A

STUDY
ON
“JOB MOTIVATION”
AT
STANDARD GROUP OF COMPANIES
The project submitted
For the partial fulfilment of the requirements for the award of
Bachelor Degree in Business Administration

SUBMITTED BY
PINGALI RESHMA
Roll No.:201220684057

Under the Guidance of

Mrs. K. MARY LEENA

LECTURER
DEPARTMENT OF BUSINESS MANAGEMENT
SIVA SIVANI DEGREE COLLEGE
Kompally (v), Secunderabad---500014
(Affiliated to Osmania University)

Internal Guide Signature Principal Signature

 CHAPTER-1

INTRODUCTION

INTRODUCTION:
Job motivation is the enthusiasm, energy level, commitment, and amount of creativity that an
employee brings to the organization on a daily basis.

Motivation is derived from the Latin word, “movere” which literally means movement.
Therefore, all the definitions that you would read in books or in dictionary relate to the fact
that motivation is behaviour and one needs to channelize this behaviour in order to achieve
desired goals and results.

All organizations want to be successful, even in current environment which is highly

competitive. Therefore, companies irrespective of size and market strive to retain the best
employees, acknowledging their important role and influence on organizational effectiveness.
In order to overcome these challenges, companies should create a strong and positive
relationship with its employees and direct them towards task fulfilment. In order to achieve
their goals and objectives, organizations develop strategies to compete in highly competitive
markets and to increase their performance. Nevertheless, just a few organizations consider the
human capital as being their main asset, capable of leading them to success or if not managed
properly, to decline. If the employees are not satisfied with their jobs and not motivated to
fulfil their tasks and achieve their goals, the organization cannot attain success. People have
many needs that are continuously competing one with another. Each person has a different
mixture and strength of needs, as some people are driven by achievement while others are
focusing on security. If the managers are able to understand, predict and control employee
behaviour, they should also know what the employees want from their jobs. Therefore, it is
essential for a manager to understand what really motives employees, without making just an
assumption. Asking an employee how he feels about a particular situation does not provide
an accurate evaluation of his needs, as the interpretation could distort the reality itself. The
closer one gets his perception to a given reality, the higher is the possibility to influence that
specific realty. Thus, managers can increase their effectiveness by getting a better grasp on
the real needs of the employees.

It is important for organizations to understand and to structure the work environment to

encourage productive behaviours and discourage those that are unproductive given work
motivation's role in influencing workplace behaviour and performance. Motivational systems
are at the centre of behavioural organization.

NEED OF THE STUDY:

The study deals with the belief of employees that the organisation will be satisfying in the
long run. The organisation will care about the quality of their work. They will create and
deliver superior value to the customer. They are more committed to the organisation. They
work for more productivity.

SCOPE OF THE STUDY:

The scope is limited to the employees working in the STANDARD GROUP OF

COMPANIES situated in Hyderabad and does not have any impact on the organisation.

RESEARCH METHODOLOGY:

DATA COLLECTION:

PRIMARY DATA:

The primary data is a fresh data collected in the form of close ended questionnaire.

SECONDARY DATA:

Apart from primary data collected, the data collected through the text books, records and
internet is used for study.

OBJECTIVES OF THE STUDY:

1. To evaluate motivation of employees in the Standard group of companies.

2. To identify the methods used by the company to motivate employees.
3. To understand the motivation levels in different employees.
4. To evaluate the company’s involvement in motivating employees.
5. To understand how job motivation impacts employee’s performance.

TECHNICAL SUPPORT:

The study of the research is taken through MS Excel for calculating and graphical
representation and also MS Word for documentation.

TOOLS AND TECHNIQUES:

SAMPLING:

SAMPLE SIZE:
Out of the total strength, the sample taken amongst employees i.e., 50 respondents.

SAMPLE TECHNIQUE:

The data was collected through empirical as well as descriptive research methods. And a
well-structured questionnaire was used to collect the data from the employees. The analysis
was done using Z-Test

LIMITATIONS OF THE STUDY:

1. The data was collected through questionnaire. The responds from the respondents may
not be accurate.
2. The sample taken for the study was only 50 and the results drawn may not be accurate.
3. Another difficulty was very limited time-span of the project
4. Lack of experience of Researcher.

CONCLUSION:

The study was conducted to understand and analyse the job motivation process at Standard
group of companies, Hyderabad. From the study I have understood that Job motivation is
the level of energy, commitment, and creativity that a company's workers bring to their jobs.
Motivated employees are the ones who roll out of bed almost every morning feeling excited
to go to work and take on new challenges. The factors that motivate the employees may
change with change in time because the needs of employees too change with change in time.
So continuous monitoring and close observation off actors that motivate the employees is
necessary to maintain a competent work force.
 CHAPTER-2

COMPANY AND INDUSTRY

PROFILE
COMPANY PROFILE:

ABOUT THE COMPANY:

The Standard Group of Companies is a turnkey equipment solution provider for the
Pharmaceutical and API / Bulk Drugs, Chemical, Agrochemical, Biotechnology, Life Science
and Food industry sectors.

The Standard Group is headquartered in Hyderabad, India and together with UK engineering,
innovation and service centre and is one of the leading manufacturers of Barrier Isolators,
Glass Lined Equipment, Hastelloy and Stainless-steel process equipment including Dryers,
Filters, Reactors, Receivers, Storage Tanks and Heat Exchange.

STANDARD GROUP PURPOSE STATEMENT:

The Standard Group of Companies has been built on delivering exceptional customer service;
better quality, faster lead times and excellent value for money. As such, it is of no surprise
that our purpose is totally customer service focused;

To Provide Exceptional Customer Service, Exceeding Customer Expectations in Quality,

Delivery & Value.
The Standard Group provides innovative, value-adding equipment solutions for all industry
sectors, with a speciality focus on the Pharmaceutical Industry where high integrity, material
traceability and excellent process equipment design to current Good Manufacturing Practice
cGMP is essential.

The Standard Group of Companies provides a range of world-class quality assured

equipment. Our Group of Companies is therefore your ideal, one-stop supply partner of
choice for all Pharmaceutical, Chemical and Food Processing Equipment.

We specialise in providing complete turnkey solutions with exceptional customer service and
design, manufacture, assemble, test, install and commission all types of process equipment
products from Reactors to Agitated Nutsche Filter Dryers, Thermal Control Units to Barrier
Isolators.
 1. Standard Glass Lining Technology: Glass Lined Equipment: Glass Lined Reactors,
Glass Lined Receivers, Glass Lined Storage Tanks, Glass Lined Flanges, Glass Lined
Valves, Glass Lined Pipework and Glass Lined Fittings 
2. S2 Engineering Industries: Stainless and Exotic Alloy Equipment: Pressure Vessels,
Agitated Nutsche Filter Dryers ANFD, Storage Tanks, Rotary Cone Vacuum Dryers
RCVD, Conical Dryers, Pipework, Reactors, Receivers, Conical Dryers, Distillation
Columns, Heat Exchangers, Pressure Nutsche Filters and Vacuum Tray Dryers VTD
3. Stanseals: Mechanical Seals, Component Seals, Single Spring Seals, Bearing Seals,
Seal Support Systems, Single Fluid Thermal Control Systems, Hot Water Systems,
Single Fluid Cooling Systems, Heat Exchangers and API Plan 54 Systems
4. Stanflow Engineering Industries: Ball Valves, Gate Valves
5. Stanpumps Engineering Industries: Dry Vacuum Pumps, Rotary Vane Pumps, Roots
Booster Pumps and Automated Pumping Systems for Solvent Recovery in Reactor
applications
6. Schematic Engineering Industries : Barrier Isolators, Containment Solutions,
Automatic Reactor Samplers, Glove Boxes, Safety Shower Cabinets, Candle Filter
Systems, Workstation Systems including blending, jet milling, weighing, Microniser
Barrier Isolators, Centrifuge Barrier Isolators, Tablet Packaging Barrier Isolators,
Capsule Filling Machine Barrier Isolators, Bottle Filling Barrier Isolators, Sterility
Test Isolators, Vacuum Tray Dryer Isolators, Pack off Isolators, API Barrier Isolators
and Formulation Barrier Isolators.

