Chapter 1

CHAPTER-1
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1.1 INTRODUCTION
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to
Hero motocorp ltd ; Hyderabad is mainly conducted to identify the factors which will motivate
the employees and the organizational functions in Hero motocorp ltd , Hyderabad.
Management’s basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage in action by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and harness
them in a manner that would be functional for the organization.
Employee motivation is one of the major issues faced by every organization. It is the major task
of every manager to motivate his subordinates or to create the ‘will to work’ among the
subordinates. It should also be remembered that a worker may be immensely capable of doing
some work; nothing can be achieved if he is not willing to work. A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of Hero motocorp ltd .
The data needed for the study has been collected from the employees through questionnaires and
through direct interviews. Analysis and interpretation has been done by using the statistical tools
and data’s are presented through tables and charts.
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1.2 RESEARCH PROBLEM
The research problem here in this study is associated with the motivation of employees of HERO
MOTOCORP LTD , Hyderabad. There are a variety of factors that can influence a person’s level of
motivation; some of these factors include
1. The level of pay and benefits,

2. The perceived fairness of promotion system within a company,
3. Quality of the working conditions,
4. Leadership and social relationships,
5. Employee recognition
6. Job security
7. career development opportunities etc.
Motivated employees are a great asset to any organisation. It is because the motivation and Job
satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the
organisation. The research problem is formulated as follows:
“What are the factors which help to motivate the employees?
1.3 SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good
motivational program procedure is essential to achieve goal of the organization. If efficient
motivational programmes of employees are made not only in this particular organization but also
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any other organization; the organizations can achieve the efficiency also to develop a good
organizational culture.
Motivation has variety of effects. These effects may be seen in the context of an individual’s
physical and mental health, productivity, absenteeism and turnover. Employee delight has to be
managed in more than one way. This helps in retaining and nurturing the true believers “who
can deliver value to the organization. Proliferating and nurturing the number of “true
believers” 1is the challenge for future and present HR managers.
This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be.
The challenge before HR managers today is to delight their employees and nurture their
creativity to keep them a bloom.
This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programmes and also
discusses management ideas that can be utilized to innovate employee motivation. It helps to
provide insights to support future research regarding strategic guidance for organizations that are
both providing and using reward/recognition programs.
1.4 OBJECTIVES OF THE STUDY
1.4.1 Primary objective

1. To study the important factors which are needed to motivate the employees.
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1.4.2 Secondary Objective.
1. To study the effect of monetary and non-monetary benefits provided by the organization
on the employee’s performance.
2. To study the effect of job promotions on employees.
3. To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.
4. To provide the practical suggestion for the improvement of organization’s performance.
1.5 RESEARCH HYPOTHESIS
A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the

researcher considers the outcome of an investigation will be. It is an informed/educated guess. It
indicates the expectations of the researcher regarding certain variables. It is the most specific
way in which an answer to a problem can be stated.
Research hypotheses are the specific testable predictions made about the independent and
dependent variables in the study. Hypotheses are couched in terms of the particular independent
and dependent variables that are going to be used in the study. The research hypothesis of this
study is as follows.
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Ho: There is no significant relationship between incentives and employee’s performance.
Ho: There is no significant relationship between career development opportunities and the extent
of employee motivation
1.6 RESEARCH METHODOLOGY.

Research is a systematic method of finding solutions to problems. It is essentially an
investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”2
1.6.1 Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.
1.6.2 Universe.
The universe chooses for the research study is the employees of Hero motocorp ltd .
1.6.3 Sample Size.

Number of the sampling units selected from the population is called the size of the sample.
Sample of 50 respondents were obtained from the population.
1.6.4 Sampling Procedure.

The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.
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1.6.5 Methods of Data Collection.
The data’s were collected through Primary and secondary sources.
1.6.5.1 Primary Sources.
Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through questionnaire.
1.6.5.2 Secondary Sources.

Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.
The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was also
collected from journals, magazines and books.
1.6.6 Nature of Research.

Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal relationship,
where one variable affects another. In other words, descriptive research can be said to have a low
requirement for internal validity.
1.6.7 Questionnaire.
A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A
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defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.
1.6.8 Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and ranking questions.
1.6.9 Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and
all of them were collected back as completed questionnaire. On the basis of doubts raised by the
respondents the questionnaire was redialed to its present form.
1.6.10 Sample
A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 50 respondents
in total has been randomly selected. The response to various elements under each questions were
totaled for the purpose of various statistical testing.
1.6.11. Variables of the Study.

The direct variable of the study is the employee motivation
Indirect variables are the incentives, interpersonal relations, career development opportunities
and performance appraisal system.
1.6.12. Presentation of Data.

The data are presented through charts and tables.
1.6.12. Tools and Techniques for Analysis.

