -
 Question-8 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 41
c) Department wise (Table-24)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 34% 33% 33% -
Custom
Application- 75% 25% - -
Pigments & Dyes
Service dept. 41% 42% 17% -
MEE/ETP 57% 33% - -
Human Resource 100% - - -
Plastic 67% - 33% -
Projects 100% - - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 75% 25% - -
Production-TTZ 50% 43% 7% -
Safety 50% 50% - -
Store 40% 40% 20% -

Question-8 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 42
d) Designation wise (Table-25)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader 67% 33% - -
In charge 66% 17% 17% -
Jr. Officer 67% 33% - -
Production
Manager 100% - - -
Officer 60% 40% - -
 QC Chemist 72% 14% 14% -
Shift In charge 57% 36% 7% -
Site Engineer 20% 60% 20% -
Sr. executive - 33% 67% - -
production
Supervisor 33% 67% - -
Technician/operator 0 67% 33% -

Question-8 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 43
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions:
  Giving employee performance feedbacks to the employees help the employees
to be able to self-assess so that they have an opportunity to outperform
themselves the next time.
 Motivating the employees by rewarding, appreciating them every time they
improve their performance helps in continual improvement.
 Interacting with the employee and finding the reason for low performance and
giving them appropriate training helps in motivating the employee and
achieve better results.
 Sometimes if the employee is not interested in their present job profile, they
can be given an opportunity to move to the area of their interest where they
can perform their best helps by improving the morale of the employee.

9. I would recommend my friend to seek for suitable position for job at

Covestro.

Introduction: If an employee recommends their acquaintance to seek for suitable

position in their organization, it means that they are having job satisfaction and that their
acquaintance will also have it. This implies that the employee is highly motivated at his
workplace. They feel they are treated with respect, the work culture is accommodative,
the employee’s views are always taken into account, the teams have good working spirit,
there is good amount of encouragement that the employees deserve, there are good career
growth opportunities etc. in the organization they work with. Thus with the answer to this
question, we get to know to what extent the employee is satisfied with his current job and
how motivated he feels to work with the organization.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 50% of them strongly agree 47% of
them agree 3% of them neither agree nor disagree with the statement.
 Question-9 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 44
b) Age wise (Table-26)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - 100% - -
21-30 years 52% 46% 2% -
31-40 years 50% 50% - -
41-50 years 34% 33% 33% -
 Question-9 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 45
c) Department wise(Table-27)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 50% 50% - -
Pigments & Dyes
Service dept. 42% 50% 8% -
MEE/ETP 57% 43% - -
Human Resource 50% 50% - -
Plastic 33% 67% - -
Projects - 100% - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 50% 25% -
Production-Green 75% 25% - -
Production-TTZ 50% 50% - -
Safety 75% 25% - -
Store 40% 60% - -

Question-9 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 46

d) Designation wise (Table-28)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 50% 50% -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 33% 67% - -
In charge 50% 33% 17% -
Jr. Officer 50% 50% - -
Production
 Manager 43% 57% - -
Officer 50% 50% - -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer 60% 40% - -
Sr. executive - 67% 33% - -
production
Supervisor 50% 50% - -
Technician/operator 33% 67% - -

Question-9 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 47

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions:

 If the management of the organization in their survey find out that a major
part of their employees do not suggest the organization to be considered as a
work place by their acquaintances, then the organization seriously needs to
look into the loopholes in the organization due to which the employees are not
motivated and have least employee engagement. This can be done by
interacting with the employee on one on one basis and enquiring about what
changes they feel the organization must bring I to motivate them.
 Improve employee engagement by giving them equal opportunities to be the
part of decision making process of the organization
 Appropriately reward the employees for their achievements and appreciating
their efforts and hard work.
 Give competitive salaries to the employees and giving them timely
promotions
 Giving them growth opportunities by allowing them to enhance their skills
and abilities by giving appropriate training.
 Providing sufficient infrastructure will help them do their work faster and
efficiently.