The Standard Group of Companies serves all industry sectors but specialise in the following:

Pharmaceutical, Bulk Drugs, Chemicals, Food, Beverage, Biopharmaceuticals,

Agrochemicals, Fine Chemicals, Biochemicals, Nuclear

Standard Group UK Engineering Facilities:

The Standard Group of Companies (UK) operates an Engineering division with design,
workshop, stock and assembly in a modern 5,000sqft facility in Sheffield, South Yorkshire.

The Standard Group UK headquarters is located in the centre of England at Junction 35A of
the main M1 motorway that connects Leeds direct to London. This location is ideal as it
means the majority of UK clients are within a 2-3 hour geographic reach, for service and
supply.

This Standard Group UK facility allows Factory Acceptance Testing (FAT) and customer
witness testing of the Standard Group's product before dispatch to UK, Europe and USA
clients.

Typical products supplied include our extensive Standard Group range of Barrier Isolators
including;

Reactor Barrier Isolators, ANFD Isolators, Containment Systems, API Isolators, Formulation
Isolators, Pack off isolators, Micronizer isolators, Sterility test isolators, Bottle filling
isolators, Centrifuge isolators, capsule filling machine isolators, vacuum tray dryer isolators.

Further products include, Safety decontamination showers, mechanical seals, labyrinth seals,
cartridge seals, seal support systems and dry vacuum pumps ... however all Standard Group
products are available and supported from the UK facility including Glass Lined Reactors
and Glass Lined Equipment.

Standard Group Indian Standard Group Manufacturing Facilities:

Ideally positioned to serve the growing chemical and pharmaceutical markets in India, the
Standard Group operates from NINE world class manufacturing facilities.

To the right is the 50,000 sqft facility of S2 Engineering Services located in Hyderabad,
India.
Below show some examples of the numerous offices and machine shop manufacturing
facilities in the other EIGHT facilities.

The Standard group has the in-house capability to manufacture stainless and exotic / nickel
alloy equipment and vessels up to 30,000 litres capacity and glass lined carbon steel
equipment and vessels to 16,000 litres. All are manufactured cGMP and cGAMP to national
and international standards including ASME, ANSI, DIN, PED, CE and ISO.

The Standard Group also has multiple satellite offices and service centres in Mumbai, Vizag,
Boroda, Chennai and Pune together with an UK office and service centre in Sheffield for the
processing, customer witness testing and management of domestic and export orders.

Standard Group Product Range:

The Standard Group of Companies design and manufacture a wide range of products and
provide a wide range of services, some of which are listed below.

Process Equipment:

Stainless Reactors, Hastelloy Reactors, Stainless Receivers, Distillation Columns, Storage

Tanks

Filters, Dryers and Blenders:

Agitated Nutsche Filter Dryers ANFD, Rotary Cone Vacuum Dryers RCVD, Rotary Vacuum
Paddle Dryers RVPD, Vacuum Tray Dryers VTD, Nauta Dryers, Conical Dryers, Pressure
Nutsche Filters, Candle Filters, Double Cone Blenders, V Blenders, Mixers and Agitators

Glass Lined Equipment:

Glass Lined Reactors GLR, Glass Lined Receivers, Glass Lined Storage Tanks, Glass Lined
Valves, Glass Lined Fittings, Glass Lined Pipework, Glass Lined Flanges, Glass Lined Heat
Exchangers
Pumps, Seals and Systems:

Dry Vacuum Pumps, Rotary Vane Pumps, Roots Booster Pumps, Mechanical Seals,
Cartridge Seals, Component Seals, Single Spring Seals, Bearing Isolators, Labyrinth Seals,
Seal Support Systems, Heat Exchangers, Thermal Control Units TCU

Barrier Isolators:

API and Bulk Drug Isolators, Formulation Barrier Isolators, Reactor Isolators, Vessel
Charging Isolators, ANFD Discharge Isolators, Pack off Barrier Isolators, Microniser
Isolators, Sterility Test Isolators, Bottle Filling Isolators, Capsule Filling Isolators, Centrifuge
Isolators, Sampling Isolators, Dispensing Isolators, Jet Milling Isolators, Multi Milling
Isolators, Vacuum Tray Dryer Isolators, Glove Boxes, Containment Systems, Weighing
Systems, Flexible Barrier Isolators, Positive Pressure Isolators, Negative Pressure Isolators

Safety Equipment:

Safety Decontamination Showers, Dynamic Pass Boxes, Static Pass Boxes

CLIENTS:

The Standard Group is guided by the encouragement of our customers. We truly believe in
continuous improvement and this is reflected in our business system, quality management
system, manufacturing methodology and human resource and infrastructure management.

We are pleased to have gained and retained our current prestigious clients and we welcome
with open arms all new clients, specifically those who look to enhance operator safety by
installing the next-generation of process equipment solutions and products supported by
exceptional customer service.
Standard Group Association Membership:

Some of the group companies within the Standard Group of Companies have relationships
and associate membership of various leading industrial authority bodies, who can offer
product, application and general advice and support to the Standard Group, where required.

Some examples of such membership for Barrier Isolator manufacturing at Schematic

Engineering Industries include;
  Member of American Glove Box Society (AGS)
 Member of International Society for Pharmaceutical Engineering (ISPE)

HEALTH AND SAFETY:

The Standard Group of Companies recognise that stakeholder health and safety is of utmost
importance. Please view or download our Health and Safety policy as this outlines and neatly
summarises the passion and commitment of the Standard Group Directors in this area.

To enable the Standard Group of Companies to fulfil its duties under Health and Safety
legislation it is our intention to ensure that responsibilities for health and safety matters are
effectively assigned, accepted and fulfilled by our organisation;

So far as is reasonably practicable, the Standard Group will ensure that;

 The company is organised and plans for health and safety effectively, ensuring safe
places and safe systems of work are provided and maintained.
 Staff are trained and competent to perform their duties.
 All risks that could arise from our activities or the activities of contractors, in our
employ, will be assessed and either eliminated or reduced to acceptable levels.

To achieve these objectives, the Standard Group will ensure that;

 The necessary resources are made available.

 Objectives are being met by monitoring and inspecting all work places.
 We review and report on safety performance and audit the implementation of the
health and safety standards and procedures.
 To develop and embrace a Continuous Improvement business culture with regards to
all aspects of health, safety and welfare.

The Standard Group has a number of manufacturing and engineering workshops involving
overhead cranes, mobile lifting devices, welding and fabrication, grinding, and laser cutting
for example. As such, to manage these operations and the safety of our employees, visitors
and contractors we operate a full health & safety management program, including policies
and procedures.
QUALITY AND COMPILANCE:

The Standard Group of Companies comprises of six primary manufacturing companies as

shown in the Standard Group section of this website.

Each Group company is committed to continuous improvement and operates a full Quality
Management System (QMS) accredited to ISO 9001:2015.