Correlation is used to test the hypothesis and draw inferences.
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LIMITATIONS OF THE STUDY
The limitations of the study are the following
 The data was collected through questionnaire. The responds from the respondents may
not be accurate.
 The sample taken for the study was only 50 and the results drawn may not be accurate.
 Since the organization has strict control, it acts as another barrier for getting data.
 Another difficulty was very limited time-span of the project.
 Lack of experience of Researcher.
SCOPE FOR FUTURE RESEARCH
The present study on employee motivation helps to get clear picture about the factors which
motivates the employees. This in turn helps the management to formulate suitable policy to
motivate the employees. Hence, the motivational level of the employees may also change.
The factors that motivate the employees may change with change in time because the needs of
employees too change with change in time. So continuous monitoring and close observation of
factors that motivate the employees is necessary to maintain a competent work force. Only with a
competent work force an organization can achieve its objective. Moreover, human resource is the
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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.
CHAPTER II
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LITERATURE REVIEW
Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management in inspiring
the work force .It is the major task of every manager to motivate his subordinate or to create the
will to work among the subordinates .It should also be remembered that the worker may be
immensely capable of doing some work, nothing can be achieved if he is not willing to work
.creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people to
work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must determine
the motives or needs of the workers and provide an environment in which appropriate incentives
are available for their satisfaction .If the management is successful in doing so; it will also be
successful in increasing the willingness of the workers to work. This will increase efficiency and
effectiveness of the organization .There will be better utilization of resources and workers
abilities and capacities.
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2.1 The concept of motivation
The word motivation has been derived from motive which means any idea, need or emotion that
prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind
it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by
studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which control mans
behavior at any particular point of time. In general, the different motives operate at different
times among different people and influence their behaviors. The process of motivation studies
the motives of individuals which cause different type of behavior.
2.2 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.
2.3 Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following results
may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with opportunities to
fulfill their physiological and psychological needs. The workers will cooperate voluntarily
with the management and will contribute their maximum towards the goals of the enterprise.
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2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge
so that they are able to contribute to the progress of the organization. This will also result in
increased productivity.
3. The rates of labor’s turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.
Better quality of products will also increase the public image of the business.
2.4 Motivation Process.

1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
2.5 Theories of Motivation.

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

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

It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.
Need for affiliation (n Aff)
It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.
2.5.2 Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches among
rats and school children. He found that stimulus for desirable behavior could be strengthened by
rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found
in the installation of financial and non financial incentives.
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More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of
low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.
2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.
The intellectual basis for most of motivation thinking has been provided by behavioral scientists,
A.H Maslow and Frederick Heizberg, whose published works are the “Bible of Motivation”.
Although Maslow himself did not apply his theory to industrial situation, it has wide impact for
beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to interpret specific
problems in personnel administration and industrial relations.
The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of
values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied
unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard
economic theory of diminishing returns.
Self-
Actualization
Ego Needs
Social Needs
Safety Needs 15
Physiological Needs
Fig (2.1)
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.
Physiological or Body Needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be equated
with pay rate, pay practices and to an extent with physical condition of the job.
Safety: - The next in order of needs is safety needs, the need to be free from danger, either from
other people or from environment. The individual want to assured, once his bodily needs are
satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety
needs may take the form of job security, security against disease, misfortune, old age etc as also
against industrial injury. Such needs are generally met by safety laws, measure of social security,
protective labor laws and collective agreements.
Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive
group and develop a sense of belonging and identification with a group. He feels the need to love
and be loved and the need to belong and be identified with a group. In a large organization it is
not easy to build up social relations. However close relationship can be built up with at least
some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is
not an alien facing a hostile group.
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Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the recognition of
ones merit by promotion, by participation in management and by fulfillment of workers urge for
self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means
praise for a job but more important it means a feeling by employee that at all times he has the
respect of his supervisor as a person and as a contributor to the organizational goals.
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.
2.5.4 J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.
2.5.5 Vrooms 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.
2.5.6 Two Factor Theory
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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.
2.6 Types of Motivation.

Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning is
morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades)
2.7 Incentives
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An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.
2.7.1 Need for Incentives

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

- Bonus - Group recognition
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- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth
2.8 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.
 Positive reinforcement / high expectations

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 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance
CHAPTER-III
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AUTOMOBILE INDUSTRY IN INDIA
The automobile industry in India is the ninth largest in the world with an annual production of
over 2.3 million units in 2011 In 2012, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions.
Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and
Mahindra, expanded their domestic and international operations. India's robust economic growth
led to the further expansion of its domestic automobile market which attracted significant India-
specific investment by multinational automobile manufacturers. In February 2012, monthly sales
of passenger cars in India exceeded 100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the independence, in
1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the growth
was relatively slow in the 1950s and 1960s due to nationalization and the license raj which
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hampered the Indian private sector. After 1970, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment
of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.
HISTORY OF THE TWO WHEELERS:
The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal –

