TABLE OF CONTENTS

CHAPTE TITTLE PAGE NO

R

I
INTRODUCTION OF THE COMPANY

II
OBJECTIVE OF THE STUDY
NEED FOR STUDY
SCOPE OF THE STUDY
LIMITATIONS

III
REVIEW OF LITERATURE

IV
RESEARCH METHODOLOGY

V
DATA ANALYSIS AND INTERPERTATION

VI
FINDING OF THE STUDY
SUGGESTION AND RECOMMENDATIONS
CONCLUSION

ANNEXURE
(i) Questionnaire
(ii) Bibliography
 CHAPTER – I

INTRODUCTION

MarutiUdyog Limited was established in February 1981, though the actual production
commenced only in 1983. It started with Maruti 800, based on the Suzuki Alto car which at the
time was the only modern car available in India. Its only competitors were Hindustan
Ambassador and Premier Padmini. Originally, 74% of the company was owned by the Indian
government, and 26% by Suzuki of Japan. As of May 2007, the government of India sold its
complete share to Indian financial institutions and no longer has any stake in MarutiUdyog.

Maruti's history begins in 1970, when a private limited company named 'Maruti technical
services private limited' (MTSPL) is launched on November 16, 1970. The stated purpose of this
company was to provide technical know-how for the design, manufacture and assembly of "a
wholly indigenous motor car". In June 1971, a company called 'Maruti limited' was incorporated
under the Companies Act and Sanjay Gandhi became its first managing director. "Maruti
Limited" goes into liquidation in 1977. On 23 June 1980 Sanjay Gandhi dies when a private test
plane he was flying crashes. A year after his death, and at the behest of Indira Gandhi, the Indian
Central government salvages Maruti Limited and starts looking for an active collaborator for a
new company. MarutiUdyog Ltd is incorporated in the same year.

Suzuki enters:

In 1982, a license & Joint Venture Agreement (JVA) is signed between MarutiUdyog Ltd.
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed
market, Maruti received the right to import 40,000 fully built-up Suzuki’s in the first two years,
and even after that the early goal was to use only 33% indigenous parts. This upset the local
manufacturers considerably. There were also some concerns that the Indian market was too small
to absorb the comparatively large production planned by Maruti Suzuki, with the government
even considering adjusting the petrol tax and lowering the excise duty in order to boost sales.
Finally, in 1983, the Maruti 800 is released. This 796 cc hatchback is based on the SS80 Suzuki
Alto and is India’s first affordable car. Initial product plan is 40% saloons, and 60% Maruti Van.
Local production commences in December 1983. In 1984 the Maruti Van, with the same three-
cylinder engine as the 800, is released. Installed capacity of the plant in Gurgaon, reaches 40,000
units.

In 1985 the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, is launched. In
1986 the original 800 is replaced by an all-new model of the 796 cc hatchback Suzuki
Alto/Fronte. This is also when the 100,000th vehicle is produced by the company. ] In 1987
follows the company's first export to the West, when a lot of 500 cars were sent to Hungary.
Maruti products had been exported to certain neighbouring countries already. By 1988, the
capacity of the Gurgaon plant is increased to 100,000 units per annum.

Market liberalization:

In 1989 the Maruti 1000 is presented after having been shown earlier. This 970 cc, three-
box is India’s first contemporary sedan. By 1991 65 percent of the components, for all vehicles
produced, are indigenised. Meanwhile, the liberalisation of the Indian economy opens new
opportunities but also brings more competition to the segments in which Maruti operates. In
1992Suzuki increases its stake in Maruti to 50 percent, making the company a 50-50 JV with the
Government of India the other stake holder.

A flow of new models begin in the early nineties. In 1993 the Zen, a modern 993 cc,
hatchback which is later exported globally as the Suzuki Alto. In 1994 the
1298 cc Esteem appears, a more luxurious redesigned Maruti 1000. This and other Maruti’s
begin appearing in a plethora of different equipment levels, to better suit India's increasingly
discerning consumers. A Zen Automatic arrives in 1996, as does the Gypsy King, a 1.3 litre
version of the compact off-roader, and a minibus version of the Omni (the Omni E).