In addition, we provide products to CE, PED, ASME and GMP/GAMP international

standards in accordance with the client specification and destination country laws, regulations
and legislation. 

ORGANIZATIONAL STRUCTURE:

The four group ‘pillars of excellence’ include;

SCHEMATIC ENGINEERING INDUSTRIES:

Schematic Engineering Industries is one of the leading manufacturers of high containment

process equipment for pharmaceutical industries for both API and Formulations.

Established in 2008, our equipment is designed in-house using high-integrity European

technology and manufactured in our world-class 30,000sqft Indian state of the art facility in
Hyderabad, Telangana.

We specialise in the design, manufacture and installation of custom-built Barrier Isolators

and Glove Boxes in both rigid and flexible construction for high containment applications.
We also offer value-adding Annual Maintenance Contracts (AMC’s) for customers with
incumbent isolators from other suppliers, whereby we provide equipment on-site repair,
validation and warranty.

Our products can be supplied as standalone items or as integrated turnkey solutions including
the supply of the workstation process equipment such as multi-mill, blending, mixing, sieving
and weighing stations. We also offer innovative solutions including Powder Transfer Systems
and Bio clean room equipment such as;
  Dynamic Pass boxes,
 Static Pass Boxes,
 Sampling Booths,
 Dispensing Booths,
 Mobile Carts,
 LAF,
 RLAF,
 Bio Safety
 Air Mist Showers.

At the end of 2018, Schematic have manufactured and supplied more than 450 rigid and
flexible Barrier Isolator solutions to our esteemed customers across India and overseas
covering almost all the applications found in the Pharmaceutical-industry. Speciality Isolators
include;

 Microniser Barrier Isolators

 Tablet Blister Packaging Isolators
 Centrifuge Barrier Isolators
 Vacuum Tray Dryer Isolators
 Reactor Charging Isolators
 Agitated Nutsche Filter Dryers (ANFD's) discharge Isolators

Our innovative Barrier Isolator designs come in vertical or horizontal formats with sample
ports and downcomer continuous liner ports. To address the most demanding operator
applications we have also developed partially-rigid and flexible types of discharge isolators
for the optimum ergonomic performance and plant/operator safety. As such, we have
Isolators that

are successfully working in FDA / WHO approved pharmaceutical plants under most
stringent OEB 5 and 4.

STANDARD GLASS LINING TECHNOLOGY:

Standard Glass Lining Technology Pvt. Ltd. (SGL) is part of the Standard Group of
Companies and headquartered in Hyderabad, India. The company specialise in the
manufacture and supply of glass-lined equipment such as Glass-Lined Reactors, Receivers
and Storage Tanks.

Our company culture is to provide world-class, value-adding products underpinned with

exceptional customer service. As such, we have a network of sales/technical support offices
across India and engineering/product development facilities in India and the U.K.

Located in the State of Telangana, SGL are ideally positioned to serve the growing chemical
and pharmaceutical markets across India and overseas. We currently have over 2,500 Glass-
Lined Reactors installations, some of which operate in stringent and highly corrosive
applications such as Poly Aluminium Chloride (PAC). Our valued clients include;

 Aurobindo Pharma
 Dr. Reddy’s Laboratories
 Virchow Group
 Hetero Drugs
 Laurus Labs
 Mylan Laboratories
 CIPLA
 Granules India
 MSN Laboratories
 NATCO Pharma
 Jubilant Generics
 Gharda Chemicals Ltd
 Tagros Chemicals India
 Nagarjuna Agrichem
 Srikala Intermediate

The company operates from three manufacturing facilities totalling over 100,000sqft which
have the capability to manufacture vessels ranging from 63 litres to 16,000 litres capacity in
quantities of between 80-90 vessels/month.

SGL operate under a stringent ISO: 9001:2015 certified quality management system and
strictly follow best practice manufacturing processes using only the highest quality, traceable
raw materials.
We sincerely welcome customers from all over the world to visit our company to understand
and discuss applications and opportunities where SGL can provide exceptional client added-
value products and services.

STANPUMPS ENGINEERING INDUSTRIES:

Stanpumps Engineering Industries is part of the Standard Group of Companies, with

manufacturing and R&D facilities in the UK and India.

We design, manufacture, assemble and test a range of innovative pumps, specialising in high
performance dry running vacuum pumps. Our product range includes;

Single & Double stage oil lubricated Rotary Vane vacuum pumps

Roots Booster pumps

Dry Multi stage lobe and claw vacuum pumps

Automated pump systems and custom-made pump solutions

Our Dry multistage lobe and claw vacuum pumps have some unique, value-adding features
and have won favour with many prestigious pharmaceutical companies, specifically replacing
inefficient rotary screw pumps on reactor solvent recovery operations.

We sincerely welcome customers from all over the world to visit our facilities and review the
quality of our products, operations and exceptional customer service levels.

S2 ENGINEERING SERVICES:

S2 Engineering Services is part of the Standard Group of Companies and is the largest
manufacturer of bulk drug and pharma equipment in India.

The company was established in 2005 and is headquartered in a 55,000sqft, ISO9001:2015

world-class facility in Hyderabad, Telangana, which has the capability to manufacture vessels
ranging from 2 litres (for Kilo labs) to 30,000 litres in capacity.

The company designs and manufactures innovative, value-adding products to internationally

recognised ISO, DIN and ASME standards and is a leading manufacturer of stainless steel
and nickel/exotic alloy process equipment such as Dryers, Filters, Reactors, Vessels and
Storage Tanks.
We specialise in the supply of bulk drug pharma equipment for new build and expansion
projects across India and overseas and as such offer a full turnkey supply service including
installation, commissioning and extended equipment warranty, as required.

Our company purpose is to deliver value-adding products to our customers with exceptional
‘industry leading’ service levels to ensure sustainable business success. We are proud to have
supplied equipment solutions to many major reputed companies such as;

 Dr. Reddy’s Laboratories

 Hetero Drugs
 Mylan Laboratories
 Macleods Pharma
 Laurus Labs
 Suven Life Sciences Ltd

We design our products in-house in both our UK and Indian facilities and as such can meet
the requirements of any international standard or customised equipment specification to suit
the client’s application requirements.

As part of our client service commitments on major projects, we maintain stock of critical
parts including part and/or fully assembled equipment to support unpredictable emergency
shut-downs and/or rapid project delivery programs.

S2 adopts a continuous improvement culture and has an ongoing commitment in achieving

the highest performance standards in all aspects of Health, Safety and Environment. This is
underpinned by a comprehensive training program for our staff and employees which aims to
provide an excellent and safe working environment.

We sincerely welcome customers from all over the world to visit our company and discuss
their project requirements with our application technical experts.
Client Value Adding Solutions:

In addition to providing innovative equipment from our standard product range the Standard
Group of Companies offer a range of value-add services, some of which are detailed below.

Design & Customisation

 URS (User Requirement Specification) - Client specific design and product

configuration (DQ - Design Qualification)
 3D CAD model develop and client exchange and PAT (Process Analytical
Technology)
 Equipment modularisation - future-proofing your operations with incremental 'bolt-
on' modules as your business needs develop.

Ergonomic Trials & Operator Engagement

  Life-size wooden/proto-type barrier isolator development
 Operator ergonomic testing for sustainable operation and comfort. Also tests to ensure
all isolator areas are cleanable (CIP/SIP)
 Full client engagement and design specification (DQ) sign-off before manufacture
commences.

