A

PROJECT REPORT
ON
“ANALYSIS OF EMPLOYEES
MOTIVATION”

At

G.N.A Duraparts, Mehtiana near Hoshiarpur

A Project report submitted to Punjab technical University,

Jalandhar. In partial fulfillment for the degree of: -
Bachelors of Business Administration.

Supervised by: - Submitted by: -

Mr.P.S.Nanda. Ravneet Kaur.
B.B.A-5th.
Roll no. 609240434

G.N.A IMT, Phagwara

(2006-2009)
ACKNOWLEDGEMENT
This formal piece of acknowledgement may not be sufficient to express my feeling of gratitude
towards the people who helped me during my project on Employee’s motivation.

Firstly, I wish to take this opportunity to express my deep regards to Ms. Geetika Nagrath for
accepting my project aspect. I am also thankful to Mr. P.S.Nanda, Mr. Balbir, Mr. Narinder
Singh, Ms Tajinder Kaur under whose guidance our team work is success. I also thankful to
my friends and other regarding teachers who guided me. At last but not the least , I would like
to express my heart felt appreciation to my loving parents I am unable to find words to embed
my deep sense of gratitude for them.

In the end I am indebted to the management and working of G.N.A Duraparts, who encourages
us and gives us a great chance to express our skills and render all their help, assistance during
tenure.

Our acknowledgement will be incomplete without thanking Sardar Amarjit Singh Charitable
for providing finest infrastructure facilities for learning.

Ravneet
EXECUTIVE SUMMARY
The summer Training is an integral part of the course curriculum of Bachelors of Business
Administration (B.B.A). In this, the students are in the position to analyze the fundamental
working of an organization and understanding the dynamics in better manner.

Due to increasing complexity of the task of a manager and administration the importance of
practical knowledge is being increasing these days in industrial and non- industrial
organizations in India.

In today’s competitive world employee’s performance plays a vital role in the growth of a
particular concern. The employee must have the theoretical as well as practical knowledge of
the work, he is required to perform. The theoretical knowledge can be acquired from an
educational institute but for the practical knowledge he has to get training, and apply his
theoretical knowledge in the real situation of the work. So, this project report includes all the
detailed aspects of the training I had acquired.

This project report is life’s greatest treasure and it was full of experience and knowledge. This
Training held was gainful as it took me close to the practical life and provided me a chance to
adapt my theoretical knowledge for practical experience and learn from the same.

This report is a result of 6 weeks training that I had took from G.N.A Duraparts Private limited
Hoshiarpur, which was very educative and productive experience for me. In this report I had
tried my best to cover all knowledge and experience which I had gained during my industrial
training at G.N.A Duraparts Private Limited Hoshiarpur.

During training I faced my hurdles and crossed each of them successfully which helped me
creating a sense of confidence and habit of cooperation with others while working.

I had took my training in Human Resource Management field where I learned about the
working of the Personnel Department of the organization, how salaries are made, how training
is given to the employee’s of the organization, marking the daily attendance of temporary and
permanent employees, recruiting and selecting of the employees and motivating them to
achieve their given targets.

My project report is mainly based on employee’s motivation for which I had done survey on
superiors and subordinates and then I had done analyses and reached on a particular result that
shows motivation plays an important role in professional life to reach the particular goal.

The only shortcoming of this training was that it was too short to gain appropriate amount of
knowledge to increase our practical experience.

Last, but not the least I would like to thank the director sir and other members of the
organization for providing us such helpful as well as productive experience for our line of
business. I wish a great success to the organization and it may prosper and serves the nation.
Catalog
Chapter – 1
Introduction to the Company.
1.1 Profile of the company.
1.2 Company’s history.
1.3 Organizational tree.
1.4 Product range of the company.
1.5 Financial status of the company.
1.6 H.R. policies of the company.
1.7 Vision and mission of the company.

Chapter – 2
Introduction to the Project.
2.1 Reason for choice of project.
2.2 Scope of the project.
2.2(a) Theoretical aspect of the project.
2.2(b) Geographical area/ state/ city to be covered.