In 1994 Maruti Suzuki produces its 1 millionth vehicle since the commencement of
production, being the first company in India to
In 1998 the new Maruti 800 is released, the first change in design since 1986. This is simply a do
so. This is still not enough in a booming market and the next year Maruti's second plant is
opened, with annual capacity reaching 200,000 units. Maruti also launches a 24-hour emergency
on-road vehicle service, the first of its kind in the country. In 1996 the United Front government
is formed, with Murasoli Maran new Industries Minister. On 27 August the following year the
government nominates Mr S.S.L.N. Bhaskarudu as the Managing Director, as the then current
Managing director R.C. Bhargava, was completing his tenure. This creates a conflict
with Suzuki, discussed closer in the Joint venture related issues section. Facelift of the existing
model, to ensure steady sales. Also, the two millionth vehicle is produced. Other news include
the Zen D, a 1527 cc diesel hatchback and Maruti's first diesel vehicle. The Omni van and
microbus is also redesigned. The next year the Omni bus arrives in a high roof version, the Omni
XL. The 1.6 litre Maruti Baleno three-box saloon, advertised as the 'Maruti Suzuki Baleno', also
appears. This is Maruti's biggest car yet. Finally, in what is a very busy year, the Wagon R is
launched.

In 2000 Maruti becomes the first car company in India to launch a Call Center for
internal and customer services. The new Alto model is also released, somewhat larger and more
modern than the 800. The estate Baleno Altura is also shown, while IDTR (Institute of Driving
Training and Research) is launched jointly with the Delhi government to promote safe driving
habits. In 2001 Maruti True Value, selling and buying used Maruti Suzukis, is launched in
Bangalore and Delhi, later in Mumbai and elsewhere. In October of the same year the Maruti
Versa sees the day, a bigger engine and more luxurious microbus than the Omni. It never catches
on in the market and is discontinued by late 2009, only to be replaced by a cheaper, stripped-
down version called Eeco. Customer information centres are also launched in Hyderabad,
Bangalore and Chennai. In 2002 the Esteem Diesel appears, as does Maruti Insurance. Two new
subsidiaries are also started: Maruti Insurance Distributor Services and Maruti Insurance Brokers
Limited. Suzuki Motor Corporation increases its stake in Maruti to 54.2 percent.

In 2003 the new Suzuki Grand Vitara XL-7 appears, while the Zen and the Wagon Rare
upgraded and redesigned. The four millionth Maruti vehicle is built and they enter into a
partnership with the State Bank of India. MarutiUdyog Ltd is listed on BSE and NSE after a
public issue, which is oversubscribed tenfold. In 2004 the Alto becomes India's new best-selling
car, overtaking the Maruti 800 which had been number one for nearly two decades. The five-
seater Versa 5-seater, a new variant, is created while the Esteem undergoes cosmetic changes and
is re-launched with a price cut. MarutiUdyog closed the financial year 2003-04 with an annual
sale of 472,122 units, the highest ever since the company began operations 20 years earlier, and
the fiftieth lakh (5 millionth) car rolls out in April, 2005, with overall sales growing by 15.8%.
The 1.3 L Suzuki Swift five-door hatchback also appears. 2004-05 marked another record year
(487,402 domestic sales) and exports reached 48,899 cars to about fifty different countries. The
United Kingdom took the lion's share, with 10,623 deliveries.

In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles
India", to build two new manufacturing plants, one for vehicles and one for engines. Cleaner cars
were also introduced, with several new models meeting the new Stage III"Bharat " standards. In
February 2012, Maruti Suzuki sold its ten millionth vehicle in India. For the Month of July 2014,
it has a Market share of >45 %.

Joint venture related issues:

Relationship between the Government of India, under the United Front (India) coalition
and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian
media until Suzuki Motor Corporation gained the controlling stake. This highly profitable joint
venture that had a near monopolistic trade in the Indian automobile market and the nature of the
partnership built up till then was the underlying reason for most issues. The success of the joint
venture led Suzuki to increase its equity from 26% to 40% in 1987, and further to 50% in 1992.
In 1982 both the venture partners had entered into an agreement to nominate their candidate for
the post of Managing Director and every Managing Director will have a tenure of five years

R.C. Bhargava was the initial managing director of the company since the inception of
the joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki.
Joining in 1982 he held several key positions in the company before heading the company as
Managing Director. Currently he is on the Board of Directors. After completing his five-year
tenure, Mr Bhargava later assumed the office of Part-Time Chairman. The Government
nominated Mr S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr
Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector
undertaking Bharat Heavy Electricals Limited as General Manager. In 1987 he was promoted as
Chief General Manager. In 1988 he was named Director, Productions and Projects. The next year
(1989) he was named Director of Materials and in 1993 he became Joint Managing Director.