Factory Validation Testing

 FAT / IQ testing - The partial commissioning & qualification of equipment and/or

systems prior to their shipment from our facility
 Hard and soft copies of documentation packs
 21 CRF 211 - cGAMP and cGMP reviews and auditing.

Installation & Commissioning

 SAT / OQ testing - Inspection and/or dynamic testing of the systems at the

manufacturing site to qualify the equipment to the DQ / URS
 Provision of skilled and experienced technical engineers and quality assurance
personal to conduct PQ (Performance Qualification)
 Development of Standard Operating Procedures (SOPs) with the engagement of the
client and their needs
 Client/Operator on-site and off-site training (theory and practical)
 After sales training and Asset Healthcare Management options including MQ
(Maintenance Qualification)

Isolator Overhaul

 Complete overhauling of in-field isolators (Schematic designs and other manufacturer

designs)
 Change Isolator worn parts and procure all necessary new parts/spares
 Full Health testing: Leak test, light and lux test, air changes test, laminar air flow test,
noise & vibration test and occupational exposure limit test.
 Recommissioning of the equipment.
Asset Healthcare Management

Standard Group also provide an Asset Healthcare Management service, designed as a

contractual after-sales program dedicated to ensuring we use our expertise and technology to
help keep the clients purchased asset in a premier operating condition, for its useful life
expectancy.

Examples of such may include; Dry Vacuum Pumps Mechanical Seals and Sealing Systems
Barrier Isolators Reactors, Agitators, Blenders, Dryers, Filters Please do not hesitate to
contact us for further information on our Asset Healthcare Management service.
INDUSTRY PROFILE:

MEANING OF MANUFACTURING:

The term manufacturing refers to the processing of raw materials or parts into finished goods
through the use of tools, human labour, machinery, and chemical processing.

Manufacturing allows businesses to sell finished products at a higher cost than the value of
the raw materials used. Large-scale manufacturing allows for goods to be mass-produced
using assembly line processes and advanced technologies as core assets. Efficient
manufacturing techniques enable manufacturers to take advantage of economies of scale,
producing more units at a lower cost.

Manufacturing is an integral and huge part of the economy. It involves the processing and
refinement of raw materials, such as ore, wood, and foodstuffs, into finished products, such
as metal goods, furniture, and processed foods.

Converting these raw materials into something more useful adds value. This added value
increases the price of finished products, making manufacturing a very profitable part of the
business chain. Some people specialize in the skills required to manufacture goods, while
others provide the funds that businesses need to purchase the tools and materials.

PRODUCTS AND SERVIVES:

Standard Group Services & Expertise:

Standard group services1The team at the Standard Group has decades of industrial experience
designing, manufacturing and installing innovative, technologically advantageous and
commercially attractive process equipment.
Their knowledge spans practically all applications in the Pharmaceutical and API / Bulk
Drugs sector from scaled pilot plant laboratory equipment to integrated barrier isolators for
production tablet coating and capsule filling machines.

In addition to the Standard Group internal team of professionals, we have a team of on-site
engineers who perform installation, commissioning and site acceptance testing (SAT’s) with
the client. We extend our value adding on-site services to include ‘equipment healthcare’
management contracts involving the annual service, repair and certification of barrier
isolators of any manufacturing origin.

Products manufactured by the company:

Agitated Nutsche Filter Dryers:

The Standard Group offer a full range of Agitated Nutsche Filter Dryers (ANFD's) from 5
litres to 12,000 litres capacity.

Our ANFD technology provides both agitation, filtration and drying operations within the
same equipment therefore helping to improve plant operational processes efficiency as well
as reduce operator exposure to potentially harmful substances.

Our modular ANFD construction allows us to offer hundreds of customised equipment

configurations, as standard, to suit specific client applications. We can also provide ANFD's
with barrier isolator (Glove box) technology for contained discharge and/or charging
operation.
Rotary Cone Vacuum Dryers:

The Standard Group of Companies manufacture a full range of Rotary Cone Vacuum Dryers
in both standardised and customised configurations.

Our Rotary Cone Vacuum Dryers (RCVD's) are completely jacketed for optimum dryer
efficiency. Heat transfer fluid, typically hot water, steam or vapour, is circulated around the
conical jacket for even product drying through conduction. Standard can also supply a
supporting Thermal Control Unit if plant services are not available.

As the Standard dryer rotates, given the shape of the vessel, the entire product batch is
thoroughly mixed and high speed dried. This blending and inter-folding process maintains
uniform temperatures and eliminates any probability of product re-condensation due to cold
spots. We then use a high vacuum to draw off any remaining moisture while the product is in
motion and thereafter the batch is easily discharged and cleaned given the conical shape of
the vessel.

Standard has supplied hundreds of RCVD's for batch production in the Pharmaceutical, Food
and Chemical sectors. Click here for technical supply information.

Vacuum Tray Dryers:

Within the Standard Group of Companies, we design, manufacture and supply Vacuum Tray
Dryers (VTD's) from laboratory to production scale models.
We customise our VTD's, where needed, to suit client space/application requirements and
supply both circular and rectangular drying systems along with a vacuum pump system to
fulfil the operational requirements.

Our products are typically manufactured from stainless steel however where required, the
contact and vapour parts can be finished with high corrosion resistant materials including
Teflon plastic coating, StanCoat and Alloy C276 (Hastelloy).

Our Vacuum Tray Dryers can also be supplied with an integral barrier isolator system.

Glass Lined Reactors:

SGL manufacture a range of Glass-Lined Reactor designs in a variety of materials,

specifically stainless steel and carbon steel.

There are two types of ranges 'CE' and 'AE'. CE has a mono-block construction whereas AE
has a two-part construction, but they are both manufactured to exacting standards and
international specifications.

Dimensionally designed to DIN 28136 our modular product range permitts a number of
optional variations to be added to the standard configuration.
INDUSTRY SOLUTIONS:

Pharmaceutical:

Standard group pharma barrier isolators 1The pharmaceutical industry develops and
manufactures pharmaceutical substances (drugs) for use as medications.

As drugs generally enter the human body, either by swallowing, intravenously, intramuscular
or subcutaneous, there is a high-risk potential for human harm. Therefore, the industry is
tightly controlled and is subject to a variety of laws and regulations that govern the patenting,
testing, safety, efficacy and marketing of the drugs.

All decisions on equipment, processes and setup can increase the potential risk of immediate
or eventual human harm in addition to influencing both the efficiency of research and
efficiency of production. A compromise in either quality or quantity is unacceptable in the
pharmaceutical sector therefore manufacturing plants need to align themselves with trusted
suppliers with the appropriate technical expertise and experience.

The Standard Group is a trusted supplier to many national and international pharmaceutical
clients, having extensively supplied the sector for many years. We have supplied the largest
aseptic isolator system in India, custom designed and manufactured for a prestigious client in
Chennai.
Biopharmaceutical:

Sterility testing biopharmaceuticals. The biopharmaceutical industry processes any medicinal

product manufactured, extracted or semisynthesized from a biological source. This includes
vaccines, allergenics, gene therapies, tissues and living cells used in cell therapy.

Unfortunately, there are many infectious diseases in this world. This includes diseases such
as Ebola, Hepatitis B and C, Flu, Measles, Rabies, Malaria and Tuberculosis.

On top of these, diseases such cancer, autoimmune and cardiovascular diseases continue to
grow.

... and on top of these there is a strong emergance of new diseases such as coronavirus, Sars
and swine flu.