Chapter – 3
Methodology.
3.1 Objective of the Project.
3.2 Primary data to be collected.
3.3 Sample design, Size, and method to be used
3.3(a) Sampling technique
3.3(b) Questionnaire/ Interview.
3.4 Limitations of the Project.

Chapter–4
Analysis and findings.
4.1 Project analysis with the help of data collection.
4.2 Project finding.

Chapter – 5
Conclusion.

BIBLIOGRAHPHY

APPENDIX
Chapter – 1
 INTRODUCTION TO THE COMPANY
1.1 Profile of the company: -
Company Name GNA Duraparts
Contact Person Mr. Gurdeep Singh Sihra.
Address V.P.O. Mehtiana, Distt. Hoshiarpur - 146001
Punjab (India)

Phone: +91-1882-262273 (7 Lines)

Fax : +91-1882-262280
Email : gnamht@jla.vsnl.net.in
Established in 1994
Covered Area (Sq. Mtr.) 20000
Products Spur Bevel & Pinions, Bull Gears & Pinion
Shafts, Internet Ring Gears, Planet Carrier,
Gear Boxes for Agriculture Equipments,
Flanges

GNA group is on a fast moving track towards growth and globalization. GNA is a group of
auto & transmission component manufacturing companies catering to wide requirements of
Automobiles, Tractors, Off-Highway equipment worldwide. A professionally managed group
Founded by Chairman Sardar Amar Singh ji, whose vision of world class quality
manufacturing & global market made GNA most sought after name in its product range. The
company has a large customer base covering different sectors of the automotive industry with a
diversified product range. GNA manufactures quality automobile components which meet the
highest international standards. The products include Rear Axle Shafts and U. J. Crosses,
Propeller Shaft Assemblies, Hydraulic Lift Shafts, Steering components, Wheel Spanners,
Brake S-cam Shafts, P. T. O. Shafts and Forgings for the automobile industry, for use in all
types of light, medium and heavy vehicles.

1.2 Company’s history: -

The existence of GNA came into being in 1946, in a small village called Bundala in District
Jalandhar of Punjab. GNA has made its presence prominent not only in India but also across
the world.

Today, more than 6000 families are proud to be associated with this giant colossal tree that
bloomed from a seedling sown 55 years ago. Founded with a modest beginning by Late Mr.
Amar Singh Ji and nourished by his sons Mr. Rachpal Singh and Mr. Gursaran Singh, with the
artistic creativity that was gifted to the next generation by tradition, GNA is now boosted and
taken care by the third generation Mr. Jasvinder Singh, Mr. Maninder Singh, Mr. Ranbir Singh
and Mr. Gurdeep Singh. Today GNA group has created an important place for itself in Indian
as well as Global Automotive Industry.

GNA group is on a fast moving track towards growth and globalization. The company has a
large customer base covering different sectors of the automotive industry with diversified
product range. Along with this the company shows steady growth profile even during the time
when there is demand fluctuations in the automotive sector.

GNA is an Original Equipment supplier to various Automobile Majors besides having a strong
presence in the replacement market .GNA has been accredited with ISO 9002 and QS 9000
certifications for its quality systems holds a reliable name in the world of automotive
components. Quality Management at GNA is a timeless concept wherein, changes in customer
expectations are a driving force to go beyond conformance to standards.

GNA sincerely believes in technology up-gradation for keeping a competitive edge. Indeed,
this explains the continuous replacement of conventional manufacturing equipment with
modernized transfer lines resulting in increased productivity and efficiency at low cost. GNA’s
core competency lies in its strong knowledge base of engineering and over 55 years of
experience in manufacturing. GNA has come a long way yet journey toward excellence is
never ending.
GNA is a group of companies for manufacturing auto & transmission components Founded by
Chairman Late Sardar Amar Singh ji, whose vision of world class quality manufacturing &
global market made GNA most sought after name in its product range.