Suzuki did not attend the Annual General Meeting of the Board with the reason of it
being called on a short notice Later Suzuki Motor Corporation went on record to state that
Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of
Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki
sources that Bhaskarudu was interested to indigenise most of components for the models
including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy for
the Government and would not let it increase its stake in the ventures If Maruti Suzuki would
have been able to indigenise gear boxes then Maruti Suzuki would have been able to
manufacture all the models without the technical assistance from Suzuki. Till today the issue of
localization of gear boxes is highlighted in the press.

Manufacturing facilities:

Maruti Suzuki has two manufacturing facilities in India. [ Both manufacturing facilities
have a combined production capacity of 14, 50,000 vehicles annually. During a recent meeting of
the Gujarat chief minister with Suzuki Motor Corp chairman & CEO Osamu Suzuki, the
Chairman had said that the work on car manufacturing plant at Mandal near Ahmedabad would
be started soon. Maruti Suzuki to set up second plant in Gujarat; acquires 600 acres.

The Gurgaon manufacturing facility has three fully integrated manufacturing plants and is
spread over 300 acres (1.2 km2). All three plants have an installed capacity of 350,000 vehicles
annually but productivity improvements have enabled it to manufacture 900,000 vehicles
annually. The Gurgaon facilities also manufacture 240,000 K-Series engines annually. The entire
facility is equipped with more than 150 robots, out of which 71 have been developed in-house.
The Gurgaon Facilities manufactures the, WagonR, Es800, Alto tilo, Omni, Gypsy, and Eeco.

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over
600 acres (2.4 km2). Initially it had a production capacity of 100,000 vehicles annually but this
was increased to 300,000 vehicles annually in October 2008. The production capacity was
further increased by 250,000 vehicles taking total production capacity to 550,000 vehicles
annually. The Manesar Plant produces the A-star, Swift, Swift DZire, 4SX4, Ritz and Celerio.
 On 25 June 2012, Haryana State Industries and Infrastructure Development Corporation
demanded Maruti Suzuki to pay an additional Rs 235 crore for enhanced land acquisition for its
Haryana plant expansion. The agency reminded Maruti that failure to pay the amount would lead
to further proceedings and vacating the enhanced land acquisition.

Industrial relations:

Since its founding in 1983, MarutiUdyog Limited experienced problems with its labour
force. The Indian labour it hired readily accepted Japanese work culture and the manufacturing
process. In 1997, there was a change in ownership, and Maruti became predominantly
government controlled. Shortly thereafter, conflict between the United Front Government and
Suzuki started. Labour unrest started under management of Indian central government. In 2000, a
major industrial relations issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives and pensions.

Employees used slowdown in October 2000, to press a revision to their incentive-linked

pay. In parallel, after elections and a new central government led by NDA alliance, India pursued
a disinvestments policy. Along with many other government owned companies, the new
administration proposed to sell part of its stake in Maruti Suzuki in a public offering. The
worker's union opposed this sell-off plan on the grounds that the company will lose a major
business advantage of being subsidised by the Government, and the union has better protection
while the company remains in control of the government.

COMPANY PROFILE

SHENBAKACARS.PVT.LTD PONDICHERRY

About Shenbaka Cars

Authorized Maruthi Car Dealer in Pondicherry:

 Since 2011 we have delivered over 11000 new Maruti cars to thousands of happy
customers across Pondicherry making us one of the Maruti Suzuki showrooms in Pondicherry.
Every month we deliver a new Maruti Cars to over a two Hundreds customers who rely on
Shenbaka Cars.

We know what it takes to make a discerning customer happy - from pre-sales advice to
quick paperwork and prompt delivery. And we know how to keep our customers happy with
post-sales attention and support.

Because of our single-minded dedication to customer delight in everything we do, of

all the Maruti dealers in India we have received the most awards, including 'The Best Dealer in
the Country'.

In order to be within easy reach of our customers we have an extensive network of 4

car showrooms, 24 full-fledged service centres and 1 pre-owned car Maruthi showrooms in
Pondicherry.

To deliver on our promise we have some of the best sales and service people in the
entire automobile industry. We are proud to announce that some of our staff has been rated as
Best Sales Person and Best Service Person by Maruthi Suzuki India.

We proud that continues Three Years Platinum Dealer in Tamil Nadu & Pondicherry.
Our motto, "Drive Your Dreams", has inspired us to provide outstanding service to our customers
over the years.

MANAGEMENT:

Shenbaka Cars was inaugurated on June, 2011. Our showroom is located in ECR
Road and the Maruthi service centre is located in Moolakulam.