As a result, Biopharmaceuticals have emerged as an important therapeutic class for the

treatment of such diseases, specifically where tradional synthetic drugs either do not respond
or respond poorly.

Owing to these reasons, the biopharmaceuticals are expected to witness rapid surge in the
demand in the coming years. As the demand for biopharmaceuticals rises, the equipment and
consumables used in their production are likely to witness high growth.

Like pharmaceutical and food industries, the biopharmaceutical industry is heavily

regularised given the dangers of contaminated or incorrect produce entering the human body.
Therefore,selecting the correct equipment supply partner, with suitable quality assured
operations controlled by a modern ERP business system is mandatory.

The Standard Group is such a supply partner having supplied a range of complex, manual and
fully controlled automated systems to help eliminate process contamination risk whilst
ensuring full operator safety. Our business systems ensure full material traceability and
document control; essential for supplying the Biopharma sector.

Our barrier isolators and associated process equipment are highly suitable for processing
biological medicinal products, therapeutic biological products and engineered
macromolecular products such as protein and nucleic acid–based drugs.

CHEMICAL:

Argochemicals:

Agrochemical is a generic term for the various chemical products used in agriculture.

Many agrochemicals are toxic hence the use of agrochemicals is highly regulated with
significant penalties for misuse. Companies in this field must ensure that they have
emergency clean-up equipment, safety equipment and procedures in place for handling,
processing and disposing of such chemicals.

The Standard Group are experts in providing plant safety and processing equipment for
hazardous and toxic substances. In addition to our range of standard solutions, we design and
develop many bespoke solutions for our clients as they seek to push their production
envelopes.

Biochemicals:

The Biochemical industry sector is the science of biochemistry or biological chemistry and
relates to the development of chemical processes relating to living organisms. Biochemistry
has become so successful at explaining living processes that now almost all areas of the life
sciences from botany to medicine are engaged in biochemical research.

Much of biochemistry deals with both organic and inorganic structures of biological
macromolecules such as proteins, nucleic acids, amino acids, carbohydrates and lipids. The
findings of which are applied in;

1. medicine; causes and cures of disease

2. nutrition; human health
3. agriculture; soil and fertilizers and ways to improve crop cultivation, crop storage and
pest control

The Standard Group can supply high-integrity process equipment for the Biochemical
industry sector, including isolators and containment systems with integral sieving, blending,
multi-milling, jet milling and weighing operator workstations.

Commodity Chemicals:

Similar to the Bulk Drugs Industry, Commodity chemicals (or bulk commodities or bulk
chemicals) are a group of chemicals that are made on a very large scale to satisfy global
markets. In India, this market is vast.

Commodity chemicals are primarily differentiated by their bulk of their manufacture,

therefore if things go wrong in the manufacturing process and contamination enters the
product, the implications can be far reaching. Therefore, the correct equipment supply
alignment with a reputable supplier such as Schematic Industries is a very sensible course of
action as a value-adding benefit of a reliable piece of equipment far outweighs that of a
cheaper item which uses inferior components of an untrustworthy supply.

Furthermore, stakeholder health and safety are of prime importance. By its nature, the
Chemical industry is an increased risk environment not only to operatives, employees and
visitors to the chemical plant from the chemical itself, but also the environment impact of a
failed process and the resulting penalties imposed.
The Standard Group products are customized to suit your needs and you can depend on us to
deliver you not just regular equipment but solutions that can help your plant meet all the
appropriate standards and prosper under growing regulatory and legislative pressures.

Fine Chemicals:

Fine chemicals are complex, single, pure chemical substances, produced in limited quantities
in multipurpose batch processing plants. They are defined by exacting client specifications
and manufactured by multi-step batch chemical or biotechnological processes, typically used
for further processing within other sectors of the chemical industry.

Fine chemicals are classed as building blocks, advanced intermediates or active ingredients
(AI's) and carry a high value given their limited availability. They are commonly used as
starting materials for proprietary products in the specialty chemicals, pharmaceuticals,
biopharmaceuticals and agrochemicals sectors.

Again, this industry is heavily regulated. The basic design, layout and the type of equipment
that Fine Chemical processing plants and laboratories use has become practically the same all
over the world. However, what differentiates suppliers is their conformity to cGMP and
cGAMP and the innovations and importance they place to ensure the health and safety of the
plant’s operators. The Standard Group excel in this area and is a natural supplier of choice for
such equipment.

Speciality Chemicals:

Speciality chemicals are chemical products which provide a wide variety of effects. These
'performance' effects make these chemicals of great importance to other industry sectors such
as automobile, aerospace, food, cosmetics, agriculture, manufacturing and textiles.

Categories of speciality chemicals include adhesives, agrochemicals, cleaning materials,

cosmetic additives, construction chemicals, elastomers, flavours, food additives, fragrances,
Industrial gases, lubricants, polymers, surfactants and textile auxiliaries.

By their specialist nature, kg to kg when compared to Bulk Chemicals, this category of

speciality 'performance' chemicals is very expensive and therefore the smallest error in the
manufacturing process can result in a high cost to the plant. Confidentiality and protection of
Intellectual Property is typically vital in this specialties market, where client’s formulations
and product compositions are often proprietary.

The Standard Group equipment is widely used in the speciality chemical sector, in batch
production and in R&D facilities where the physical and chemical characteristics of the
single molecules or the formulated mixtures and compositions of molecules is understood and
developed.

Paint and Coatings:

Standard group equipment for paint industry Industrial coatings are extremely useful products
as they protect or aesthetically improve substrate materials such as wood, metal and concrete.
Hence coatings are typically defined by their protective and aesthetic properties.

The most common use of industrial coatings is for corrosion or erosion control of steel or
concrete. Such coatings are applied by either a brush, roller or spray technique to ensure an
even coating thickness, essentially providing a covering without "fish eyes", craters or other
surface irregularities. Lastly, the colour must be the consistent in each batch manufactured as
the very slightest colour shade difference can cause huge financial implications to the
customer.

Each coating is usually made of various materials (ingredients) such as Resins, Solvents,
Pigments and Additives, which are processed by heating, mixing and/or filtering in a manner
so that the resulting substance does not;

1. separate over time,

2. maintain adhesion to the substrate,
3. does not peel and has a good consistency, without gels or skins.

Common coatings include epoxies, polyurethanes, polysiloxanes and zinc-rich primers which
are used in all industrial sectors from Aircraft and aerospace coatings (both civil and military
aircraft and helicopters) to offshore coatings, automotive and vehicle coatings to domestic
house interior decoration including wall and ceiling paint. Irrespective of the application, the
vast majority of advanced coatings are the subject of strict manufacturing quality process
controls involving advanced, multi-tasking equipment.
The Standard Group offer a range of standardised, customised and advanced process
equipment for the paint and coatings industry sector. Quality improvements are possible
when the process is controlled using good processing equipment. Some examples of the
products we have (and can) manufacture for this sector include;

1. Portable Paint and Granulate Containers.

2. Agitated Nutsche Filters and Filter Dryers.
3. Stainless Steel Reactors.

CHAPTER-3

REVIEW OF LITERATURE
REVIEW OF LITERATURE:

JOB MOTIVATION

INTRODUCTION:

Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage inaction by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the organization. Employee motivation
is one of the major issues faced by every organization. It is the major task of every manager
to motivate his subordinates or to create the “will to work” among the subordinates. It should
also be remembered that a worker may be immensely capable of doing some work; nothing
can be achieved if he is not willing to work. A manager has to make appropriate use of
motivation to enthuse the employees to follow them. Hence this studies also focusing on the
employee motivation among the employees of Standard group of companies, Hyderabad.

