Employees Motivation 1234
Employees Motivation 1234
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1.2 SCOPE OF THE STUDY
Primary objective
1. To study the important factors which are needed to motivate the employees.
Secondary Objective.
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1.4 RESEARCH METHODOLOGY
Primary data
Secondary data
1. Internet
2. Company Journals
3. Business Magazine
4. www.shankaluminium.com
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1.4.4 RESEARCH DESIGN
A sample design is a finite plan for obtaining a sample from a given population.
Simple random sampling is used for this study.
● Random number sampling
Chapter 4 conclusion, findings and suggestion: It shows the final view of the
project with fact found and the desired suggestion.
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1.6 LIMITATIONS OF THE STUDY
The data was collected through questionnaire. The responds from the
respondents may not be accurate.
The sample taken for the study was only 50 and the results drawn may not
be accurate.
Since the organization has strict control, it acts as another barrier for
getting data.
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INTRODUCTION
LITERATURE REVIEW
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individuals is another effective employee motivation strategy. At the same time,
Lockley (2012) warns that in order for motivational aspects of training and
development initiatives to be increased, ideally they need to be devised and
implemented by a third party with relevant competency and experience.
Lockley (2012), on the other hand, addresses the same issue focusing
on cross-cultural differences between employees in particular. Namely, culture can be
explained as knowledge, pattern of behaviour, values, norms and traditions shared by
members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-
cultural differences is perceived to be a major obstruction in the way of successful
employee motivation.This point has been explained by Lockley (2012) by insisting
that certain practices such as engaging in constructive arguments and dialogues in
workplace can prove to be highly motivational for the representatives of Western
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culture, whereas the same set of practices can prove to be counter-productive for
employees from Asian countries due to vast cross-cultural differences.
The ingredients of motivation lie within all and the internalized drive
toward the dominant thought of the moment (Rabby 2001). Motivation directly links
to individual performance that gain to organization performance and as a catalyzer
for all individual employees working for an organization to enhance their working
performance or to complete task in much better way than they usually do.
Organization runs because of people working for it, and each person contributes
toward achieving the ultimate goal of an organization.
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and demands promptly to show the organization’s value. In this paper, we have
taken various techniques of motivation from existing literature, and managed to
make flow of motivation from young-age employees to old-age employees. From
organization perspective managers need to understand the flow of motivation, it
helps them to create a culture where employees always get motivated to do better.
Barney and Steven Elias (2010) found that with extrinsic motivation
there exist a significant interaction between job stress, flex time, and country of
residence. Leaders know that at the heart of every productive and successful
business lies a thriving organizational culture and hardworking people collaborate
passionately to produce great results (Gignac and Palmer 2011). In the body of
literature, various frameworks are used by the researchers based on theory of
motivation, with only few dimensions of motivation.
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strategic feedback by allowing the evaluation of actual performance against the
operations-based targets. Goal-directed behavior and strategic feedback are expected
to enhance organizational performance (Chenhall 2005).
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THEORETICAL FRAMEWORK
Definition of Motivation
According to Edwin B Flippo, “Motivation is the process of
attempting to influence others to do their work through the possibility of gain or
reward”.
Significance of Motivation
1. The rates of labor’s turnover and absenteeism among the workers will be low.
2. There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will
decrease.
3. The number of complaints and grievances will come down. Accident will also
be low.
4. There will be increase in the quantity and quality of products. Wastage and
scrap will be less. Better quality of products will also increase the public
image of the business.
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Theories of Motivation.
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However, researches show that it is generally more effective to reward desired
behavior than to punish undesired behavior.
The intellectual basis for most of motivation thinking has been provided by
behavioral scientists, A.H Maslow and Frederick Heizberg, whose published
works are the “Bible of Motivation”. Although Maslow himself did not apply his
theory to industrial situation, it has wide impact for beyond academic circles.
Douglous Mac Gregor has used Maslow’s theory to interpret specific problems in
personnel administration and industrial relations.