At Shenbaka Cars, we believe that long - term success is a by - product of three key
factors, namely - Customer Service, Employee Satisfaction and Infrastructure. Our Infrastructure
is in place for all to see - aesthetically designed showroom premises (ECR Road, Kottupalayam),
and state - of - the - art workshop facility (Villupuram Main Road, Moolakulam) fitted with all
the latest equipments.

While still brand new, all our efforts are on to build a strong & vibrant team to ensure
that we work in tandem with our principals (Maruthi India) and our various other suppliers, to
assure the best possible service to our customers.

Within 6 years of operations, we have sold about 11,000 cars and serviced about1,
20,000 cars. We are set to expand our presence in Karikal & New NEXA Showroom,
Moolakulam, Pondicherry, by setting up additional Exclusive True Value showroom,
Commercial Showroom & NEXA workshop facilities in the coming years.

The “New DZIRE 2017” Launch in our showroom:

Brief on Careers:

Put your Passion, Zeal & Talent at Shenbaka Cars, and Authorized Maruti Suzuki
Dealership in Pondicherry and give your career a chance to excel.

We are looking for Young-Dynamic, well groomed, self-driven candidates for following
categories.

Hurry up to grab the opportunity of working with India’s leading automobile dealership.
BASIC WORK PROCEDURES:

 Office timing 9.30AM to 6.30PM for back office staffs and sales team as per the
customer movement in evening time.
 For half day working timing will be 9.30 AM to 2PM or 2PM to 6.30 PM.
 Attendance will be calculated based on your finger punch timing or else consider as
absent.
 Lunch timing 1 PM to 2PM.
 Also if no finger punch on lunch timing will be consider as half day LOP.
 Your leave & compensatory off details should be written in leave card after the next day
of your leave.
 1 hour monthly permission will be provided as a grace time if extended to more than 1
hour will be consider as half day LOP.
 Your Salary will be given every month of 7th.
 Salary will be given only if the staffs present on 7 continuous working days.(for ex:
March salary on April 7th[7 continuous working days from April 1st to 7th April to get
march salary or if 2 days absent within the date of 1st to 7th April salary will be on 9th
April]
 Permission or leave has to be intimated to HR, SM & concerned TL either through SMS
or Call before 9 AM.
 ESI, PF and petrol allowance will be included in salary.
 CL will be given after 6 months from your date of joining.
 Based on your 6 to 8 months performance we will provide the uniform, ID card, name tag
& mobile allowance.
 Clean and neatly shaved face.
 Full Hand Shirt buttoned.
 Black Executive Shoes with neatly polished.
 Please avoid maximum personal calls inside the showroom.
 If a staff leaves employment before 8 months period they have to bare the uniform cost,
Training Expenses, ID card, and Name Tag.
 Don’t use computer for your personal usage (internet, using pen drives, downloading
songs, face book).
 Wish all your sub-ordinates & Superiors
 Don’t collect cash from customer from field as a DSE also inform customer to pay to
cashier.
 If any issues or queries speak to HR, SM or internal Trainer.
 Carry sales kit at all times
 Keep the certificate acknowledgement copy safely. Acknowledgement missing will not
be accepted.
 Don’t speak unwanted things against management inside and outside of our dealership.
 1 month notice period has to be given before your relieving.
 At any circumstances don’t leave the job without intimation.
 Avoid giving fake commitment to the customer.
 Respect customers at all times.

CHAPTER II
 REVIEW OF LITERATURE

Employee motivation meaning

The term`` MOTIVATION’’ has been derived from the word ``Motive’’. Motive is the urge, need,
want (or) desire that induces to a work.

DEFINITION OF MOTIVATION

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

others to do their work through the possibility of gain or reward”.

According to Fred Luthans: “A process that starts with a physiological or psychological

deficiency or need that activates or a drive that is aimed at a goal or incentive”.

Motivation means a process of stimulating people of action to accomplish desire goals.

- W.G.SCOTT

THE CONCEPT OF MOTIVATION

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

There is no universal theory that can explain the factors that can explain the factors
influencing motives which control man’s behavior at any particular point of time.

MOTIVATION PROCESS

1. Identification of need
2. Tension
 3. Course of action
4. Result- positive/ negative
5. Feedback / commitment

TYPES OF MOTIVATION

Intrinsic motivation occurs when people are internally motivated to do something

because it either brings them pleasure, they think it is important, or they feel that what they are
learning is morally significant.

INCENTIVES

Financial Incentives Non-financial Incentives

- Wages and salaries. - Competition

- Bonus - Group recognition
- Medicinal reimbursement - Job security
- Insurance - praise
- Housing facility result - knowledge
- Retirement benefits. - workers participate
-Suggestion system.