combustion engine (or, less often by an electric engine). The automobile was the reply to the
19th –century reams of self-propelling the horse-drawn bikeriage. Similarly, the invention of the
motorcycle created the self –propelling bicycle. The first commercial design was three-wheeler
built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder
gasoline engine mounted between two steer able front wheels and connected by a drive chain to
the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small,
centrally mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers. Tourist
Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such
were the proving ground for many new ideas from early two-stroke-cycle designs to
supercharged multivalent engines mounted on aerodynamic, bikebon fiber reinforced bodywork.
INVENTION OF TWO WHEELERS:
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The invention of two wheelers is a much-debated issue. “Who invented the first
motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle with front and
rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those
bicycles in turn described from high-wheel bicycles. The high –wheelers descended from an
early type of pushbike, without pedals, propelled by the rider’s feet pushing against the ground.
These appeared around 1800, used iron banded wagon wheels, and were called “bone-crushers”,
both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited
with the building the first motorcycle in 1885, one wheel in the front and one in the back,
although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly
of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had a
“bone-crusher” chassis!
FURTHER DEVELOPMENTS:
Most of the developments during the early phase concentrated on three and four-wheeled
design since it was complex enough to get the machines running with out having to worry about
them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller,
patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that
was to make the mass production and common use of motorcycle possible. The first motorcycle
with electric start and a fully modem electrical system; the Hence special from the Indian
Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest
motorcycle manufacturer in the world producing over 20000 bikes per year.
INCREASING POPULARITY:
The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle
company introduced the model H racer, and placed it on sale. During World War 1, all branches
of the armed forces in Europe used motorcycles principally for dispatching. After the war, it
enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20 th
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century; weight the vehicle being used for high-speed touring and sport competitions. The more
sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed
the roads.
HISTORICAL INDUSTRY DEVELOPMENTS:
Indian is the second largest manufacturer and producer to two wheelers in the World. It
stands next only to Japan and China in terms of the number of V produced and domestic sales
respectively. This destination was achieved due to variety of reason like restrictive policy
followed by the government of India towards the passenger bike industry, rising demand for
personal transport, inefficiency in the public transportation system etc.
The Indian two-wheelers industry made a small beginning in the early 50s when
Automobile products of India (API) started manufacturing scooters in the country. Until 1958,
API and Enfield were the sole producers.
The two –wheelers market was opened were opened to foreign competition in the mid-
80s. And the then market leaders-Escorts and Enfield – were caught unaware by the onslaught of
the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency
low power bikes, demand swelled, resulting in Hero Honda –then the only producer of four
stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and
Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively.
These two players initially started with assembly of CKD Kits, and later on progressed to
indigenous manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new
entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s.
The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.
In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.
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Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero
Honda showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs
and reduced purchasing power due to significant like increased production in 1992, due to new
entrants coupled with recession in the industry resulted in companies either reporting losses or a
fall in profits.
CONCLUSION:
The two-wheelers market has had a perceptible shift from a buyers market to a sellers
market with a variety of choice, players will have compete on various fronts viz. pricing,
technology product design, productivity after sale service, marketing and distribution. In the
short term, market shares of individual manufacturers are going to be sensitive to capacity,
product acceptance, pricing and competitive pressures from other manufacturers.
As incomes grow and people grow and people feel the need to own a private means of
transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to
more than 25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1% growth in
the scooter market and 3% by moped sales respectively for the next two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the coming
future.
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The Asian continent is that largest user of the two-wheelers in the world. This is due to poor
road infrastructure and low per capita income, restrictive policy on bike industry. This is due to
oligopoly between top five players in the segment, compared to thirsty manufacturers in the bike
industry.
Hero Honda motors LTd., is one of the leading companies in the two-wheeler industry.
At present it is the market leader in the motorcycle segment with around 47% the market share
during FY 2000 –01. During the year, company posted a 41.15% yoy rise in turnover to Rs.31,
686.5mn in motorcycles which driven by a 35.17% yoy rise in Motorcycle sales volumes. The
company has emerged as one of the most successful players, much ahead of its competitions an
account of its superior and reliable product quality complemented with excellent marketing
techniques.
COMPANY PROFILE
2.1 HISTORY OF COMPANY
Hero Moto Corp is the World's single largest two-wheeler motorcycle company. Honda
Motor Company of Japan and the Hero Group entered a joint venture to setup Hero Honda
Motors Limited in 1984. The joint venture between India's Hero Group and Honda Motor
Company, Japan has not only created the world's single largest two wheeler company but also
one of the most successful joint ventures worldwide.
Hero Moto corp Ltd. formerly known as Hero Honda is world’s largest Two-Wheeler
company having its registered office in India. The company started with a joint venture between
the Japanese Two Wheeler manufacturing company Honda in 1984, but in 2010 Honda decided
to move out and Hero Cycle bought their shares and became a new independent identity.
The new company which was renamed Hero Moto corp in August 2011 is now the
world’s largest manufacturer of two – wheelers. The company has been working intelligently and
trying to utilize every opportunity to promote its new brand identity.
The Company started with a vision of empowering India by its bikes and making it a
mobile and much more empowered country by taking it to global market with its world class
27
bikes In the 1980’s Hero Honda introduced low cost and fuel efficient bikes in India. The
Japanese technology which came from their Japanese partner “Honda” in the Hero motorcycles
made it a huge hit in Indian market. The company continued to use the same technology till they
parted ways with Honda. The company offers wide range of two wheelers including motorcycles
and scooters.
With its three manufacturing plants located at Haridwar, Gurgaon and Dharuhera, Hero
churns out approx 3 million bikes in a year. Not only in manufacturing the company is a real
“hero” in customer service also with a huge network of about 3000 dealerships and service
centers across country.
MILESTONES
 1983
 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed.
 Shareholders Agreement signed.
 1984
 Hero Honda Motors Ltd. Incorporated.
 1985
 First motorcycle 'CD 100' rolled out.
 1987
 100,000th motorcycle produced.
 1989
 New motorcycle model - 'Sleek' introduced.
 1991
 New motorcycle model - 'CD 100 SS' introduced.
 500,000th motorcycle produced.
28
 1992
 Raman Munjal Vidya Mandir inaugurated -A School in the memory of founder
Managing Director, Mr. Raman Kant Munjal.
 1994
 New motorcycle model - 'Splendor' introduced.
 1,000,000th motorcycle produced.
 1997
 New motorcycle model - 'Street' introduced.
 Hero Honda's 2nd manufacturing plant at Gurgaon inaugurated.
 1998
 1999
 New motorcycle model - 'CBZ' introduced.
 Environment Management System of Dharuhera Plant certified with ISO-14001
by DNV Holland.
 Raman Munjal Memorial Hospital inaugurated - A Hospital in the memory of
founder Managing Director, Mr. Raman Kant Munjal.
 2000
 Environment Management System of Gurgaon Plant certified ISO-14001 by DNV
Holland.
 Splendor declared 'World No. 1' - largest selling single two-wheeler model.
 'Hero Honda Passport Programme' - CRM Programme launched.
 2001
 New motorcycle model - 'Passion' introduced.
 One million production in one single year .
 New motorcycle model - 'Joy' introduced.
 2002
29
 Becomes the first Indian Company to cross the cumulative 7 million sales mark .
 Splendor has emerged as the World's largest selling model for the third calendar
year in a row(2000, 2001, 2002).
 New motorcycle model - 'CD Dawn' introduced, New motorcycle model -
'Splendor +'introduced, New motorcycle model - 'Passion Plus' introduced, New
motorcycle model -'Karizma' introduced.
 2004
 New motorcycle model - 'Ambition 135' introduced.
 Hero Honda became the World No. 1 Company for the third consecutive year.
 Crossed sales of over 2 million units in a single year, a global record.
 Splendor - World's largest selling motorcycle crossed the 5 million mark .
 New motorcycle model - 'CBZ' introduced.
 Joint Technical Agreement renewed.
 Total sales crossed a record of 10 million motorcycles.
 2005
 Hero Honda is the World No. 1 for the 4th year in a row.
 New motorcycle model - 'Super Splendor' introduced, New motorcycle model -
'CD Deluxe' introduced New motorcycle model - 'Glamour' introduced, New
motorcycle model - 'Achiever' introduced.
 First Scooter model from Hero Honda - 'Pleasure' introduced.
 2006
 15 million production milestone achieved.
 2007
 New 'Splendor NXG' launched.
 New 'CD Deluxe' launched.
 New 'Passion Plus' launched.
 New motorcycle model 'Hunk' launched.
 20 million production milestone achieved.
30
 2008
 Hero Honda Haridwar Plant inauguration.
 New 'Pleasure' launched.
 Splendor NXG launched with power start feature.
 New motorcycle model 'Passion Pro' launched.
 New 'CBZ Xtreme' launched.
 25 million production milestone achieved
 .
 CD Deluxe launched with power start feature.
 New 'Glamour' launched.
 New 'Glamour Fi' launched.
 2009
 Hero Honda GoodLife Program launched Hunk' (Limited Edition) launched.
 Splendor completed 11 million production landmark .
 New motorcycle model 'Karizma - ZMR' launched.
 Silver jubilee celebrations.
 2010
 New model Splendor Pro launched.
 Launch of new Super Splendor and New Hunk.
 2011
 New licensing arrangement signed between Hero and Honda.
 Launch of new refreshed versions of Glamour, Glamour FI, CBZ Xtreme,
Karizma.
 Crosses the landmark figure of 5 million cumulative sales in a single year .
 July 29, 2011 - Hero Honda Motors changed its name to Hero MotoCorp
following the exit of its erstwhile Japanese promoter, Honda, from the company.
Hero Honda is now Hero MotoCorp
31
On 11 sept. 2011 the name of company was enhanced to Hero MotoCorp Ltd. From Hero
Honda Motors and its known as Hero MotoCorp Ltd.
2.2 COMPANY PROFILE