10. I am recognized by my superior for my work.

Introduction: Recognition even though cannot be measured on a scale; it is a powerful

tool to create a healthy work environment. Recognition encourages the employees to
perform exceedingly well, higher retention rates of employees, higher productivity from
employees. Due to Recognition,

 Employees are motivated and they increase their efforts at work causing to reduce
work errors and in turn rework and unwanted costs are reduced.
  The need for incentives and rewards is reduced and thus becomes a source of
employee motivation where tangible rewards are not required.

 Employee starts to build trust upon the organization and its management.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 28% of them strongly agree 43% of
them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-10 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 48
b) Age wise (Table-29)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 33% 38% 21% 8%
31-40 years 23% 50% 18% 9%
41-50 years - 100% - -

Question-10 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 49

c) Department wise(Table-30)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 50% 50% - -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 100% - -
Plastic 34% 33% 33% -
Projects - 50% 50% -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 50% 50% - -
Production-TTZ 36% 43% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-10 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 50

d) Designation wise (Table-31)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 100% - -
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader 34% 33% 33% -
 In charge 17% 17% 50% 17%
Jr. Officer 17% 33% 17% 33%
Production
Manager - 57% 43% -
Officer 50% 40% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-10 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 51

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: Recognition needs to be expressed in from of the employee for him/her to

feel motivated. Managers or superiors can recognize their employees by:

 Managers can award employee of the week, month and year tags to the
employees who perform exceedingly well amongst their team members.
 Upon completion of a task on time managers can ask to nominate one of their
team members who they feel were the reason for successful completion of the
task and the most selected employee feels motivated.
 Giving a small treat such as chocolates, ice-cream or even tea to the team
members gives them a sense of achievement and they get motivated to
perform better.
 The employees can be recognized on their birthdays and service anniversaries
on the social media platforms of the organization. The best employee for that
month/year can also be posted on social media to appreciate them.
 On achieving a team goal, the team can be awarded certificate of appreciation
and an award for that team for best performance.

11. I am given due credit for my work.

Introduction: Giving right credit to right employees is important to everyone. It drives

high performance. It is a key to make people feel fulfilled and motivated. There are many
instances where we experience or witness in which credit was assigned in an unfair
manner and the managers without thinking even once took credit for the work of their
hard-working staff whom the manager ignores. There are also instances where wrong
individuals were credited instead of the silent performers and that is why the wrong one
keeps the credit to himself and the rightful deserving candidate doesn’t get any. This
might cause the actual performer to stop giving his best and the wrong one has never
performed well and only shown off. Here in such scenarios we see the motivation level of
the employees going down and performance going towards negative side.

Hence it is very important to reliably assign the credit to deserving individuals and teams.
This results in belief that the system is fair and the deserving ones will be rewarded
which will motivate employees to contribute to the best of their ability.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 28% of them strongly agree 43% of
them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-11 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 52

b) Age wise (Table-32)

Age group Strongly Agree Neither Disagree

Agree % Agree nor %
% Disagree
 %
≤20 years - - 100% -
21-30 years 34% 35% 23% 8%
31-40 years 23% 55% 14% 8%
41-50 years - 100% - -

Question-11 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 53

c) Department wise (Table-33)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 50% 12% -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 100% - -
 Plastic 34% 33% 33% -
Projects 50% 50% - -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 50% 50% - -
Production-TTZ 36% 43% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-11 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 54
d) Designation wise (Table-34)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts - 50% 50% -
 Assistant
Group Leader 34% 33% 33% -
In charge 17% 17% 50% 16%
Jr. Officer 17% 33% 17% 33%
Production
Manager - 57% 43% -
Officer 50% 40% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator 0 34% 33% 33%

Question-11 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 55
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: Here are some ways which the managers can use to assign the employees
their due credit:

 Guiding employees to be honest about their true contributions and

highlighting the contributions of others can send a strong message about
healthy organizational culture. For this the managers need to be more vigilant
and aware of the duties performed by their subordinates. Any claims made by
the employees about their contributions should be thoroughly checked and
then decision should be taken as to whom to be credited.
 Recognizing those who recognize and highlight others sends a message across
the organization that generous and honest giving of credit is valued by the
organization. This improves the organizational culture and builds trust among
the employees. It merely requires a few words of appreciation or an e-mail to
identify and highlight those who recognize others. This way giving credit is
valued and employees get motivated due to the credit given to them.
 Usually the best contributors are not worried about credit and are happy to
take a back seat and be quiet even when the credit they deserve is given to
someone else. To identify such employees, managers need to be more
observant and reward these quiet performers. This will generate good will
across the organization because it instills the sense that there is real integrity
in the organization.
 There are no limits on how many individuals can be recognized and given
credit for their contribution towards a successful task and on the other
hand, credit quickly loses its meaning when everyone including people who
didn’t perform at all gets it. Thus giving credit should be taken very seriously,
it should be given specifically to all the deserving ones and the value of praise
 and credit is always higher when the managers and organizations consider and
implement criticism with equal discipline.
12. I am given frequent trainings to keep up with my work.

Introduction: Having necessary skills and abilities at work is very important not only to
the employee but also for the organization. An employee working on a task without the
skills and abilities required for that particular task can give undesired results, delay the
task, can cause a lot of confusion among the colleagues and ultimately loose motivation
to complete the given task or take up new task in future due to the fear of failing. This not
only causes lowering of morale and motivation of the employee himself but also of their
colleagues who ultimately always have to help the employee to finish the task.

These days’ technology changes and upgradations are very quick and the employee need
to be aware of the latest development around them. If not aware, they might feel left
behind and might others who are might take lead. An employee when feels that he lacks
the necessary skills and abilities, doesn’t perform his best and starts to lose motivation
and thus frequent trainings and interaction sessions will help them in this case.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 42% of them strongly agree 46% of
them agree 11% of them neither agree nor disagree and 1% of them disagree with
the statement.
 Question-12 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 56
b) Age wise (Table-35)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - 100% - -
21-30 years 46% 46% 8% -
31-40 years 41% 36% 18% 5%
41-50 years - 100% - -
 Question-12 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 57

c) Department wise (Table-36)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - - 67% 33%
Custom
Application- 25% 50% 25% -
Pigments & Dyes
Service dept. 50% 42% 8% -
MEE/ETP 43% 57% - -
Human Resource 100% - - -
Plastic 33% 67% - -
Projects 50% 50% - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC - 100% - -
Production-Green 75% 25% - -
 Production-TTZ 29% 64% 7% -
Safety 75% 25% - -
Store 40% 20% 40% -

Question-12 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 58

d) Designation wise (Table-37)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts - - 50% 50%
Assistant
Group Leader - 67% 33% -
In charge 83% 17% - -
Jr. Officer 33% 50% 17% -
Production
 Manager 43% 43% 14% -
Officer 40% 50% 10% -
QC Chemist 29% 57% 14% -
Shift In charge 50% 50% - -
Site Engineer 40% 60% - -
Sr. executive - 33% 67% - -
production
Supervisor 50% 33% 17% -
Technician/operator 34% 33% 33% -

Question-12 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 59
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions: The need for training is different for all the employees. Managers and
organizations need to identify in what aspect the employees need to be trained and
accordingly arrange training sessions for them like:

 New Employee Orientation which usually takes place within the first few days
or weeks of an employee in the organization. Orientation programs are usually
same for all the new employees across all the functions and mostly give a
high-level overview of the company’s mission, vision, and values, company
policies, reporting structures, benefit plans, and more.
 Onboarding training which gives a new employee a clear sense of their
responsibilities and goals, how to obtain the resources they need to do their
jobs and understand how their role contributes to their team’s and company’s
priorities. 
 Team Trainings to build beneficial relationships among coworkers and improve
engagement and productivity.
 4. Leadership Training in the form of classroom or online leadership courses or
internal mentorship opportunities for those who got promoted to managerial
levels which help the individuals to develop key skills like employee
development, delegation, and providing feedback.
 Senior Executive Training programs by experts focus on areas like strategy,
innovation, and culture development.
 Technical Skills Training sessions are needed for the employees of an
organization to improve new skills to do their jobs effectively and cope up
with the rapid technological changes. When neglected, the resulting skill gaps,
will not allow the organizations to be able to maximize their employees’
performance.  Technical skills training typically consists of targeted courses
that impart specific skills to the employees like data analytics and social
media skills.
 Soft Skills Development programs help the employees to develop the traits and
behaviors that help employees perform at their best and they impart skills like
empathy towards others and time management.
  Safety Training should be given from time to time to employees of the organization
specifically in industries that involve physical labor and health hazards. It
reduces both the risk that individual employees take on as well as a
company’s potential liabilities. Usually, safety programs fire prevention,
handling and safe evacuation drills are common to all the organizations but
some organizations that use potentially dangerous chemicals will need
rigorous and specific safety training modules.