NEEDS

According to viteles “Motivation represents an unsatisfied need which creates a state of

tension or disequilibrium, causing the individual to move in a goal directed pattern towards
restoring a state of equilibrium, by satisfying the need”.

NEED FOR INCENTIVES

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non-financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money.

They include wages and salaries, fringe benefits, bonus, retirement benefits etc. non-
financial motivators are those which are associated with monetary rewards. They include
intangible incentives like ego-satisfaction, self-actualization and responsibility.
THEORIES OF MOTIVATION

Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six
major approaches that have led to our understanding of motivation are McClelland’s
Achievement Need Theory, 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 NEEDS THEORY

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

1. 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.

2. 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.

3. Need for affiliation (n Aff)

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

Douglas Mac Gregory has used Maslow’s theory to interpret specific problems in personnel
administration and industrial relations.

The crux of 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 higher scale or system of
values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied
unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard
economic theory of diminishing returns. The hierarchy of needs at work in the individual is today
a routine tool of personnel trade and when these needs are active, they act as powerful
conditioners of behavior as motivators.

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

Self-

Actualization

Ego Needs
Social Needs

Safety Needs
 Physiological Needs

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

d) 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 one’s 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.

e)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.

VROOM’S EXPECTATION THEORY

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

According to Hertzberg, man has two different categories of needs, which are essentially
independent of each other and affect behaviour in different ways. When people feel happy about
their job, there is an extra-in job, and also it increase the job satisfaction.

Fredrick Hertzberg two factor theories concludes that certain factors in the workplace
result in job satisfaction, while others do not, but if absent lead to dissatisfaction. He
distinguished between;

Hygiene Factors:

 Wages
 Salary
 Company policies
 Interpersonal relation with peers
 Job security
 Supervisors technical

Hygiene factors present dissatisfaction in the organization. According to him, hygiene factors
are very necessary to maintain the human resources of an organization.

Motivational factors:

 Job itself
 Recognition
 Achievement
 Responsibility
 Growth and advancement

EFFECTIVENESS OF MOTIVATION AND COMMITMENT

Employee motivation is the level of energy, commitment, creativity that a company’s

workers apply to their jobs.

In the increasingly competitive business environment, motivate employees has become a

pressing concern for many managers. In fact, a number of different theories and methods of
employee motivation have emerged, ranging from monetary incentives to increased involvement
and empowerment. Employee motivation can sometimes be particularly problematic for small
business, where the owner often has spent so many years building a company that he/she finds it
difficult to delegate meaningful commitment to others.

Business coach Don Maruska told business can also provide an ideal atmosphere for
fostering employee motivation, because employees are able to see the results of their
contributions in a more immediate way than in large firms. Besides increasing productivity and
competitiveness, a highly motivated work force can allow a small business owner to relinquish
day-today, operational control and instead concentrate on long-term strategies to grow the
business. “Workers really do want to be inspired about their work, and when they are, they work
better, smarter, and harder.

A business that institutes effective ways- whether tangible (such as a financial bonus) or
intangible (say, a plum assignment for an upcoming project)-of rewarding employees for good
work can be an invaluable tool in employee retention. “People enjoy working, and tend to thrive
in organizations that create positive work environments”.

One business researcher told HR focus. “[they thrive in] environments where they can
make a difference, and where most people in the organization are competent and pulling together
to move the company forward.

TO EFFECTIVE MOTIVATE YOU MUST BE ABLE

 To understand what drives people

 To inspire
 To communicate
 To involve
 To challenge
 To encourage
 To set an example
 To praise
 To commitment with employees

The realization to realize the importance of effective employee motivation and also discusses
management ideas that can be utilized to innovate employee motivation. It helps to provide
insights to support future research regarding strategic guidance for 5 effective & genuine
techniques to motivate the employee:

 Personal growth trumps a bonus

 Status means more than money
 Perks pave the way
 Recognition is priceless
IMPORTANCE OF EMPLOYEE MOTIVATION

 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.

 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.

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

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

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

 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.

TYPES OF EMPLOYEE MOTIVATION

Understanding employee motivation is necessary to the success of a company. By knowing what
encourages an employee to do his or her job, a company will be able to implement different
policies to increase the performance of the workers.

In order to understand employee motivation, one must realize that people are different. This
means that different things motivate different employees.
Achievement

One type of employee motivation is achievement. In this type of employee motivation,

the worker is driven by the goal itself. This in a sense is like climbing a mountain because
the mountain is there.