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

MEANING OF MOTIVATION:

Job Motivation refers to the human drive to work in order to gain rewards from that work,
whether those rewards be physical, emotional, social or monetary. Research shows that work
motivation varies with age, individual psychology and is often related to ability and
environmental factors. For instance, some people work specifically for money (extrinsic
motivation), while others work because they love the work, the mission of the company or
other intrinsic reasons (intrinsic motivation).

DEFINITONS OF MOTIVATION:

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.

“Motivation is defined as the performance of an activity because it is perceived to be

instrumental in achieving valued outcomes” (Teo, Lim, & Lai, 1999).

“Motivation is the process whereby goal‐directed activity is instigated and sustained” (Pint
rich, & Schunk, 1996).

Additionally, “Motivation is generally viewed as a process through which an individual’s

needs and desires are set in motion” (Rakes, & Dunn, 2010).

THE CONCEPT OF MOTIVATION:

The word motivation has been derived from motive which means any idea, need or emotion
that prompts a man in to action. Whatever may be the behaviour of man, there is some
stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive
can be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which control
men behaviour at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviours. The process of
motivation studies the motives of individuals which cause different type of behaviour.

COMPONENTS OF MOTIVATION

There are three major components to motivation: activation, persistence, and intensity.

1.Activation involves the decision to initiate a behaviour, such as enrolling in a psychology

class.

2.Persistence is the continued effort toward a goal even though obstacles may exist. An
example of persistence would be taking more psychology courses in order to earn a degree
although it requires a significant investment of time, energy, and resources.

3.Intensity can be seen in the concentration and vigor that goes into pursuing a goal. For
example, one student might coast by without much effort, while another student will study
regularly, participate in discussions, and take advantage of research opportunities outside of
class. The first student lacks intensity, while the second pursues his educational goals with
greater intensity.

CHARACTERISTICS OF JOB MOTIVATION:

Characteristics of motivation are described as under:

1. Motivation is need based – If there is no need for an individual, the process of motivation
fails.

2. Motivation is a continuous process – Most of the human needs are of recurring nature,
some of the needs of individuals shall always be found to be unfulfilled. Thus, motivational
process can be enforced on a continuous basis.

3. Motivation is a planned process-to produce a desired result by stimulating and influencing

human behaviour for the best realization of the common objective. Two individuals could not
be motivated in exactly similar manner as people differ in this case of approach to respond to
the process of motivation.
4. Motivation may be positive or negative - A positive motivation promises incentives to
people (pay, rewards, bonus, etc), a negative motivation threatens the enforcement of
disincentives (penalties, disciplinary action, threat of demotion, fear of loss of job, etc).

5. Motivation aims for best attainment of common objectives through best utilization of
resources - Motivated employees make the best utilisation of all resources – materials,
machines, technology and other work facilities and put in their best effort towards the
attainment of common objectives of the enterprise.

6. Motivation is an internal feeling - It is a psychological phenomenon, which generates

within an individual.

IMPORTANCE OF JOB MOTIVATION:

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

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

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

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

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

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

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

Motivation is the key to performance improvement

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

Job performance =f(ability)(motivation)

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

There are broadly seven strategies for motivation:

1.Positive reinforcement / high expectations

2.Effective discipline and punishment

3.Treating people fairly

4.Satisfying employees needs

5.Setting work related goals

6.Restructuring jobs

7.Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the

manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate
this gap.

TYPES OF JOB MOTIVATION:

There are two types of employee motivation: intrinsic and extrinsic. Intrinsic refers to the
internal factors that help in motivating an employee. Meanwhile, extrinsic refers to the
motivation the workforce gets from external sources. Below, we closely look into different
types of employee motivation.

Intrinsic Motivation:

Intrinsic Motivation is for employees who get self-motivated to complete a task, achieve their
target, and perform better. They don’t need external factors to push them toward their goals.

So, someone who enjoys accomplishing their goals willingly gets inspired by intrinsic
motivation techniques to perform their best.

Here Are Some Subtypes Of Intrinsic Motivation:

• Competence Motivation:

Also known as learning motivation, this type of intrinsic motivation refers to the actions
taken by an employee to feel competent at work. Individual who relates to this type of
motivation focus on education and training to gain new knowledge or motivate themselves.

For instance, learning new software to increase efficiency is a type of competence

motivation.

Note: Being self-motivated and working on your competency can open doors to umpteen
career opportunities. Many companies are looking for highly skilled and competent
employees who are self-motivated and seeking learning opportunities.

• Creative Motivation:

Creative motivation is a self-enhancement technique that helps the workforce realise their
passion and use it to fuel productivity in the workplace.

For instance, your urge to learn guitar or write a poem can be considered creative motivation.
Business leaders formulate different strategies to tap into the creative side of an employee’s
personality, increase efficiency, and accomplish organisational goals and objectives.

Here’s how leaders motivate employees to use the creative side of their personalities:

Inspire employees by making them understand their purpose and importance in the
organisation and, in addition to that, provide higher meaning to their work and answer their
curiosities.
Influence their everyday work by giving them an opportunity to make choices that make a
larger impact. Maybe you can include them in decision-making or make them aware that their
opinion matters. It will make them feel significant in an organisation.

Respect and nurture their competency by assigning them complex tasks. You can also
increase their competency by instilling that they can complete a difficult task.

You can also offer them courses or in-depth learning experiences if they fail to prove their
competency. Maybe through advanced job-oriented courses after graduation.

• Attitude Motivation:

Attitude motivation encourages you to change your perspective or view of things differently.

Therefore, attitude-motivated employees are good at communicating. They are well-versed

and equipped with skills and abilities to improve social engagement.

Extrinsic Motivation:

Extrinsic motivation is the process that uses either the promise of a reward or the fear of
punishment to inspire employees. Either way, it motivates individuals to push their
boundaries and put their best foot forward.

Below are the three most common and widely used techniques.

Affiliation Motivation:

Affiliation motivation inspires employees to thrive while interacting within a team or group
of members.

Simply put, employees who love associating and communicating with their co-workers get
inspired to perform better through affiliated motivation.

Pro-tip: Sometimes, employers create groups in the workplace to motivate their workforce.
Creating a group helps in keeping their employees inspired. It also helps them to succeed as a
team instead of as individuals.
Achievement Motivation:

Achievement motivation is referred to as the satisfaction an individual gets by accomplishing

their goals. Employers use this type of extrinsic motivation to encourage their workforce to
put their best foot forward by setting targets and deadlines.

A workforce motivated by achieving goals gets energised and charged to complete these
targets and have a sense of accomplishment.

Incentive Motivation:

Incentive motivation includes an incentive or reward that encourages an individual to perform

efficiently in the workplace.

Employees who are incentive motivated work best when they are compensated for the efforts
they put into.

MOTIVATION PROCESS:

The process of motivation is based on human needs. The steps of the process of motivation
are as follows:

1. Unsatisfied Needs: Need is the starting point of motivation. The process always begins
when a person feels that there is some unsatisfied need in him.

2. Tension: When an unsatisfied need is recognised, a tension is created in the mind of the
person.
3. Drive: This tension stimulates the drive and compels the person to take action to fulfil his
needs.

4. Search Behaviour: In this, the drives create a drive to search for different ways or
alternatives to relieve the tension.

5. Satisfied need: After searching the various options available, the person chooses a
particular option. The person evaluates whether his need is satisfied or not as per the chosen
option.