13. I have good career growth at Covestro.

Introduction: Employees of an organization perform best when the environment in the

organization encourages growth of the employee. Employees feel more motivated and
work with considerably more vigor when the growth opportunities are adequate in the
organization. One of the top reasons why people quit their jobs is the fact that they lack
of opportunities for advancement and growth at their organization.

Giving importance to employee’s career growth and including it in the organizations

strategic goals helps the organization to achieve its goals easily with content and
motivated employees. It also helps in making a special place in the industry for itself
among its competitors and the employees remain loyal towards the organization. It also
helps in retaining key people in the organization who contribute the most towards the
achievement of the organizational goals for which organizations should identify such
important employees and then develop or update retention plans to meet the needs and
expectations of these employees.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 15% of them agree 47% of them
neither agree nor disagree and 38 % of them disagree with the statement.
 Question-13 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 60

b) Age wise (Table-38)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years - 13% 42% 45%
31-40 years - 23% 50% 27%
41-50 years - - 100% -
 Question-13 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 61

c) Department wise (Table-39)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - - 33% 67%
Custom
Application- - 25% 38% 37%
Pigments & Dyes
Service dept. - 17% 33% 50%
MEE/ETP - 14% 57% 29%
Human Resource - 100% - -
Plastic - - 100% -
Projects - - 50% 50%
Production-Alpha - - 33% 67%
Production-Beta - 34% 33% 33%
Production-CPC - - 75% 25%
Production-Green - - 75% 25%
Production-TTZ - 21% 50% 29%
Safety - - 75% 25%
Store - - 20% 80%

Question-13 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 62

d) Designation wise (Table-40)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - - 100% -
DTA Cum Accounts - - 50% 50%
Assistant
Group Leader - 34% 33% 33%
In charge - 34% 33% 33%
Jr. Officer - - 50% 50%
Production
 Manager - 29% 57% 14%
Officer - - 50% 50%
QC Chemist - 14% 43% 43%
Shift In charge - 29% 43% 28%
Site Engineer - - 40% 60%
Sr. executive - - 33% 67% -
production
Supervisor - - 50% 50%
Technician/operator - - 33% 67%

Question-13 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 63

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions: Creating career development programs for employees will help in
understanding the needs of the employees and help in employee satisfaction and retention
and keep employees motivated to be able to achieve their personal as well as the
organizational goals. Some ways through which the career growth of the employees can
be focused on are:

 Working out fair, workable and timely promotion policies for the employees
and make the process of promotion transparent.
 Helping the employees to get promotion by having mentorship programs
where a senior employee who was once in the place of the employee
motivates and mentors him to be able to get the promotion and Helping newly
promoted employees to make a smooth transition so that they are able to
handle their new responsibilities effectively.
 The employees who have not been promoted should also be helped so that
they continue to improve their skills in expectation of future opportunities
within the organization.
 Job rotation helps the employee to get exposed to various departments and
learn the functioning of various departments.
 Offering a dual career option to the employee which will allow upward
mobility for employees without requiring that they be placed into supervisory
or managerial positions.
14. I am given good facilities and infrastructure to be able work more
efficiently.

Introduction: Office is the place where the employees spend most of the time of their
lives. Workplace lacking required infrastructures and facilities have employees with
lower motivational level because they have to adjust with what facilities and
infrastructure they have. The better the infrastructure and facilities are, more
accommodating the workplace is.

A workplace also impacts the psychology of the employees and thus the right
infrastructure and facilities are crucial for the success of an organization. Adequate or
sufficing infrastructure and facilities motivates the employees and they in turn are more
productive. It helps reduce stress and enhances tranquility among the
employees. Workplace should feel like home in terms of flexibility, comfort, and
tranquility and this will help the employees stay longer at workplaces and stay more
engaged with their tasks.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 42% of them strongly agree 46% of
them agree 11% of them neither agree nor disagree and 1% of them disagree with
the statement.