Employers often make use of this by presenting challenges to the employees.

In making use of this type of employee motivation employers often include incentives such as a
promotion or cash. However, for the employees, the incentive is only a bonus to the
achievement.

Advancement

For some employees, their motivation is the prospect of rising up in the ranks of the corporation.
They work hard in order to catch the eye of the boss and probably get a promotion. This type of
employee motivation is characterized by ambition.

Of course, there are times when this type of employee motivation can be dangerous. Sometimes,
superiors may find their jobs in danger because of an advancement-motivated employee.
However, if handled properly, an employee whose motivation is advancement can be the best in
the business. As such, this type of employee motivation should be handled carefully.

Pressure

Some employees work harder under pressure. This employee motivation is rarely manifested
consciously in a worker. It is often the case that an employee unknowingly piles pressure on him
or her and this pressure pushes them to work harder.

Sometimes, pressure is used by and employee to see just how far he or she would be able to go.
However, this type of employee motivation can have some very negative results, considering the
fact that every person has a limit. In fact, it often ends up in a breakdown of some sort.
Fear

This is one of the most commonly used employee motivation techniques. Employees are often
threatened with termination if they fail to meet certain objectives. Of course, if an employee does
not handle pressure very well, this type of employee motivation technique could be detrimental
to his or her work performance.

The key to the best employee motivation technique is balance. You need to understand that
people have different preferences. Since it is virtually impossible to meet every employee’s
motivation needs, you must develop a technique that incorporates all of the elements of
employee motivation. In doing so, you will be able to ensure your company’s continued growth.
 CHAPTER – III

OBJECTIVES OF THE STUDY

Primary objective:
 To study the motivation level of employees.

Secondary Objectives:
 To study the effectiveness of the techniques adopted by the company in employee
motivation.

 To study about the benefits and facilities provided to the employees.

 To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.
 NEED FOR THE STUDY

 Motivation is an important tool in the hands of the manager for inspiring the work force
and making them to do work with enthusiasm and willingness.
 If it’s an important function of the management to motivate the people working in the
organization to perform the work assigned to them effectively and efficiently.
 The management has to understand the Human behaviour if it has to provide maximum
motivation to the personnel.
 Motivation is something that moves a person into action and continues him in the course
of action enthusiastically.
 The role of Motivation is to develop and intensify the desire in every member of
organization to work effectively and efficiently in his position.
 SCOPE OF THE STUDY

 It is always essential for a concern to access its strategies and reshape its destiny.

 It is necessary for every organization to study the different aspects that affects the

organization development.

 Every study has a clear and specific scope.

The scope of this study is limited to SHENBAGA CARS Pvt. Ltd. In this survey the emphasis is

on the motivation of employees. The scope of the study involves the preparation of questionnaire

and data of the company.

 LIMITATIONS OF THE STUDY

 As the respondents were busy with their work, it was difficult for the researcher to
meet the respondents and gain information.

 The study was limited to a short period only.

 The data depends totally on the respondent’s view, which may be biased.

 In this study the sample size is 50.

 The findings of the study cannot be applied to all other fields since it lacks
external validity
 CHAPTER – IV

RESEARCH METHODOLOGY

RESEARCH - MEANING

Research is an art of scientific investigation. According to Red men and Mary defines
research as a “systematic effort to gain knowledge”.

Research methodology is way to systematically solve the research problem. It is a plan of

action for a research project and explains in detail how data are collected and analysed. This
research study is a descriptive research study.

RESEARCH DESIGN

A research design is a plan that specified the objectives of the study, method to be adopted in
the data collection, tools in data analysis and hypothesis to be framed.

“A research design is an arrangement of condition for collection and analysis of data in a

manner that aims to combine relevance to research purpose with economy in procedure”.

DATA COLLECTION:

In order to apply the method to any of enquiry it is essential that statistical data be collected
as statistical analysis is not possible in the absence of quantitative data.

Data are obtained either though a survey or experiment. In Social sciences where the use of
statistical method is indispensable, data can be collected only through statistical surveys. The
research should keep in mind two types of data; i.e.

 Primary Data
 Secondary Data
 Questionnaire

Primary data

Primary data are collected afresh and for the first time. The primary data are collected
from the employees of SHENBAKA CARS PRIVATE LIMITED through a direct structured
questionnaire.

Secondary data

Secondary data is collected from books, internet, records, articles and annual reports of the
organization.
Questionnaire

The questions are arranged logical sequence. The questionnaire consists of a variety of
questions presentations to the supplier for the response, multiple choice questions, rating scale
questions were used in constructing questionnaire.