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest
manufacturer of two – wheelers,based in India.
In 2001, the Company achieved the coveted position of being the largest two-wheeler
manufacturing Company in India and also, the ‘World No.1’ two-wheeler Company in terms of
unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till
date.
Vision
The story began with a simple vision – the vision of a mobile and an empowered India, powered
by its bikes. Hero MotoCorp Ltd., company’s new identity, reflects its commitment towards
32
providing world class mobility solutions with renewed focus on expanding company’s footprint
in the global arena.
Mission
Hero MotoCorp’s mission is to become a global enterprise fulfilling its customers’ needs and
aspirations for mobility, setting benchmarks in technology, styling and quality so that it converts
its customers into its brand advocates. The Company will provide an engaging environment for
its people to perform to their true potential. It will continue its focus on value creation and
enduring relationships with its partners.
Strategy
Hero MotoCorp’s key strategies are to build a robust product portfolio across categories, explore
growth opportunities globally, continuously improve its operational efficiency, aggressively
expand its reach to customers, continue to invest in brand building activities and ensure customer
and shareholder delight.
Manufacturing
Hero Honda bikes are manufactured across three globally benchmarked manufacturing facilities.
Two of these are based at Gurgaon and Dharuhera which are located in the state of Haryana in
northern India. The third and the latest manufacturing plant is based at Haridwar, in the hill state
of Uttarakhand.
33
Technology
In the 1980’s the Company pioneered the introduction of fuel-efficient, environment friendly
four-stroke motorcycles in the country. It became the first Company to launch the Fuel Injection
(FI) technology in Indian motorcycles, with the launch of the Glamour FI in June 2006.
Its plants use world class equipment and processes and have become a benchmark in leanness
and productivity. Hero MotoCorp, in its endeavor to remain technology pioneer, will continue to
innovate and develop cutting edge products and processes.
Products
Hero Honda's product range includes variety of motorcycles that have set the industry standards
across all the market segments. The Company also started manufacturing scooter in 2005. Hero
Honda offers large no. of products and caters to wide variety of requirements across all the
segments.
Distribution
The Company’s growth in the two wheeler market in India is the result of an intrinsic ability to
increase reach in new geographies and growth markets. Hero MotoCorp’s extensive sales and
service network now spans over to 5000 customer touch points. These comprise a mix of
authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the
country.
Brand
34
The new Hero is rising and is poised to shine on the global arena. Company’s new identity
“Hero MotoCorp Ltd.” Is truly reflective of its vision to strengthen focus on mobility and
technology and creating global footprint. Building and promoting new brand identity will be
central to all its initiatives, utilizing every opportunity and leveraging its strong presence across
sports, entertainment and ground- level activation.
2010-11 Performance
Total unit sales of 54, 02,444 two-wheelers, (growth of 17.44 per cent)
Total net operating income of Rs. 19,401.15 Crores, growth of 22.32 per cent
Net profit after tax at Rs. 1,927.90 Crores
Total dividend of 5250% or Rs. 105 per share including Interin Dividend of Rs. 70 per share on
face value of each
Share of Rs. 2 each
EBIDTA margin for the year 12.49 per cent
EPS of Rs. 96.54
35
2.3 BOARD OF DIRECTORS
No. Name of the Directors Designation
1. Mr. Brijmohan Lall Munjal Chairman
2. Mr. Pawan Munjal Managing Director & CEO
3. Mr. Sunil Kant Munjal Jt. Managing Director
4. Mr. Suman Kant Munjal Non-Executive Director
5. Mr. Paul Edgerley Non-Executive Director
6. Mr. Pradeep Dinodia Non-Executive