Question-14 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 64

b) Age wise (Table-41)

Age group Strongly Agree Neither Disagree

Agree % Agree nor %
% Disagree
 %
≤20 years - 100% - -
21-30 years 46% 46% 8% -
31-40 years 41% 36% 18% 5%
41-50 years - 100% - -

Question-14 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 65

c) Department wise (Table-42)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - - 67% 33%
Custom
Application- 25% 50% 25% -
Pigments & Dyes
Service dept. 50% 42% 8% -
MEE/ETP 43% 57% - -
Human Resource 100% - - -
Plastic 33% 67% - -
Projects 50% 50% - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC - 100% - -
Production-Green 75% 25% - -
Production-TTZ 29% 64% 7% -
Safety 75% 25% - -
Store 40% 20% 40% -

Question-14 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 66

d) Designation wise (Table-43)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts - - 50% 50%
Assistant
Group Leader - 67% 33% -
In charge 83% 17% - -
Jr. Officer 33% 50% 17 -
Production
Manager 43% 43% 14% -
Officer 40% 50% 10% -
QC Chemist 29% 57% 14% -
Shift In charge 50% 50% - -
Site Engineer 40% 60% - -
Sr. executive - 33% 67% - -
production
Supervisor 50% 33% 17% -
Technician/operator 34% 33% 33% -

Question-14 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 67
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: As discussed earlier in the introduction part, Office is the place where the
employee spends most of the time of their lives. In order to improve the employee
motivation, providing better infrastructure and facilities like transportation facilities,
medical facilities, canteen facilities with hygienic food and drinks, comfortable
workstations, chairs, temperature control in the office, tools and tackles to attend any job,
laboratories with adequate facilities for testing, adequate lighting facilities etc. can be
provided.

15. I have a very healthy and harmonious working relationship with my

superior.

A healthy subordinate- boss relationship leads to an increased level of satisfaction among

the employees this causes an increased productivity and employees tend to concentrate
more on work rather than unproductive things. All it takes for the boss to have a good
relationship with his subordinate is to keep motivating his juniors. A motivated employee
is more productive and faster as compared to the unmotivated ones. A manager should be
a role model to his team members and should avoid partialities at work. The subordinates
should not feel hesitant is taking the advice from their manager and thus the manager
should always be accessible to the employees.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 28% of them strongly agree 43% of
 them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-15 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 68

b) Age wise (Table-44)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 34% 35% 23% 8%
31-40 years 18% 59% 14% 9%
41-50 years 33% 67% - -
 Question-15 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 69

c) Department wise(Table-45)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 50% 13% -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 100% - -
Plastic 34% 33% 33% -
Projects - 100% - -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 50% 50% - -
Production-TTZ 43% 36% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-15 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 70

d) Designation wise (Table-46)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 100% - -
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader - 67% 33% -
In charge 17% 17% 50% 17%
Jr. Officer 17% 33% 17% 33%
 Production
Manager 14% 43% 43% -
Officer 50% 40% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-15 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 71

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions:

Organizations should have a check on the employee superior relations, if found strained,
then given below are a few ways which the organizations can use to make them better.

 Promoting an Open Dialogue between managers and their subordinates means

that managers can talk to their employees frequently and on the other hand the
employees don’t hesitate to give honest feedback to their managers. Open
dialogue creates constructiveness and transparency and focuses on many
aspects such as motivating, problem solving, building trust, believing in
autonomy etc.
 Acknowledgment of each other’s help with a small thank you makes the
relationships better.
 Telling the employees how exceptional their performance is and
recommending them for promotions and incentives also builds trust.
 Employees should be inspired to set their career goals which are difficult but
achievable and the seniors can mentor the employees to achieve these goals.

16. I have a very healthy and harmonious working relationship with my

colleagues.