DATA SAMPLING

Data sampling process includes the following step that are sequentially shown

 Define the Target population

 Define the sampling frame
 Determine the sampling size
 Execute the sampling the sampling process.

Sample Size Design

It refers to the number of element to be included in the study. A sampling design is a definite
plan for obtaining a sample from a definite population. It refers to the technique or the procedure
the researchers would adopt in selecting items for the sample. It is determined before data is
collected. In this study

 The sample size of the project is 100

Sampling process

Random sampling:

It is defined as choosing or picking the individual from the group of applicants called as random
sampling.

Percentage analysis

The Percentage method was extensively used for finding various details. It issued for making
comparison between two or more series of dates. It can generally calculate.
 CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

DISTRIBUTION RESPONDENTS BY THEIR AGE

TABLE 1

OPTIONS NO OF RESPONDENT PERCENTAGE

20-25 25 25
25-30 25 25
30-35 30 30
35-40 10 10
above 45 10 10
Total 100 100

CHART 1

DISTRIBUTION RESPONDENTS BY THEIR AGE

DISTRIBUTION RESPONDENTS BY THEIR AGE

35

30

25

20

15

10

0
a bove 45 35-40 30-35 25-30 20-25
Res pondents

INTERPRETATION:
 From the above table and chart it is inferred that 25% of respondents belong to the group of
20-25, 25% of respondents are between 25-30 age group, 30% of respondents are between 30-35
age group, 10% of respondents are between 35-40 age group, 10% of respondents to the group of
45. The Major respondent age is 30-35.

ANALYSING THE STATUS OF DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

TABLE 2

OPTIONS NO OF RESPONDENT PERCENTAGE

Male 65 65

Female 35 35

Total 100 100

CHART 2

ANALYSING THE STATUS OF DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

Female

Male

INTERPRETATION:
 The above table and chart infers that, 65% of the respondents belong to the category of
male.35% of the respondents belong to the category of female.

DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

TABLE 3

OPTIONS NO OF RESPONDENT PERCENTAGE

Married 65 65

Unmarried 35 35
Total 100 100

CHART 3

DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

Unmarried

Married

INTERPRETATION:
The table and chart infers that 65% of the respondents are married and 35% of the respondents
are unmarried most of the respondents are unmarried

ANALYSING THE QUALIFICATION OF THE RESPONDENTS

TABLE 4

OPTIONS NO OF RESPONDENT PERCENTAGE

10 20 20
12 30 30
UG 15 15
PG 5 5
Diploma 30 30
Total 100 100

CHART 4

ANALYSING THE QUALIFICATION OF THE RESPONDENTS

Respondent
Res pondent
30

30
20

15

10 th 12th UG PG Diploma
INTERPRETATION:

The above table and infers that 20% of the respondents are 10 th, 30% of the respondents are
12th, 15% of the respondents are UG, 5% of the respondents are PG and 30% of the respondents
are diploma. Most of the respondents are 10.

ANALYSING THE STATUS OF RESPONDENTS BASED ON YEARS OF EXPERIENCE

TABLE 5

OPTIONS NO OF RESPONDENT PERCENTAGE

0 - 5 years 45 45
5 - 10 years 25 25
10 - 15 years 20 20
above 15 years 10 10
Total 100 100

CHART 5

ANALYSING THE STATUS OF RESPONDENTS BASED ON YEARS OF EXPERIENCE

 Respondent
50
45
40
35
30
25
20
15
10
5
0
0-5 yrs 5-10 yrs 10-15 yrs Above 15 yrs
Res pondent

ENTERPERETATION:

Above table states that, 45% of the respondents belongs to 0 – 5 years of experience, 25% of the
respondents belongs to 5 – 10 years of experience, 20% of the respondents belongs to 10 – 15
years of experience, and 10% of the respondents belongs to above 15 years of experience

ANALYSING THE STATUS OF KNOW ABOUT THE COMPANY

TABLE 6

OPTIONS NO OF RESPONDENT PERCENTAGE

paper advertisement 30 30

Employee referral 45 45

Consultants 10 10

Job portal 15 15

Total 100 100

CHART 6
 ANALYSING THE STATUS OF KNOW ABOUT THE COMPANY

Respondent
50
45
40
35
30
25
20
15
10
5
0
paper a dvertis ement Empl oyee referral Cons ul ta nts Job portal
Res pondent

INTERPRETATION:

From the above table it is inferred that, 30% of the respondents were came to know about the
company through paper advertisement, 45% of the respondents were came to know about the
company through employee referral, 10% of the respondents were came to know about the
company through consultants, and 15% of the respondents were came to know about the
company through job portal.
 CHAPTETR – VI

FINDING OF THE STUDY

 The study found that 64% of employee motivation with regard to increments given to
employees

 About 56% of the employees agree that financial incentives motivate them than non-
financial incentives.