Expanding the vision & keeping pace with the evolving technology, GNA is managed by a
team of professionals who successfully took the group to the new heights.

GNA Group

GNA Axles Ltd

Mehtiana, India
•Rear Axle Shafts
•Spindles
•Splined Shafts

GNA Duraparts Pvt. Ltd.

Mehtiana, India
•Internal Ring Gears
•Hub Reduction Gears
•Companion Flanges
•Transmission Speed Gears
GNA Udyog Ltd
Bundala, India
•Propeller shaft Assemblies
•Steering Column Assemblies
•Intermediate Drive Shaft Assemblies

GNA Institute of Management & Technology

GNA IMT has been established with a mission to transfer organizational learning to train and
educate future managers better. Executives from GNA and industry share some of the most
widely practiced business techniques on tackling business problems from around the world
with students.

Programs: -
•Business Administration.
•Masters of business Administration.
•Bachelors of Computer Application.
•Certificate course in CAD/CAM.
•Certificate course in AutoCAD.

Group Credentials: -

• Gross Sale Rs. 368 Crores

• Man Power 2200
• Total Area 2, 82,000 Sq. Meters.
1.3 Organizational chart: -

CHAIRMAN
Mr. Rachpal Singh Sihra

MANAGING DIRECTOR
MR. Gursharan Singh Sihra

MARKETING ADMINISTRATION,
WORKS DIRECTOR
DIRECTOR Mr. Ranbir Singh Sihra FINANCE DIRECTOR
Mr. Jaswinder Singh Sihra Mr. Gurdeep Singh Sihra

MARKETING DIRECTOR:-
Mr. Jaswinder Singh Sihra.
Functional Head marketing (domestic)
Mr. Pardeep Sharma
Sub functional head - 1:-
Mr. Sandeep Kapoor
Sub functional head – 2 (Marketing):-

Sub functional head – (logistics):-

Ms. Poonam Salota
 Functional Head marketing (Export)
Mr. J.S.Bhullar

Sub functional head - Market:-

Sub functional head – Logistics:-

Ms. Poonam Salota

WORKS DIRECTOR: -
Mr. Ranbir Singh Sihra.

Functional Head (Engg. And Development,

Production Line – 1)
Mr. A.K.Jain / Mr. Naresh Sabharwal.

Sub functional head (Engg. And

Deve. Line – 1)
Mr. Jaswinder Singh./Mr. Sandeep
r

Sub functional head Production

Line - 1
Functional Head (Prod. Line – 2 BPS, SG, BG)
Mr. B.K.Thakur / Mr. Manu Kapoor..
Sub functional head (Prod. BPS line)
Mr. Surinder Pal Bhogal./ Mr. Paramvir Singh.

Mr. Sandeep
Sub functional Kapoor
head (Prod. Speed
Mr. Jatinder Singh
Gear line)

Sub functional head (Bull Gear Line)

Mr. Jatinder Singh / Mr. Surinder Pal Singh.

Sub functional head (Tool Grib)

Mr. Kapil Dev.

Sub functional head (Prod. Line - 4)

Mr. J.S.Bhullar

Sub functional head (Prod. Line – 4)

Mr. Sandeep Singh / Mr. Mukesh / Mr. Gurcharan singh.

Functional Head (Q.A, Metallurgy and Steel

Purchase)
Mr. Manu Kapoor.

Sub functional head (Lab

Metallurgy)
Mr. Paramvir Singh.

Sub functional head (Steel

purchase)
Mr. Manu Kapoor.
 Functional Head (QA Metrology): -
Mr. Lakhwinder Singh / Mr. Manu Kapoor..

Sub functional head (QA line – 1)

Mr. Naresh Sabharwal

Sub functional head (QA line – 2)

Mr. Balwinder Singh

Sub functional head(QA line -3)

Sub functional Head(QA line -4)

Mr. Narinder Singh.