and Independent Director
7. Gen. (Retd.) V. P. Malik Non-Executive
8. Mr. Analjit Singh Non-Executive
9. Dr. Pritam Singh Non-Executive
10. Mr. M. Damodaran Non-Executive
11. Mr. Ravi Nath Non-Executive
12. Dr. Anand C. Burman Non-Executive
36
2.4 PRODUCT OF HERO HONDA MOTORCYCLE
Category Product Name Slogan Engine Capacity

CD Dawn PUBLIC KA APNA 97.2 cc
TRANSPORT
CD Deluxe Naye Indian ki Nayi 97.2 cc
Entry Deluxe Bike
Pleasure Why should boys have all 97.2 cc
the fun?
MAESTRO The All New 109 cc
Splendor + DESIGNED TO EXCEL 97.2 cc
SPLENDER NXG Yaari ki gaadi 97.2 cc
Deluxe Passion PRO ab sirf style hi style bolega 97.2 cc
Super splendor All New SIMPLY SUPER 124.7 cc
GLAMOUR SIMPLY MAGNETIC 124.7 cc
Splendor PRO Trusted by millions 97.2 cc
GLAMOUR PGM Fi RIDE THE FUTURE 124.8 cc
Achiever Solid like you 149.2 cc
CBZ XTREME LIVE OFF THE EDGE 149.2 cc
Hunk EVERYBODY 149.2 cc
Premium FOLLOWS THE
KARIZMA ALWAYS GAME 223 cc
KARIZMA ZMR ABOVE ALL 223 cc
IMPULSE 149.2 cc
37
2.5 PRODUCT PROFILE
PRICE LIST(02.05.2013)
MODEL NAME EX. RTO/INS ACC. G.LIFE EXWTY R. OF

SHOW TTL
PLEASURE 42663 4250 2400 250 550 50110
MAESTRO 47511 4600 2400 250 54760
CD-DOWN 37137 4000 900 250 550 42840
DC-DELUX SPK 39593 4150 900 250 550 45440
CD-DELUX-CW 41384 4200 900 250 550 47290
CD-DELUX S.W. –SELF 41998 4250 900 250 550 47950
CD-DELUX C.W. –SELF 42920 4300 900 250 550 48920
SPLENDOR 10 SPOKE 43937 4400 900 250 550 50040
SPLENDOR 10 CAST 44961 4450 900 250 550 51110
SPLENDOR PRO KIK SPK 44858 4450 900 250 550 51010
SPLENDOR PRO KIK CAST 45882 4500 900 250 550 52080
SPLENDOR PRO SELF SPK 46905 4550 900 250 550 53160
SPLENDOR PRO SELF CAST 47929 4600 900 250 550 54230
SPL NXG KIK SPOKE 42914 4300 900 250 550 48910
SPL NXG KIK CAST 44449 4400 900 250 550 50550
SPL NXG S.W – SELF 45677 4500 900 250 550 51880
SPL NXG C.W. SELF 46701 4550 900 250 550 52950
PASSION PRO(S.W.) KIK 46598 4600 900 250 550 52900
PASSION PRO(C.W.) KIK 48135 4700 900 250 550 54540
PASSION PRO(S.W.) SELF 48645 4750 900 250 550 55100
PASSION PRO(C.W.) SELF 49669 4800 900 250 550 56170
PASSION PRO(DSC) SELF 51716 5000 900 250 550 58420
GLAMOUR C.W. – SELF(NEW) 53430 5250 900 250 570 60400
GLAMOUR C.W. – SELF DISK 55477 5400 900 250 570 62600
GLAMOUR DISCW-KIK-FI 58624 5550 900 250 570 65890
GLAMOUR DISCW-SLF-FI 62769 5650 900 250 570 70140
SUPER SPLENDOR CW NEW 51613 4900 900 250 570 58240
CBZ XTREEM (REAR DISK) 70341 6500 350 250 570 78010
CBZ XTREEM(REAR DRUM) 67270 6000 350 250 570 74440
HUNK SELF (NEW) (fr /disk) 66095 5900 350 250 570 73160
HUNK SELF(NEW)(fr & redisc) 69166 6150 350 250 570 76490
IMPULSE 70803 6300 350 250 570 78270
KARIZMA-R 80107 6850 350 250 610 88170
KARIZMA-10 100781 7900 350 250 610 10989
38
0
NOTE:- Price can be change time to time.
2.6 COLOURS OF BIKE
No. MODELS COLOURS COMBINATION