 68% employees are satisfied with salary drawings at present.

 68% employees are satisfied with regards to the lunch breaks, rest breaks and leaves
provided by the organization.
 Majority 72% of the employees agree good working conditions are provided in the
organization.

 Majority 72% of the respondents are satisfied with the opinion of the job securities
provided.

 Most of the respondents 60% agree that the retirement benefits available are sufficient.

 Most of the respondents 64% of them agree that the medical benefits provided are
satisfactory.

 Majority 76% of the respondents are satisfied with the responsibility and role of their
work.

 Majority 76% of the respondents visibility with top management are considered
important.

 Most of the respondents 60% feel superior recognizes work in the organization.

 68% of the respondents feels the job gives a good status in the organization

 76% of the respondents are satisfied with regard to responsibility and role they perform.

 Majority 88% of the respondents quality of relationship in informal workgroup.

 72% of respondents are satisfied with the support from the HR department.

 Majority of the respondents 72% shows fair amount of team spirit in the organization.

 Most of the respondents 64% show the best performance in their job.

 60% of the respondents feel schedule of work with regards to job related decisions.

 Majority 88% of the respondents opportunities for advancement in the organization.

 SUGGESTIONS AND RECOMMENDATIONS

 Employee- employer relations: The employer should make effort to talk to the employees
and share his/her view on various topics. Employer should encourage and support the
employee.

 Employee- employee relation: Only a few of the employees trust their co-workers,
therefore this area needs improvement. Group activities should be encouraged more so
that employees can work together and thus strengthen their relation. More informal
gatherings should be encouraged so that they can know each other.

 Few of the employees are not satisfied with the lunch breaks, rest breaks provided it can
be extended.

 Some of the employees are not satisfied with the relationship between the top
management they should be free to speak with their employees.
 CONCLUSION

The motivational strategies used in SHENBAGA CARS Pvt. ltd are very good. The employees
are found to be motivated and they are happy with the pay structure, benefits, work hours,
freedom to work etc. The organization has to be appreciated for keeping the employee highly
motivated and thereby helping them to meet personal as well as organizational goals.
 ANNEXURE

QUESTIONNAIRE

EMPLOYTEE PERSONAL DETAILS

1. NAME : .............................................

2. AGE

a) 20 – 25 b) 25 – 35 c) 35 – 45 d) above 45

3. GENDER

a) Male b) Female

4. MARITIAL STATUS

a) Married b) Unmarried

5. QUALIFICATION

a) 10th b) 12th c) UG d) PG e) DIPLOMO

6. YEARS OF EXPERIENCE

a) 0 - 5 years b) 5 – 10 years

c) 10 – 15 years d) above 15 years

QUESTIONNAIRE

7. The salary increments given to employees who do their jobs very well motivates them.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

8. Financial incentives motivates me more than non-financial incentives.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

9. I am satisfied with the salary I draw at present.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

10. I am satisfied with the lunch break, rest breaks and leaves given in the organization.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
11. Good physical working conditions are provided in the organization.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

12. The employees in the organization feel secured in their job.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

13. The retirement benefits available are sufficient.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

14. The medical benefits provided in the organization are satisfactory.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
15. Visibility with top management is important to me.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

16. I feel that my superior always recognizes the work done by me

a) Strongly agree
b) Agree
c) Neither agree disagree
d) Disagree
e) Strongly disagree

17. I feels that the job I do gives me a good status.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

18. I am satisfied with the responsibility and role that I have in my work
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
19. The quality of the relationships in the informal workgroup is quite important to me.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

20. It is satisfied with the support from the HR department.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

21. In this organization there is fair amount of team spirit.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

22. I wants to be the best at my own job.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
23. I generally likes to schedule my own work and to make job-related decisions with a
minimum of supervision.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

24. I find opportunities for advancement in this organization.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
 BIBLIOGRAPHY

Books:

 Research methodology, C R Kothari from New Age Publication

 Human Resources Management, K. Ashwathappa 4th edition.

 Human Resources Management, V.S.P.Rao from Excel New Publication, New Delhi.

Website:

 www.google.com

 www.humanresources.hrvinet.com

 www.scribd.com

 www.wikipedia.com

 www.igp-group.com