Sub functional head (QA Forging)

Mr. Jujhar Singh. / Mr. Taranjeet

Functional Head (Engg. And Development M.R)

Mr. A.K.Jain

Sub functional head (Engg. And Deve. )

Mr. Sandeep Kapoor

Sub functional head – Std. Room :-

Mr. Jaswinder Singh
ADMINISTRATION AND FINANCE DIRECTOR: -
Mr.Gurdeep Singh Sihra.

Functional head (HR and Personnel And

Administration)
Mr. P.S.Nanda
Mr. P.S.Nanda

Sub functional head

Mr. Balbir Singh / Mr. Narinder
Singh Lally

Functional head
(Finance)
Mr.Padam Lal

Mr. Padam Lal

Sub functional
head
Mr. Manoj Jain

1.4 Products Range- GNDP: -

• Spur, Bevel & Hypoid Gear
• Bull Gears & Bull Pinion Shafts
• Internal Ring Gears
• Sun Gears & Planetary Gear
• Transmission Shafts
• Companion Flanges
• Axles
Financial status: -
System Deployment: -
• ISO 16949
• Quality systems are implemented and practiced in GNA for last many years. All three group
companies are accredited by TUV for ISO/TS 16949 QMS implementation.
• ISO 14001
• All group companies are certified for ISO 14001.

Company Policies: -
• Overall growth & development of employees.
• Maintain the ISO & EMS standards.
• Follow the prevailing disciplinary rules in Company.
• Maintain the Quality Standards of the valuable customers.
• Provide healthy & family atmosphere to its employees

QUALITY POLICY: -
We at G.N.A shall work passionately to achieve the most dependable source status for our
product we are committed to delight our customers by offering the best combination of service,
quality, competitiveness and continuously improving the same we shall strive to conserve the
environment, natural resource and round development of our people.

MANAGING DIRECTOR
Mr. Gursaran Singh Sihra.

Introduction to Quality: -
A. Why they are focusing on Quality marked practices?
• For Standardization of the Systems.
• For initiate the quality improvements.
• Towards Open door policy.
• For your growth & development.
• For the betterment of Organization.
• Cost Savings with Better Quality Products for our valuable customers.
B. Introduction of Best Practices.
• Kaizen /Suggestions
• 5S
• 6 SIGMA
Their customers: -
Domestic: - Mahindra and Mahindra Tractors, Tafe, Escorts Tractors, Punjab Tractors, New
Holland Tractors, Carraro India ltd., JCB ltd., ACE Construction Equipment ltd., International
Tractors ltd., Indo Farm Tractors, Standard Tractors and Combines, L and T John Deer
Tractors, Class India Pvt. Ltd.

International: - Carraro spa – Italy, GKN Walter Schied – Germany, Class International Agri
Division – France, Arvin Meritor – Sweden Italy, CNH- Brazil, Turkey Hana International
Dubai.

1.5 Mission & Vision: -

• To produce Quality Products to meet customer requirements.
• Meet the quality standards of the domestic & international customers.
• Satisfy the internal & external customers.
• Facilitates the best facilities to its employees in comparison to other industries in this belt.
• Overall growth & development of its employees.
• Initiate for the welfare of Society, State & of the Country.
 Chapter – 2

INTRODUCTION TO PROJECT

2.1 Reason for choosing the project: -

Motivation is a problem and organizations keep looking for a solution. A recent Gallup poll, for
instance, found that a majority of US employees -55 % to be extracted–have no enthusiasm for
their work.

Management has used number of motivational approaches to improve employee motivation.

They’ve tried traditional approaches like increasing their pay and giving them benefits.

It is one of the most frequently researched topics in the present scenario. In spite of the facts
that managers continue to search for innovative ways to motivate their employees and that is
significant proportion of today’s workers seems to be unmotivated we actually know a great
deal of about how to improve employee motivation.

We’ll define motivation as the process that account for an individual’s intensity, direction and
persistence of effort towards attaining a goal.