A healthy employee relationship among colleagues is necessary for the employees to be

able to perform their best and achieve their as well as the team’s goals. The colleagues
must be comfortable with each other and work in unison towards the team and the
organizational goal. As people spend most of their day at office, they need to have a
healthy and harmonious relationship with their colleagues with whom they can talk to
and share their ideas and thoughts. The employees should have friends at the workplace
whom they can trust and share their thoughts without the fear of being bullied. This way
the employees feel motivated and enjoy going to office daily and absenteeism is reduced
and the employees have the motivation to strive hard to live up to the expectations of the
management. For an organization to perform well, the employees must be friendly with
each other and avoid negative criticism and backstabbing at work as these are few of the
strong reasons to spoil the relationship among the employees.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 31% of them strongly agree 41% of
them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-16 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 72

b) Age wise (Table-47)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 33% 35% 23% 8%
31-40 years 27% 50% 14% 9%
41-50 years 33% 67% - -

Question-16 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 73

c) Department wise (Table-48)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 50% 13% -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource 50% 50% - -
Plastic 34% 33% 33% -
Projects 50% 50% - -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC - 100% - -
Production-Green 50% 50% - -
Production-TTZ 50% 29% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-16 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 74

d) Designation wise (Table-49)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 100% - -
DTA Cum Accounts - 50% 50% -
Assistant
 Group Leader 34% 33% 33% -
In charge 17% 17% 50% 16%
Jr. Officer 17% 33% 17% 33%
Production
Manager 29% 29% 42% -
Officer 50% 40% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-16 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 75

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions:

 Managers can encourage the employees to work as a team and complete task.
This will require the employees to talk to each other and give them a chance
to understand each other point of view.
 In case of dispute among the employees, the manager should listen to both the
parties and then explain each of them the views of the other and also
encourage them to speak to each other and resolve the issues.
 On some fixed intervals the employees can have a session where they play
games such as pointing out 5 good things about other employees. This will
help them notice the good points about each employee and make them to
know each other more.
 There are many team building exercises and the managers can use those to
improve their employee relations.

17. The work culture at Covestro is very accommodative.

Introduction: workplace Culture is very important because it either strengthens or

undermines your objectives and it is very important for the work place culture to be
accommodative because employees while looking at any job offer, evaluate the
organization and its climate and an accommodative and positive work culture will attract
the job seekers towards the organization

It also drives employee motivation, engagement and retention and impacts the

satisfaction level of the employees. Good work culture has reduced absenteeism and high
productivity as their characteristics and thus such organizations always outperform their
competitors.
Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 27% of them strongly agree 45% of
them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-17 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 76

b) Age wise (Table-50)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 33% 36% 23% 8%
31-40 years 18% 59% 14% 9%
41-50 years - 100% - -
 Question-17 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 77

c) Department wise (Table-51)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 50% 12% -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 100% - -
Plastic 34% 33% 33% -
Projects - 100% - -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 50% 50% - -
Production-TTZ 36% 43% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-17 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 78

d) Designation wise (Table-52)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 100% - -
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader - 67% 33% -
In charge 17% 17% 50% 16%
Jr. Officer 17% 33% 17% 33%
Production
 Manager - 57% 43% -
Officer 50% 40% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-17 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig.79

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions:

Organizational culture should align with the mission and values of the organization and
should represent everyone in the organization.
With the evolution of the employees, the organizational culture should also evolve and
thus making a truly amazing organizational culture is a constant work in progress.
There a few ways by which the culture can be improved and they are:
 Making the organization and the organizational practices transparent and
impartial. So that the employees know what is going on in the
organization and they don’t have the feeling of unfairness towards
themselves.
 Recognizing and rewarding the employees for their valuable contributions
towards the organizational development enhances the motivational level of
the employee they feel enthusiastic to perform even better the next time.
and reward valuable contributions
 Having healthy and harmonious relationships among the employees play
an important role in having good workplace culture. Thus organizations
should focus on improving these where employees encourage each other
to work better and finish he tasks on time.
 Giving employees some level of autonomy also encourages them to feel
responsible for their work and they try their best to be more productive
 In line with transparency, organizations should also be having effective
and clear communications among the employees. Thus this will remove
any chance of misinterpretation of words and thus avoid confrontation
among the employees.
 Promoting team spirit will ensure all the team members work in unison
towards accomplishing the team goals. This way the team members work
towards one goal and have less confrontations.