1 CD Dawn Black With Gold Stripes, Black With Purple Stripes, Boon Silver
Metallic, Candy Blazing Red, Classy Maroon Metallic
2 CD Deluxe Boon Silver Metallic, Candy Blazing Red, Classy Maroon Metallic,
Black With Red Stripes, Black With Purple Stripes
3 Pleasure Dream Orange, Candy Blazing, Aqua Green, Sports Red, Evony
Grey, Light Purple
4 MAESTRO Electric Blue, Harvest Green, Blazing Red, Pearl White, Panther
Black, Force Silver
5 Splendor + Excellent Blue, Hi Granite Blue, Black With Purple Stripe 1, Purple
Stripe 2, Purple Stripe 3, Black With Silver Stripe, Cloud Silver,
Candy Red
6 SPLENDER NXG Vibrant Blue, Black With Red Stripes, Black With Purple Stripes,
Black With Silver Stripes, Force Silver Metallic, Candy Blazing Red
7 Passion PRO Sport Red, Black With Sports Red, Vibrant Blue, Black With Heavy
Grey, Black With Frost Blue, Leaf Green Metallic, Force Silver
8 Super splendor Cloud Silver, Candy Blazing Red, Heavy Grey, Graphite Black,
Vibrant Blue, Black With Fiery Red, Black With Electric Purple
9 GLAMOUR Black With Tornado Grey Metallic, Black With Frost Blue Metallic,
Candy Blazing Red, Black With Vibrant Orange, Black With Sports
Red
10 Splendor PRO Excellent Blue, Black Monotone, Black Purple, Candy Blazing Red,
Heavy Grey, Hi Granite Blue, Cloud Silver, Palace Maroon
11 GLAMOUR PGM Fi Black With Sport Red, Candy Blazing Red, Shield Bold Metallic
12 CBZ XTREME Sport Red, Digital Silver, Max Brown Metallic, Flaming Orange,
Panther Black Metallic
13 Hunk Panther Black, Ebony Grey, Force Silver, Bold Brown, Marine
Green, Sports Red, Blazing Red
14 KARIZMA Power Black, Ebony Grey, Daring Yellow, Spotlight White, Sport
Red
39
15 KARIZMA ZMR Panther Black Metallic, Vibrant Orange, Blazing Red, Spotlight
White
16 IMPULSE Grassland Green, Deep Sea Blue, Terra Rossa, Canyon Orange
CHAPTER-4
40
4. ANALYSIS AND INTERPRETATION OF DATA
4.1 DESCRIPTIVE STATISTICS
4.1.1 Response about the support from the HR department

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
Total 50 100
(Table 4.1)
70
58
60
50
40 36
Series1
30
20
10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
41
(Chart 4.1)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support they are getting from
the HR department.
4.1.2 Management is interested in motivating the employees
SL NO NUMBER OF
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)
42
Management is interested in motivating the
employees
60 54
50
40
40
30 Series1
20
10 3
0 0
0
Strongly Agree Netural Disagree Strongly
Agree 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.
4.1.3 The type of incentives motivates you more
SL NO NUMBER OF
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
(Table 4.3)
43
The type of incentives motivates you more
30%
Financial Incentives
Non Financial Incentives
52%
Both
18%
(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.
4.1.4 Satisfaction with the present incentives scheme
SL NO NUMBER OF
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
44
Total 50 100
(Table 4.4)
Satisfaction with the present incentives provided by

the organization
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
(Chart 4.4)
45
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive scheme of
the organization.
4.1.5 The company is eagerness in recognizing and acknowledging employee’s