Rensis Likert has called motivated motivation as the “core of management”. Motivation is an
important function which every manager performs for actuating the people to work for the
accomplishment of the objectives of the organization. It is an effective instrument in the hands
of the manager for inspiring the work force and creating a confidence in it. By motivating the
workforce, management creates will to work which is necessary for the achievement of the
organizational goals.

2.2 Scope of the Project:-

In every sphere of life and at various face of act motivation play a vital role. So one’s success
and achievement depend upon motivation level of the individual. It is root to all human
activities. It is derived from the word “Mover’ which means to move. In the lateral sense it is
the process which arouses the energy in the individual to proceed in activity. It is the process of
arousing action, Sustaining activity, regulation and directing patterns of activities with the
organism.

According to Johnson,
“Motivation is the influence of general pattern of activities indicating and directing behavior of
the organism”.
 According to Dale.S.Beach,
“Motivation can be defined as willingness to spend energy to achieve a goal of a reward”.
According to Dalton McFarland,
“Motivation refers to the way in which urge, drives, desire, aspirations, or need direct control
or explain the behavior of human being”.

Features of motivation:-
i. It is a psychological process.
ii. It is an internal process.
iii. It is indicated by some mean or motive.
iv. Directed towards some activity.
v. It satisfies the need or want.
vi. It helps in achievement of goals.
vii. It leads to satisfaction.

Types of motives that leads to do some action to fulfill them:-

A. Primary motives: - They are also known as Biological, Innate or Psychological motives.
These are found in the child from very birth. These motives help in satisfaction of biological
needs without which one can’t live. Some of important needs are: - Hunger, Thirst, Sleep
(Rest), Respiration, Elimination, Escape, Play, Laughter, Sex and Curiosity motives.
B. Secondary motives: - They are also known as Social or Acquired motives. They are
learnt due to social conditions in the society. This involves interaction with the society, since
they are learnt motives; their strength differs from one individual to other. Some of them are: -
Gregariousness, Freedom, Acquisition, Achievement, Affection, Approval, Security, Praise and
Blame, Self Assertive, Self Submission, Self Actualization.

All the activities of human beings are caused and behind every action there is particular need or
motive. Rensis Likert has called motivation as a ‘core of management’. Motivation is an
important function which every manager performs for actuating the people to work for the
accomplishment of objectives of the organization. A manager has to make appropriate use of
various techniques of motivation to stimulate the employees to follow them. Motivation is an
effective instrument in he hands of a manager for inspiring the workforce and creating a
confidence in it.

Features of motivated Behavior

i. Eagerness.
ii. Concentrated attention.
iii. Energy mobilization.
iv. Achievement of Goal or Motive.
v. Reduction of tension.
2.1(a) Theoretical aspects of the Project: -
1. MASLOW’S THEORY OF HIERARCHY OF NEEDS: -

Maslow's hierarchy of needs is a theory in psychology that Abraham Maslowproposed in his

1943 paper A Theory of Human Motivation, which he subsequently extended to include his
observations of humans' innate curiosity.

Maslow's hierarchy of needs is often depicted as a pyramid consisting of five levels.He had
discribed different types of the individual needs in an arranged hierarchial order. He kept
Psychological need at the base because he said that these are the basic needs of the human
being and, the higher needs in this hierarchy are kept
at the top and he said that they only come into focus when the lower needs in the pyramid are
satisfied. Once an individual has moved upwards to the next level, needs and the lower level
will no longer be prioritized. If a lower set of needs is no longer being met, the individual will
temporarily re-prioritize those needs by focusing attention on the unfulfilled needs, but will not
permanently regress to the lower level. For instance, a businessman at the esteem level who is
diagnosed with cancer will spend a great deal of time concentrating on his health (physiological
needs), but will continue to value his work performance (esteem needs) and will likely return to
work during periods of remission.