18. I feel job secured while working at Covestro.

Introduction: Job security is the probability that an employee will not lose his job and
will be kept at it; there are many external factors that threaten job security like
globalization, digitalization, outsourcing activities, downsizing and layoffs to name a
few. When employees feel secured in their jobs, they are able to feel more motivated and
focus more effectively on their work and produce high-quality results. An organization
with high job security attracts and retains talent, maintains a productive workforce,
encourages loyalty among employees and employees feel highly motivated to work
harder and bring positive output.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 54% of them strongly agree 46% of
them agree with the statement.

Question-18 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 80

b) Age wise (Table-53)

Age group Strongly Agree Neither Disagree

Agree % Agree nor %
 Disagree
%
%
≤20 years - 100% - -
21-30 years 56% 44% - -
31-40 years 55% 45% - -
41-50 years 33% 67% - -

Question-18 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 81

c) Department wise (Table-54)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & 67% 33% - -
Custom
Application- 50% 50% - -
Pigments & Dyes
Service dept. 58% 42% - -
MEE/ETP 57% 43% - -
Human Resource 50% 50% - -
Plastic 33% 67% - -
Projects 50% 50% - -
Production-Alpha 67% 33% - -
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 75% 25% - -
Production-TTZ 50% 50% - -
Safety 75% 25% - -
Store 40% 60% - -

Question-18 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 82

d) Designation wise (Table-55)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager 50% 50% - -
DTA Cum Accounts 100% - - -
Assistant
Group Leader 33% 67% - -
In charge 83% 17% - -
Jr. Officer 50% 50% - -
Production
Manager 43% 57% - -
Officer 50% 50% - -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer 60% 40% - -
Sr. executive - 67% 33% - -
production
Supervisor 50% 50% - -
Technician/operator 33% 67% - -

Question-18 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 83
Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: Employers can make the employees feel job secured by:

 Providing the employees with suitable pay for their position, best health benefits
and other benefits. This will help them feel secured as in case of any medical
emergencies the organization will be there to support them
 Appreciate and encouraging employees on their special days like birthdays or
promotions will help them feel the organization as a family culture and they feel
safe thereby boosting their motivation levels.
 Showing trust in employee’s decisions and skills helps employee to stay
motivated and have in turn faith in the organization.
 Keeping clear communications with the employees and giving them honest
feedbacks about their work helps them to know of their drawbacks so that they
can make efforts to remove them and perform better.

19. I feel I am an important part of my organization.

Introduction: The employee has a feeling of belongingness if he feels that he/she is

important part of their organization. It leads to good vibes and friendships among the
employees thereby improving the motivation level and culture of the organization.
Belongingness allows the employees to be themselves without the need for changing or
fear of partiality and different treatment which has a major impact on employee
performance and motivation levels.

Analysis: The responses of the employees for the considered statement have been
condensed below:
a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 26% of them strongly agree 46% of
them agree 20% of them neither agree nor disagree and 8 % of them disagree with
the statement.

Question-19 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 84

b) Age wise (Table-56)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 31% 40% 21% 8%
31-40 years 18% 55% 18% 9%
41-50 years - 100% - -
 Question-19 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 85

c) Department wise (Table-57)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 63% - -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 100% - -
Plastic 34% 33% 33% -
Projects - 50% 50% -
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 25% 75% - -
Production-TTZ 36% 43% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-19 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 86

d) Designation wise (Table-58)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 50% 50% -
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader - 100% - -
In charge 17% 17% 50% 16%
Jr. Officer 17% 33% 17% 33%
Production
 Manager - 57% 43% -
Officer 40% 50% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-19 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 87

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.
Suggestions: Feeling of belongingness in employees can be improved by:

 Recognizing the employees for their efforts and accomplishments. Recognition

will motivate the employees to put more efforts and achieve their goals.
 Acknowledging and appreciating the contributions of the employee as discussed
earlier will make them feel valued and they work harder to achieve more.
 Providing the employees, the opportunity to give their honest opinions and
feedbacks will help to understand the employee better of their expectation from
the organization and the common opinions can be taken care by the organization
to work upon.
 Removing unnecessary restrictions from the employees and letting them be
themselves while working will bring their true potential out and the results will be
improved outputs.