The crux of Maslow’s theory is that human needs are arranged in hierarchy
composed of five categories. The lowest level needs are physiological and the
highest levels are the self actualization needs. Maslow starts with the formation
that man is a wanting animal with a hierarchy of needs of which some are lower
ins scale and some are in a higher scale or system of values. As the lower needs
are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower
needs are fulfilled. A satisfied need is not a motivator. This resembles the
standard economic theory of diminishing returns. The hierarchy of needs at work
in the individual is today a routine tool of personnel trade and when these needs
are active, they act as powerful conditioners of behavior- as Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological
needs, safety needs, social needs, ego needs and self actualization needs, as
shown in order of their importance.
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Self-
Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (3.1)
The above five basic needs are regarded as striving needs which make a person
do things. The first model indicates the ranking of different needs. The second is
more helpful in indicating how the satisfaction of the higher needs is based on the
satisfaction of lower needs. It also shows how the number of person who has
experienced the fulfillment of the higher needs gradually tapers off.
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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.
Incentives
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INCENTIVES
Fig (3.2)
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INDUSTRY PROFILE
Aluminium is remarkable for the metal's low density and its ability to
resist corrosion through the phenomenon of passivation. Aluminium and
its alloys are vital to the aerospace industry and important in transportation and
structures, such as building facades and window
frames. The oxides and sulfates are the most useful compounds of aluminium.
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Indian primary aluminium producers, such as Hindalco, Indal and
Nalco are among the least cost producers of primary aluminium in the world. The
net profit margins of the industry are high, due to low of production and high
protection in the form of high, due to low cost of production and high protection
in the form of high import duties.
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producing 2,500 ton per annum. Hindustan Aluminum Corporation (Hindalco)
was set up in UP in the year 1959; it had a capacity of producing 20,000 ton per
annum. In 1965, a public sector enterprise Malco which had a capacity of 10,000
ton per annum was commissioned; by 1987, National Aluminium Company
(NALCO) was commissioned to produce aluminium. It had a capacity of
producing 0.218 million ton.
The Production India lies at the eighth position in the list of leading
primary aluminium producers in the world. India saw a significant growth in
aluminium production in the past five years. In 2006-07, the production target of
aluminium in India laid by the Ministry of Mines, Government of India was
1,153 KT, which was augmented to 1,237 KT in the next year (2007-08). Due to
the growing demand from the construction, electrical, automobiles and packaging
industry, the production of aluminium also hiked up. In FY 09, the total
aluminium production in India was around 1.35 tonnes.
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from the end of 1990s to 2002 (when the consumptions were between 500 – 600
KT), it started rising sharply since 2002. The consumption reached at 1,080 KT
in 2006. The consumption of aluminium in India is dominated by the industries
like power, infrastructure, and transportation etc. The Major Players
The Indian aluminium industry is dominated by four or five companies that
constitute the majority of India's aluminium production. Following are the major
players in the Indian aluminium industry:
MALCO
INDAL
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LOCATION OF ALUMINIUM INDUSTRIES IN INDIA
Fig (3.3)
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COMPANY PROFILE
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PRESENT STATUS OF THE COMPANY
COMPETITORS
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ORGANISATIONAL STRUCTURE
Fig (3.4)
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4.1 Response about the support from the HR department?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100
(Table 4.1)
60
50
Percentage
40
30
20
10
0
Highly Satisfied Neutral Dissatisfied Highly
satisfied satisfied
(Chart 4.1)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support
they are getting from the HR department with satisfied and 36% with satisfied
and only 6% were neutrally satisfied no one with dissatisfied and highly
dissatisfied.
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4.2Management is interested in motivating the employees?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.2)
60
50
40
Percentage
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.2)
INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the
management is interested in motivating the employees.
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4.3 The type of incentives motivates you more?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
(Table 4.3)
60
50
40
Percentage
30
20
10
0
Financial Incentives Non financial Incentives Both
(Chart 4.3)
INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial
and non financial incentives will equally motivate them.
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4.4 The company is eagerness in recognizing and acknowledging
employee’s work?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.4)
60
50
Percentage
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.4)
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 36% strongly agreed and only 6%
showed neutral response.