Self
Actualization
Need

Self Esteem Need

Affection Need

Safety Need

Physiological Need

Fig.1. Maslow’s Need Hierarchy.

 i. Physiological needs: - It includes need for food, water, air, rest, sex etc. The function serves
the maintainance of the organism.These needs are most essential for the survival of the
organism. These are thee needs without which one can’t live.
ii. Safety needs: - Once physiological needs are satisfied then safety needs takes importance. It
includes need for security. According to thi s need every person has a desire to be securied even
a small child feels need o f security and when the person is securied he comes out of his shell,
confidently and achieve diffrerntly their needed goals eg: - Safety from fire, death, theft etc.
iii. Affection needs: - Every person wants to love and to be loved by others and he has tendency
to be affiliated with others or whole group which means there is a desire to get and give love.
As a man is a social being he is intrested in conversation exchange of feelings, emotions,
recognition so he tries to belong and associated with others,this need includes need for
affection, love and approval by parents.
iv. Self Esteem needs: - According to this need a person wants to have a self respectall people
needs a stable and high evaluation of themselves. It includes need for Prestige, Success, and
Self respect. According to this, a person wants to achieve something high from himself so that
he can get recgnition, attention and appriciation from the society. It is related with achievement
motive with self – respect.
v. Self Actualization need: - This need is concerned with self fulfillment which is the highest
need in Maslow Hierarchy. This refers to the need which helps an individual to develop his
potentials. He tries to do whatever he can and has sort of self development. A person tries to do
what ever he is capable of doing.

Conclusion: -
According to this hirarchy of needs unless physiological, security, affection, self esteem needs
satisfied first, the self actualization need can’t emerge in its real form. Firstly physiological
need must be satisfied for looking at any other need eg: - If the person is sure that he will get
food only then he will be able to worry about safety need and so on. If these needs are fulfilled
then only person will enjoy his life well and can develop his potentials and then he can reach
self actualization need.
2. MCGREGOR’s PARTICIPATION MODEL: -

Douglas McGregor was a known psychologist. He propounded two contrasting theories of

human behavior which is called as Theory X and Theory Y. these theories contains two pair of
assumptions about human beings which he thought were implied by action of autocratic and
permissive managers. It may be noted that these set of assumptions are merely intuitive,
deductions and they are not based on any research studies.

Theory X: -
It includes autocratic managers and they often make the following assumptions: -
• The average human being has an inherent dislike of work and will avoid it, if he can
• The average human being is lazy and avoids responsibility.
• The average human being is indifferent to organizational goals.
• The average human beings prefer to be directed, wish to avoid responsible, has relatively
little ambition and wants security above all.

According to him, this is the traditional theory of what workers are like and what managers
must do to motivate them. Workers have to be persuaded and pushed into performance.
Management can offer rewards to worker who shows higher productivity and can push him if
his performance is below standard. This is also called as “carrot and stick” approach to
motivation.

Theory Y:-
Manager with Theory Y orientation make the following assumptions about people: -
• The average human being does not inherent dislike work. Depending upon controllable
conditions, work may be a source of satisfaction or a source of punishment.
• The average human being will exercise self direction and self-control in the service of
objectives to which he is committed.
• Commitment to objectives is a function of rewards associated with their achievement.
• An average human being learns under proper conditions, not only to accept, but also to seek
responsibility.
• The capacity to exercise a relative high degree of imagination, ingenuity and creativity in
solution of organizational problems is widely, not narrowly, distribution in the population.

Theory Y assumes that goal of the organization and those of the individual are not necessarily
incongruent. The basic problem in most of the organizations is that of securing commitment of
workers to organizational goals.
3. HERZBERG’S TWO FACTOR MODEL: -

Herzberg attended City College of New York, but left part way through his studies to enlist in
the army. As a patrol sergeant, he was a firsthand witness of the Dachau concentration camp.
He believed that this experience, as well as the talks he had with other Germans living in the
area was what triggered his interest in motivation. Herzberg graduated from City College in
1946 and moved to the University of Pittsburgh to undertake post-graduate studies in science
and public health. He earned his PhD in psychology with a dissertation entitled “Prognostic
variables for electroshock therapy on Alain Meiar and Olivier Perbet”. He started his research
on the workplace while teaching as a professor of psychology at Case Western Reserve
University in Cleveland and later moved to the University of Utah where he held the position of
professor of management in the college of business.Herzberg proposed the Motivation-Hygiene
Theory, also known as the Two factor theory (1959) of job satisfaction. According to his
theory, people are influenced by two factors:

• Satisfaction, which is primarily the result of the motivator factors. These factors help
increase satisfaction but have little effect on dissatisfaction.
• Dissatisfaction is primarily the result of hygiene factors. These factors, if absent or
inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction.