6. Reduction of Tension: Tension is reduced and the person feels motivated when he is
successful in satisfying his needs.

THEORIES OF MOTIVTION:

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

McClelland’s Achievement Need Theory:

According to McClelland’s there are three types of needs;

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

Need for Power (n Pow)

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

Need for affiliation (n Aff)

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

Behavioural Modification Theory;

According to this theory people behaviour is the outcome of favourable and unfavourable
past circumstances. This theory is based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for desirable behaviour could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non financial incentives. More
immediate is the reward and stimulation or it motivates it. Withdrawal of reward in case of
low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behaviour than to punish undesired behaviour.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation:

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

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system
of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles
the standard economic theory of diminishing returns. The hierarchy of needs at work in the
individual is today a routine tool of personnel trade and when these needs are active, they act
as powerful conditioners of behaviour- as Motivators.

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

Physiological or Body Needs:

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

Safety: -

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

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

Ego or Esteem Needs:

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

Self realization or Actualization needs:

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

J.S Adams Equity Theory:

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

Adams’ Equity Theory of Motivation says that the relationship between an individual’s
inputs (contribution) and their benefits (reward) is important for their sense of fairness and
equity, thus for their motivation. To make more sense of this though, we need to understand
what types of things constitute both inputs and benefits.

Vrooms Expectation Theory:

Vroom’s expectancy theory of motivation says that individuals are motivated to

do something by three things. They are motivated when they value the reward
associated with an action, trust that they’ll receive the reward if they do a good
job and believe that they have the ability to achieve their objectives by working
hard.
Valence: How much they value the potential rewards associated with the
specific results or behaviours,

Expectancy: How much they believe that their additional effort will help them
achieve the target results of behaviours, and

Instrumentality: How much they believe the rewards will actually appear
should they achieve the desired outcomes or behaviours.

Two Factor Theory:

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

X Theory

Individuals inherently dislike work.

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

People prefer to be directed.

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are
committed to.

People learn to accept and seek responsibility.

SCOPE FOR FUTURE RESEARCH

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

ARTICLE

EMPLOYEE MOTIVATION: IT REALLY DOES MATTER

If you’ve ever been stuck in a job with no direction or motivation and have felt extremely
discouraged, you’re not alone. Unfortunately, there are many employees who find themselves
caught in the same situation. Managers and supervisors are often not taught how to motivate
their employees. Regrettably, several management personnel are only advised on the
performance-improvement-plan form of management. But often, the carrot produces better
results than the stick.

Consider the bosses you’ve had in your career. Who were the good ones, and who were the
bad ones, and — most importantly—what was the difference? After some contemplation,
you’ll begin to see why the good ones were able to motivate you and make you passionate
about coming into work.

Although it’s difficult in the corporate world to find employee satisfaction that is meaningful
and lasting, as management, it’s your job to see to it your employees feel appreciated, which
in turn will result in better teamwork, better attitudes and an eagerness to contribute.

Gregg Lederman, in his book CRAVE: You Can Enhance Employee Motivation in 10
Minutes by Friday, explains, “Strategic employee recognition is a management discipline that
goes way beyond 'being the right thing to do.' Recognition should not be viewed only as a
feel-good, altruistic endeavor. No, it’s a management discipline that should garner significant
ROI.”

What makes Susan feel rewarded and valued won’t be the same as what motivates Kari or
Chad. People are individuals, and being recognized in a way that is meaningful to them
shows you care enough about them as individuals to acknowledge them as such. In my years
of working with people in leadership positions, I always emphasize the importance of
knowing enough about your employees to understand what they value individually as a
reward. My advice is: If you don’t know, just ask. Most people are more than happy to relate
what makes them feel appreciated.

If you are a supervisor or manager of a group of employees, it’s very important to understand
that they aren’t robots. They require a human touch and frequent motivation. As a leader, it is
your job to provide that. If you don’t, you’re going to find yourself constantly trying to fill
the same positions over and over as unmotivated people get discouraged and quit.
In their book The 5 Languages of Appreciation in the Workplace: Empowering Organizations
by Encouraging People, Gary Chapman and Paul White offer, “When leaders actively pursue
teaching their team members how to communicate authentic appreciation in the ways desired
by the recipients, the whole work culture improves. Interestingly, even managers and
supervisors report they enjoy their work more! All of us thrive in an atmosphere of
appreciation.”

My clients are often surprised how far a little bit of encouragement propels their employees
and organization. In my experience, ignoring or discounting the importance of employee
motivation often leads to disengagement.

In the HBR article "4 Reasons Good Employees Lose Their Motivation" (registration
required), authors Richard E. Clark and Bror Saxberg offer this advice: “Carefully assessing
the nature of the motivational failure — before taking action — is crucial. Applying the
wrong strategy (say, urging an employee to work harder, when the reason is that they’re
convinced they can’t do it) can actually backfire, causing motivation to falter further.”

They explain that these reasons fit into four categories: values mismatch, lack of self-
efficacy, disruptive emotions and attribution errors.

Basically, the first one, values mismatch, means the employee isn’t connected with the value
of the task and therefore is disinclined to perform the task. With the second “trap” (as they
refer to it), the lack of self-efficacy points to the feeling that the employee is afraid they
aren’t capable of performing the task, and so they are fearful of appearing incompetent.

I’ve seen that when employees are overwhelmed with negative emotions, such as frustration
or anger, they feel overcome by disruptive emotions, and it interrupts their ability to be
motivated enough to perform a task. When the managers I’ve worked with take the
responsibility to recognize these signs and remove hindrances that are holding their
employees back from their true potential, things change for the better.

It’s important to understand that the work your employees are doing needs to make a
difference in some way and for you to help them see it, too. Otherwise, your employees will
grow restless and feel automated. It’s up to you to inject some passion and help them to see
how valuable they are to the organization. Let your employees know on a frequent basis that
they are welcome any time to come to you for feedback and sincere communication, and you
will reap the benefits of a motivated workforce.
- Janine Schindler, MCC

Forbes Councils Member

Forbes Coaches Council

 CHAPTER - 4

DATA ANALYSIS
1) Rate your level of satisfaction with the working culture of the organisation.

OPTIONS RESPONDENTS
Highly satisfied 22
Satisfied 16
Average 12
Dissatisfied 0
Highly dissatisfied 0

Respondents
25

20

15

10

0
Highly satisfied Satisfied Average Dissatisfied Highly dissatisfied

respondents

REFERENCE: From the above data 22 respondents for highly satisfied, 16 respondents for
satisfied, 12 respondents for average and 0 respondents for dissatisfied and highly
dissatisfied.

INTERPRETATION: From the above data given It states that majority of employees are
satisfied with the working culture as the company focused their culture based upon the
consent of the employees before they are executing the practices in the organisation.
2) Rate the statement “Top management is interested in motivating the employees.”

OPTIONS RESPONDENTS
Strongly agree 22
Agree 18
Neutral 10
Disagree 0
Strongly disagree 0

Respondents
25

20

15

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

respondents

REFERENCE: From the above data 22 respondents for strongly agree, 18 respondents for
agree, 10 respondents for neutral and 0 respondents for disagree and strongly disagree.

INTERPRETATION: From the above data, most of the employees strongly agree to the
statement because employees are the lifeblood of the organisation and employee’s
productivity is not maximum if they are not motivated so here the management is showing
more interest in motivating to their potential contribution in achieving the objectives of the
organisation and retention of the employees in the organisation.
3) Incentives that highly motivates you.