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4.5 Is job Security existing in the company?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100
(Table 4.5)
40
35
30
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Percentage
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.5)
INTERPRETATION
The table shows 36% of employees agree with good job security exist in
the company and only 30% of employees strongly agree with good job security
and also employees along 22% with neutral opinion
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4.6 Good relations with the co-workers?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.6)
50
40
Percentage
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.6)
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with
co-worker and 30% and 16% of employees with strongly agree and neutral
respectively.
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4.7 Performance appraisal activities are helpful to get motivated?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100
(Table 4.7)
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.7)
INTERPRETATION
The table shows 46% of the respondents agree that the performance
appraisal activities are helpful to get motivated.
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4.8 Support from the co-worker is helpful to get motivated?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
(Table 4.8)
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.8)
INTERPRETATION
The table shows 58% of the respondents agree that the support from the
co-worker is helpful to get motivated and 12% of the respondents disagree that
the support from the co-workers is helpful to get motivated.
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4.9 Is Career development opportunities are helpful to get
motivated?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
5 Strongly Disagree 8 16
Total 50 100
(Table 4.9)
50
40
Percentage
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
(Chart 4.9)
INTERPRETATION
The table shows 52% of the respondents agree that the career
development opportunities are helpful to get motivated and also 20% of
employees with strongly agreeing with this carrier development opportunity.
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4.10 Factors which motivates you the most?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100
(Table 4.10)
25
20
15
10
5
0
Salary Promotion Leave Motivational Recognition
increase talk
(Chart 4.10)
INTERPRETATION
The table shows that the 42% of the respondent is responding that
increase in salary will motivate them the most and 30% of employees responds
with recognition.
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4.11 Incentives and other benefits will influence your performance?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
(Table 4.11)
70
60
50
Percentage
40
30
20
10
0
Influence Does not influence No opinion
(Chart 4.11)
INTERPRETATION
The table shows 64% of the respondents responded that incentives and other
benefits will influence their performance and only 24% of does not influence that
incentives and other benefits will influence their performance
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4.12 Management involves you in decision making which are
connected to your department?
NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100
(Table 4.12)
management participation
100
90
80
70
Percentage
60
50
40
30
20
10
0
Yes No Occasionally
(Chart 4.12)
INTERPRETATION
The table shows 94% of the respondents agree that they the Management
involve them in decision making which are connected to your department only
6% is occasionally
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4.13 Feeling about your performance after motivation?
(Table 4.13)
40
30
20
10
0
Improved Just improved Stand still Decrease
(Chart 4.13)
INTERPRETATION
The table shows 68% of the respondents agree that they Feeling about your
performance after motivation.
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4.14 Is Job design must be good for higher motivation?
1 Agree 45 90
2 Neutral 5 10
3 Disagree 0 0
Total 50 100
(Table 4.14)
60
50
40
30
20
10
0
Agree Neutral Disagree
(Chart 4.14)
INTERPRETATION
The table shows that the 90% of the respondent is responding that Job
design must be good for higher motivation and only 10% of employees with
neutral option.
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4.15 Opinion of your co-workers about the management motivation
policy?
1 Good 35 70
2 Average 15 30
3 Bad 0 0
Total 50 100
(Table 4.15)
50
40
30
20
10
0
Good Average Bad
(Chart 4.15)
INTERPRETATION
The table shows 70% of the respondents Opinion say good of their co-
workers about the management motivation policy.
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FINDINGS
The Sri Venkiteswara Aluminium Company, Aloor, Thrissur has a well defined
organization structure.
There is a harmonious relationship is exist in the organization between
employees and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company.
Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees
safety.
From the study it is clear that most of employees agrees to the fact that
performance appraisal activities and support from the coworkers in helpful to
get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the
employees.
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SUGGESTIONS
The suggestions for the findings from the study are follows:-
Most of the employees agree that the performance appraisal activities are
helpful to get motivated, so the company should try to improve performance
appraisal system, so that they can improve their performance.
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CONCLUSION
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BOOKS
JOURNALS
WEBSITES
www.google.com
www.wikipedia.com
www.scribd.com
www.shodganga.inflibnet.ac.in/
www.aluminium.india.com
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