No dissatisfaction Hygienic factors Dissatisfaction

(If Present) (If Absent)

Satisfaction Motivating factors No Satisfaction

(If Present) (If Absent)

Fig. 2. Role of Hygienic and Motivational Factors.

Motivator Factors: -

• Achievement
• Recognition
• Work Itself
• Responsibility
• Promotion
• Growth
Hygiene Factors: -

• Pay and Benefits

• Company Policy and Administration
• Relationships with co-workers
• Physical Environment
• Supervision
• Status
• Job Security

Hygiene Dynamics: -

1. Hygiene factors focus on the context in which the job is done, the conditions that surround
the doing of the job. The underlying dynamic of hygiene is the avoidance of pain from the
environment.
2. When hygiene factors deteriorate to a level below that which the employee considers
acceptable, then job dissatisfaction ensues. Hygiene factors directly affect job attitudes,
primarily satisfaction and dissatisfaction.
3. When these factors have been satisfied or provided to a level which the employee
considers acceptable, there will be no dissatisfaction, but neither will there be significant
positive attitude.
4. People are made dissatisfied by a bad environment, but they are seldom made satisfied by a
good environment.
5. The prevention of dissatisfaction is just as important as encouragement of motivator
satisfaction.
6. Hygiene factors operate independently of motivation factors. An individual can be highly
motivated in his work and be dissatisfied with his work environment.
7. All hygiene factors are equally important, although their frequency of occurrence differs
considerably.
8. Hygiene improvements have short-term effects. Any improvements result in a short-term
removal of, or prevention of, dissatisfaction.
9. Hygiene needs have an escalating zero point and no final answer.
4. VROOM VALENCE-EXPECTANCY THEORY:-

This theory states that motivation is the result of 3 variables: -

Valence: - It means sthrength of individual to achieveing the reward. It is the value one places
on the outcomes. It may vary from individual to individual. Valence is influenced by conditions
such as age, education and type of work. Range of valence = -1 to +1.e.g.: - The young
employees will have high valence for promotion whereas Old employees will have high
valence for re-employement.

Expectancy: - Effort performance probability extent to which person belives his efforts would
lead to completion of task. It is association between effort and performance. It ranges from 0 to
1.

Instrumentality: - Probability to which the performance will lead to desired rewards.e.g. -

Individual wants promotions and feels that superior performance is very important, Superior
peformance acts as instrumentality. It ranges from 0 to 1.

Motivation (M) = Valence (V) * Expectancy (E) * Instrumentality (I)

Here, if any of the variable approches to 0 then the probability of the motivated performance
will be zero.
5. POTER AND LAWLER’S MODEL OF MOTIVATION: -

It is an improvement over Vroom’s Exprctancy model. This model is based on the aumption of
the positive relationship between satisfaction and performance.

Effort: - It is amount of energy exerted by the peron on the job.

Value of reward: - It is the out come pf a particular behaviour which ha specific valence of
each.

Precieved Effort Reward Probability: - It refers to the individual perception reward depend
on the different degrees of effort.

Performance: - Efforts leads to performance. But both may not be equal. If an individual is
lacking in ability or has wrong role perception, his performance is bound to be unsatisfactory
inspite of his putting great efforts

Reward: - It may lead to 2 kinds of rewards Intrinsic such as self actualization and extrinsic
such as status and working conditions

Satisfaction: - If the actual rewards meet or exceed precieved equitable rewards, then the
individual will feel satisfied and if it is less than equitible rewards, the individual will feel
dissatisfied.