OPTIONS RESPONDENTS
Incentive rewards 24
Promotion 14
Appreciation 12

Respondents
30

25

20

15

10

0
Incentive awards Promotion Appreciation

Respondents

REFERENCE: From the above data 24 respondents for incentive awards, 14 respondents for
promotion and 12 respondents for appreciation.

INTERPRETATION: From the above data the type of incentives that most of the
employees get motivated is monitory incentive rewards. monitory rewards are the powerful
tool for motivating employees and driving performance. By providing tangible rewards for
hard work and achievements, organization is creating a culture of excellence and inspire their
employees to achieve their full potential.
4) Incentives provided by the organization are satisfactory.

OPTIONS RESPONDENTS
Highly satisfied 36
Satisfied 10
Dissatisfied 4
Highly dissatisfied 0

Respondents
40

35

30

25

20

15

10

0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

respondents

REFERANCE: From the above data 36 respondents for highly satisfied, 10 respondents for
satisfied, 4 respondents for dissatisfied and 0 respondents for highly dissatisfied.

INTERPRETATION: From the above data it is visible that a part of major responses show
that they are highly satisfied because the company considers different factors (like relevance,
clarity, achievability, fairness, timeliness and variety) to design the incentive program which
is highly satisfactory by the employees.
5) Factors that motivates you the most

OPTIONS RESPONDENTS
Salary increase 28
Promotion 15
Leave 4
Motivational talks 1
Recognition 2

Respondents
30

25

20

15

10

0
Salary increase Promotion Leave Motivational talks Recognition

respondents

REFERANCE: From the above data 28 respondents for salary increase, 15 respondents for
promotion, 4 respondents for leave,2 respondents for recognition and 1 respondent for
motivational talks.

INTERPRETATION: From the above data the factor by which most of the employees are
motivated is salary increase and it is a powerful motivator for employees, as it is providing
financial security, recognition, and the opportunity for career progression and improved
lifestyle which proves that organization provide correct and timely increment to their
employees by retaining them in the organization.
6) Top management involves you in decision making that are connected to your department.

OPTIONS RESPONDENTS
Strongly agree 12
Agree 21
Disagree 17
Strongly disagree 0

Respondents
25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 12 respondents for strongly agree, 21 respondents
for agree, 17 respondents for disagree and 0 respondents for strongly disagree.

INTERPRETATION: From the above data most of employees agreed that to the
statement which makes it clear that organisation follow democratic approach where top
management is involving employees in the decision-making process, rather than making
decisions on their own by this top management is leading to better decisions, greater
employee engagement, and increased organizational success.
7) Internal hiring help in motivating employees.

OPTIONS RESPONDENTS
Strongly agree 41
Agree 9
Disagree 0
Strongly disagree 0

Respondents
45

40

35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 41 respondents for strongly agree, 9 respondents for
agree and 0 respondents for disagree and strongly disagree.

INTERPRETATION: From the above data

8) Things you like best in your workplace.

OPTIONS RESPONDENTS
People and work environment 25
Style of management 5
Challenging and exciting 2
Flexibility 3
Salary 15

Respondents
45
40
35
30
25
20
15
10
5
0
t t ng ty ry
en en i li la
nm em citi ib Sa
iro ag ex e x
d Fl
nv an am
ke m
ng
or of gi
w le en
d St l
an al
le Ch
op
Pe

respondents

REFERENCE: From the above data 25 respondents for people and work environment,15
respondents for salary,5 respondents for style of management,3 respondents for flexibility
and 2 respondents for challenging and exciting.
9) Health benefits are satisfactory.

OPTIONS RESPONDENTS
Strongly agree 50
Agree 0
Disagree 0
Strongly disagree 0

Respondents
60

50

40

30

20

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 50 respondents for strongly agree and 0 respondents
for agree, disagree and strongly disagree.
10) Support from HR department are satisfactory.

OPTIONS RESPONDENTS
Highly satisfied 36
Satisfied 14
Dissatisfied 0
Highly dissatisfied 0

Respondents
40

35

30

25

20

15

10

0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

respondents

REFERENCE: From the above data 36 respondents for highly satisfied,14 respondents
for satisfied and 0 respondents for both dissatisfied and highly dissatisfied.
11) Incentives and other benefits influence the performance of employees.

OPTIONS RESPONDENTS
Strongly agree 46
Agree 4
Disagree 0
Strongly disagree 0

Respondents
50
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 46 respondents for strongly agree, 4 respondents for
agree and 0 respondents for both disagree and strongly disagree.
12) I feel my work contributes to the growth and goals of the company.

OPTIONS RESPONDENTS
Strongly agree 41
Agree 9
Disagree 0
Strongly disagree 0

Respondents
45

40

35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 41 respondents for strongly agree, 9 respondents for
agree and 0 respondents for both disagree and strongly disagree.
13) I am motivated by the vision and values of the company.

OPTIONS RESPONDENTS
Strongly agree 22
Agree 24
Disagree 4
Strongly disagree 0

Respondents
30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 24 respondents for agree, 22 respondents for strongly
agree,4 respondents for disagree and 0 respondents for strongly disagree.
14) I feel there are resources available to help me when I feel unmotivated or unhappy with
my responsibilities.

OPTIONS RESPONDENTS
Strongly agree 30
Agree 20
Disagree 0
Strongly disagree 0

Respondents
35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 30 respondents for strongly agree, 20 respondents
for agree and 0 respondents for both disagree and strongly disagree.
15) I feel focused and energized to accomplish goals at work. 

OPTIONS RESPONDENTS
Strongly agree 18
Agree 30
Disagree 2
Strongly disagree 0

Respondents
35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 30 respondents for agree, 18 respondents for
strongly agree, 2 respondents for disagree and 0 respondents for strongly disagree.
16) rate your work/life balance.

OPTIONS RESPONDENTS
Very balanced 7
Pretty balanced 20
Somewhat balanced 19
Unbalanced 4

Respondents
25

20

15

10

0
Very balanced Pretty balanced Somewat balanced Unbalanced

respondents

REFERENCE: From the above data 20 respondents for pretty balanced, 19 respondents
for somewhat balanced, 7 respondents for very balanced and 4 respondents for unbalanced.
17) I feel focused and energized to accomplish goals at work. 

OPTIONS RESPONDENTS
Strongly agree 41
Agree 9
Disagree 0
Strongly disagree 0

Respondents
45

40

35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 41 respondents for strongly agree, 9 respondents for
agree and 0 respondents for both disagree and strongly disagree.
18) Support from the other staff members is helpful to get motivated.

OPTIONS RESPONDENTS
Strongly agree 12
Agree 30
Disagree 5
Strongly disagree 3

Respondents
35

30

25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 30 respondents for agree, 12 respondents for
strongly agree, 5 respondents for disagree and 3 respondents for strongly disagree.
19) Organizational policies motivate for achieving its aims and objectives.

OPTIONS RESPONDENTS
Strongly agree 4
Agree 23
Disagree 19
Strongly disagree 4

Respondents
25

20

15

10

0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 23 respondents for agree, 19 respondents for
disagree and 4 respondents for both strongly agree and strongly disagree.
20) I receive recognition from my manager that motivates me to put forth my best work.

OPTIONS RESPONDENTS
Strongly agree 43
Agree 7
Disagree 0
Strongly disagree 0

Respondents
50
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Disagree Strongly disagree

respondents

REFERENCE: From the above data 43 respondents for strongly agree,7 respondents for
agree and 0 respondents for both disagree and strongly disagree.