20. My views are considered in the decision making process for work
pertaining to my job profile.

Introduction: The employees are the building blocks of any organization and are the
potential source of abundant knowledge and ideas which usually remains unused.
Considering employee views in decision making process motivates them and makes them
contributors towards organizational success resulting in increased productivity and
reduced outsourcing. Giving their views importance improves their morale and they give
their full capacity in bringing the best outputs. It also improves workplace relationships
as the understanding, sense of pride, recognition and appreciation Improve in the
organization.

Analysis: The responses of the employees for the considered statement have been
condensed below:

a) All respondents: The responses of all the respondents were analyzed on the
whole and out of 74 respondents, out of them, 26% of them strongly agree 45% of
them agree 20% of them neither agree nor disagree and 9 % of them disagree with
the statement.
 Question-20 Rating

Disagree

Neither agree nor disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70 80 90 100

Fig. 88

b) Age wise (Table-59)

Age group Neither

Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
≤20 years - - 100% -
21-30 years 31% 40% 21% 8%
31-40 years 18% 50% 18% 14%
41-50 years - 100% - -
 Question-20 Average Rating

41 to 50 years

31 to 40 years

21 to 30 years

below 20 years

0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 89

c) Department wise (Table-60)

Department Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Accounts & - 67% 33% -
Custom
Application- 38% 62% - -
Pigments & Dyes
Service dept. 8% 33% 42% 17%
MEE/ETP 29% 43% 28% -
Human Resource - 50% 50% -
Plastic 34% 33% 33% -
Projects - 50% - 50%
Production-Alpha 34% 33% - 33%
Production-Beta 67% 33% - -
Production-CPC 25% 75% - -
Production-Green 25% 75% - -
Production-TTZ 36% 43% 14% 7%
Safety 50% 50% - -
Store - - 60% 40%

Question-20 Average Rating

Store
Safety
Production-TTZ
Production-Green
Production-CPC
Production-Beta
Production-Alpha
Projects
Plastic
Human Resource
MEE/ETP
Service dept
Application- Pigments & Dyes
Accounts & Custom
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 90

d) Designation wise (Table-61)

Designation Neither
Strongly
Agree nor Disagree
Agree
Agree Disagree %
%
% %
Asst. Manager - 50% - 50%
DTA Cum Accounts - 50% 50% -
Assistant
Group Leader - 100% - -
In charge 17% 17% 50% 16%
Jr. Officer 17% 33% 17% 33%
 Production
Manager - 43% 57% -
Officer 40% 50% 10% -
QC Chemist 43% 57% - -
Shift In charge 57% 43% - -
Site Engineer - 40% 40% 20%
Sr. executive - 33% 67% - -
production
Supervisor 17% 33% 33% 17%
Technician/operator - 34% 33% 33%

Question-20 Average Rating

TECHNICIAN/operator
Supervisor
SR. EXECUTIVE - PRODUCTION
Site Engineer
Shift Incharge
QC Chemist
Officer
Manager
Jr.Officer Production
Incharge
Group Leader
DTA Cum Accounts Assistant
Asst Manager
0 0.5 1 1.5 2 2.5 3 3.5 4

Fig. 91

Interpretation and Conclusion: From the above data, it can be deduced that most of the
times the tasks are completed on time and the deadlines are met and very rarely, the
employees take longer time to finish the tasks. Though very rarely, out of all the age
groups, the respondents belonging to the age group of 41 to 50 years, out of all the
departments, Production-CPC and out of all the various designations, respondents
belonging to the group technician/operators have been observed to be comparatively
more deviating from the statement than the other groups.

Suggestions: Managers can improve organizational performance by motivating the

employees to put forth their views about any decision making process of the organization
by:

 Installing suggestion boxes at strategic locations in the organizations where the

employees can drop their ideas. All the employees are not comfortable in
expressing their views publicly because of feeling shy. in this case, the suggestion
can be put in the box and it can be analyzed by their managers furthers. Also
suggestion box will be helpful in a large organization, hearing all the employees
in a single meeting is not possible. While suggestion box can have the ideas of all
the employees at a time and these ideas can be analyzed by the managers later and
select the most suitable one.
 Employee surveys can also help in gathering the employee views with in the form
of paper of in the form of e- forms. In this way all the employees feel heard and
no one feels left out.