work
SL NO NUMBER OF
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
Total 50 100
(Table 4.5)
46
Eagerness of the company in acknowledging the
work of employees
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Agree Disagree
(Chart 4.5)
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.
4.1.6.1 Periodical increase in salary
SL NO NUMBER OF
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
Total 50 100
(Table 4.6)
47
Periodical increase in salary
50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Agree Disagree
(Chart 4.6)
INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the salary.
4.1.6.2 Job Security existing in the company.
SL NO NUMBER OF
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
Total 50 100
(Table 4.7)
48
Job security exist in the company
40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree
(Chart 4.7)
INTERPRETATION
The table shows 35% of employees agree with good job security exist in the company.
4.1.6.3 Good relations with the co-workers.
SL NO NUMBER OF
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
Total 50 100
(Table 4.8)
49
Good relations with co-workers
60% 54%
50%
40%
30%
30%
20% 16%
10%
0% 0%
0%
(Chart 4.8)
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with co-worker.
4.1.6.4 Effective performance appraisal system.
SL NO NUMBER OF
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
Total 50 100
(Table 4.9)
50
Effective performance appraisal system.
50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
(Chart 4.9)
INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal system existing
in the company.
4.1.6.5 Effective promotional opportunities in present job,
SL NO NUMBER OF
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
Total 50 100
(Table 4.10)
51
Effective promotional opportunities in present job
60%
52%
50%
40%
30%
18% 18%
20%
10% 6% 6%
0%
Agree Disagree
(Table 4.10)
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional opportunities in their
present job.
4.1.6.6 Good safety measures existing in the organization.
SL NO NUMBER OF
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
Total 50 100
(Table 4.11)
52
Good safety measures existing in the organization.
50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Agree Disagree
(Chart 4.11)
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety measure existing in the
company.
4.1.6.7 Performance appraisal activities are helpful to get motivated.
SL NO NUMBER OF
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
Total 50 100
(Table 4.12)
53
Performance appraisal activities are helpful to get motivated
50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
(Chart 4.12)
INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal activities are
helpful to get motivated.
4.1.6.8 Support from the co-worker is helpful to get motivated
SL NO NUMBER OF
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
Total 50 100
(Table 4.13)
54
Support from the co-worker is helpful to get motivated
70%
58%
60%
50%
40%
30% 24%
20%
12%
10% 6%
0%
0%
(Chart 4.13)
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is helpful to
get motivated.
4.1.6.9 Career development opportunities are helpful to get motivated
SL NO NUMBER OF
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
Total 50 100
(Table No.4.14)
55
60%
52%
50%
40%
30%
20%
20% 16%
10% 8%
4%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
(Chart 4.14)
INTERPRETATION
The table shows 52% of the respondents agree that the career development opportunities are
helpful to get motivated.
4.1.7 Factors which motivates you the most.
SL NO NUMBER OF
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 4.15)
56
12% Salary increase
10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition
(Chart 4.15)
INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in salary will
motivate them the most.
4.1.8 Incentives and other benefits will influence your performance
SL NO NUMBER OF
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
(Table 4.16)
57
12%
24% Influence
Does not influence
No opinion
64%
(Chart 4.16)
INTERPRETATION
The table shows 64% of the respondents responded that incentives and other benefits will
influence their performance
4.1.9 Management involves you in decision making which are connected to

your department.
SL NO NUMBER OF
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100
(Table 4.17)
58
0% 6%
94%
Yes No Occasionally
(Chart 4.17)
INTERPRETATION
The table shows 94% of the respondents agree that they the Management involve them in
decision making which are connected to your department.
4.2 INFERENTIAL STATISTICS
Ho: There is no significant relationship between incentives and employee’s performance.
Std.
Mean Deviation N
Incentives 1.72 .573 50
Employee
1.50 .707 50
performance
59
Correlations
Employee
Incentives performance
Incentives Pearson Correlation 1 .655(**)
Sig. (2-tailed) . .000
Sum of Squares
16.080 12.000
and Cross-products
Covariance .328 .265
N 50 50
Employee Pearson Correlation
.655(**) 1
performance
Sig. (2-tailed) .000 .
Sum of Squares
12.000 24.500
and Cross-products
N 50 50
** Correlation is significant at the 0.01 level (2-tailed).
Inference: Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that
is “There is no significant relationship between incentives and employee’s performance” is
rejected and an alternative hypothesis is framed.
H1: There is significant relationship between incentives and employee’s performance.
Std.
Mean Deviation N
career 2.70 1.035 50
60
development
opportunities
extent of
2.36 1.317 45
motivation
Correlations
career
development extent of
opportunities motivation
career Pearson
development Correlation 1 .909(**)
opportunities
Sum of Squares
and Cross- 52.500 52.111
products
Covariance 1.071 1.184
N 50 45
extent of Pearson
.909(**) 1
motivation Correlation
Sum of Squares
and Cross- 52.111 76.311
products
N 45 45
Inference:
Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that is “There
is no significant relationship between career development opportunities and the extent of
employee motivation” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between career development opportunities and the extent of
employee motivation
61
Ho: There is no significant relationship between performance appraisal system and the extent of
motivation.
Std.
Mean Deviation N
Performance
2.40 1.143 50
appraisal system
Extent of
2.60 1.355 50
Motivation
Correlations
performance
appraisal Extent of
system Motivation
Performance Pearson
1 .962(**)
appraisal system Correlation
Sum of Squares 64.000 72.000
and Cross-
62
products
N 50 50
Extent of Pearson
.962(**) 1
Motivation Correlation
Sum of Squares
and Cross- 72.000 90.000
products
N 50 50
Inference:
is no significant relationship between performance appraisal system and the extent of
motivation” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between performance appraisal system and the extent of
motivation.
Ho: There is no significant relationship between interpersonal relationship in the organization

and extent of motivation.
63
Std.
Mean Deviation N
Employee
1.86 .670 50
relations
Extent of
2.18 1.119 50
motivation
Correlations
Employee Extent of
relations motivation
Employee Pearson
1 .877(**)
relations Correlation
Sum of Squares
and Cross- 22.020 32.260
products
N 50 50
Extent of Pearson
.877(**) 1
motivation Correlation
Sum of Squares 32.260 61.380
and Cross-
64
products
Covariance .658 1.253
N 50 50
Inference:
is no significant relationship between interpersonal relationship in the organization and extent of
motivation.” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between interpersonal relationship in the organization and
extent of motivation.
CHAPTER-5
65
5.1 SUMMARY
This document aims at providing employees and management members with the information that
can be beneficial both personally and professionally. Every business enterprise has multiple
objectives including of adequate profit for payment of a reasonable rate of return to the owners
and for investment in business through satisfaction of customers, maintenance of a contended
workforce and creation of a public image. The basic job of management of any business is the
effective utilization of available human resources, technological, financial and physical resources
for the achievement of the business objectives.
This project entitled as “Employee motivation” was done to find out the factors which will
motivate the employees. The study undertakes various efforts to analyze all of them in great
details. The researcher in this project at the outset gives the clear idea of the entire department
existing in the company. From the study, the researcher was able to find some of the important
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factors which motivate the employees. Factors like financial incentives and non financial
inventive, performance appraisal system, good relationship with co-workers, promotional
opportunities in the present job, employee participation in decision making are very much effect
the level employee motivation. It is also clear from the study that the company is so eager in
motivating their employees and their present effort for it so far effective.
The human resources can play an important role in the realization of the objectives. Employees
work in the organization for the satisfaction of their needs. If the human resources are not
properly motivated, the management will not be able to accomplish the desired results.
Therefore, human resources should be managed with utmost care to inspire, encourage and impel
them to contribute their maximum for the achievement of the business objectives.
5.2 FINDINGS
The findings of the study are follows
 The Hero motocorp ltd has a well defined organization structure.

 There is a harmonious relationship is exist in the organization between employees and
management.
 The employees are really motivated by the management.
 The employees are satisfied with the present incentive plan of the company.
 Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
 The study reveals that there is a good relationship exists among employees.
 Majority of the employees agreed that there job security to their present job.
 The company is providing good safety measures for ensuring the employees safety.
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 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.
5.3 SUGGESTIONS
The suggestions for the findings from the study are follows
 Most of the employees agree that the performance appraisal activities are helpful to get
motivated, so the company should try to improve performance appraisal system, so that
they can improve their performance.
 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
 Organization should give importance to communication between employees and gain co-
ordination through it.
 Skills of the employees should be appreciated.
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 Better carrier development opportunities should be given to the employees for their
improvement.
 If the centralized system of management is changed to a decentralized one, then there

would be active and committed participation of staff for the success of the organization
5.4 CONCLUSION
The study concludes that, the motivational program procedure in HERO MOTOCORP LTD is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. The study was conducted among 50
employees and collected information through structured questionnaire. The study helped to
findings which were related with employee motivational programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from
this study in order to make the motivational programs more effective. Only if the employees are
properly motivated- they work well and only if they work well the organization is going to
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benefit out it. Steps should be taken to improve the motivational programs procedure in the
future. The suggestions of this report may help in this direction.
BIBLIOGRAPHY
BOOKS
 Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition,
Chapter 16, pages 636-641.
 Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill,
5th Edition, Chapter 11, pages 217-245.
 Decenzo A. David & Robbins P. Stephen, Personnel/HR Management,
Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209.
70
Magazines
 India Today
 Today’s traveller
 A&M
 Business Today
 Business World
 Business Digest
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News Paper
 Times of India
 Hindustan Times
 Economic Times
 The Pioneer
 The Hindu
 Catalyst
 EconomicandPoliticalWeekly
 Financial Express
Web sites
 www.Hero motorsindia.com
www.indiatimes.com
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CHAPTER-1

1. The level of pay and benefits,

3. Quality of the working conditions,

4. Leadership and social relationships,

7. career development opportunities etc.

“What are the factors which help to motivate the employees?

1.3 SIGNIFICANCE OF THE STUDY

1.4 OBJECTIVES OF THE STUDY

1.4.1 Primary objective

2. To study the effect of job promotions on employees.

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

4. To provide the practical suggestion for the improvement of organization’s performance.

1.5 RESEARCH HYPOTHESIS

A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the

1.6 RESEARCH METHODOLOGY.

1.6.1 Sampling Design.

1.6.3 Sample Size.

1.6.4 Sampling Procedure.

1.6.5.1 Primary Sources.

1.6.5.2 Secondary Sources.

1.6.6 Nature of Research.

1.6.8 Nature of Questions Asked.

1.6.11. Variables of the Study.

1.6.12. Presentation of Data.

1.6.12. Tools and Techniques for Analysis.

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

 Lack of experience of Researcher.

SCOPE FOR FUTURE RESEARCH

2.2 Definition of Motivation.

2.3 Significance of Motivation

2.4 Motivation Process.

2.5 Theories of Motivation.

Need for Achievement (n Ach);

Need for Power (n Pow)

2.5.2 Behavioral Modification Theory;

2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

2.5.4 J.S Adams Equity Theory

2.5.5 Vrooms Expectation Theory

2.5.6 Two Factor Theory

2.6 Types of Motivation.

2.7.1 Need for Incentives

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

2.8 Motivation is the key to performance improvement

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

 Job performance =f(ability)(motivation)

There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

HISTORY OF THE TWO WHEELERS:

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal –

INVENTION OF TWO WHEELERS:

HISTORICAL INDUSTRY DEVELOPMENTS:

Hero Honda is now Hero MotoCorp

2.2 COMPANY PROFILE

3. Mr. Sunil Kant Munjal Jt. Managing Director

4. Mr. Suman Kant Munjal Non-Executive Director

5. Mr. Paul Edgerley Non-Executive Director

6. Mr. Pradeep Dinodia Non-Executive

Category Product Name Slogan Engine Capacity

MODEL NAME EX. RTO/INS ACC. G.LIFE EXWTY R. OF

NOTE:- Price can be change time to time.

2.6 COLOURS OF BIKE