Percieved

Value Equitable

of reward Ability Intrinsic

Rewards

Efforts Performance

Precieved effort Role preception Extrinsic

Reward probability Rewards

Satisfaction

Fig. 3.Poter and Lawler’s Model of Motivation

6. TRIO OF NEEDS:-

This theory was given by Mc Cllend who believes in the existence of trio of needs i.e. the need
for power, need for affiliation and for achievement.
1) Power: - The power need relates to an individuals desire to control his/her environment. It
includes the need to control other person and various objects. This need appears to be closely
related to ego need. In that many individual experience increased self esteem when the exercise
power over objects/people.
2) Affiliation: - The affiliation need suggest that behavior is strongly influenced by desire for
friendship, acceptance or belonging. People with high affiliation needs tend to socially depend
on others. They often select goods which they feel will meet the approval of friends. This need
is very similar to that of Maslow’s social need.
3) Achievement: - Individuals with the strong need for achievement often regard personal
accomplishment as the end in itself. This need is closely related with self actualization. People
with high need of achievement tend to be more self confident, they enjoy taking risks. Actively
research and give value feed back. Monitory rewards provide an important type of feedback as
to how they are doing things. People with high achievement need prefer situation in which they
are personally responsible for finding solutions.

7. GOAL SETTING THEORY: -

Employees set goals for themselves and put in efforts in order to achieve them. There are four
elements in this mock:-
1) Goal Acceptance: - it means employees should understand the implications of goals and
also accept them.

2) Goal specificity: - It identifies the target in quantitative terms.

3) Goal challenge: - it means difficult but feasible goals are to be provided than easy goals.

4) Performance feedback: - It is performed to know about how well the things are moving
became proper feedback can motivate individual further.

2.1(b) Geographical area: -

This survey was conducted in the premises of G.N.A Duraparts, Mehtiana near Hoshiarpur
where survey was conducted on workers and staff members.
 Chapter – 3

METHODOLOGY

3.1 Objectives of the project: -

1) The main objective of this project was to know the motivational factors of the
employees at the organization.
2) To know the satisfaction level of the employees in case of motivating them.

3.2 Type of data collected: -

In this project I had collected data through primary process i.e. through surveys and
through secondary process i.e. through newsletters, books and websites. I had conducted
survey by filling schedules form the workers and the questionnaires from the staff
members.

3.3 Sample Technique, Size used: -

• Sampling technique used in this project was non probability convenient sampling
technique.
• The survey was conducted through questionnaires and schedules within the
organizational premises.
• Sample size was 40.

3.4 Limitations of the project: -

• It was time consuming project.
• It was an expensive.
• Questionnaires were not easy to construct.
• Complete response was given by the respondent.
• It was difficult to make the workers understand about the
questions.
 Chapter – 4

ANALYSIS AND FINDINGS

Analysis: -
Q. 1. How many years have been working before joining this company?

Answers Options Respondents Percentage

A. 0-3 yrs 21 52.50%
B. 4-7 yrs 16 40%
C. 8-11 yrs 1 2.50%
D. 12-above yrs 2 5%
Total 40 100%
Q. 2. How many years have you been working in current company?

Answers Options Respondents Percentage

A. 0-3 yrs 18 45%
B. 4-7 yrs 9 22.50%
C. 8-11 yrs 8 20%
D. 12-above yrs 5 12.50%
Total 40 100%
Q. 3. What kind of supervision style do you prefer?

Answers Options Respondents Percentage

A. Authoritative 1 2.50%
B. Participate 35 87.50%
C. Democrative 4 10%
D. Lassie Faire 0 0%
Total 40 100%
Q. 4. Which reward system, do you feel that can better motivate you?

Answers Options Respondents Percentage

A. Monetary 37 92.50%
B. Non-monetary 3 7.50%
Total 40 100%
Q. 5. Do you think the job given to you is challenging enough to boost you up?

Answers Options Respondents Percentage

A. Strongly agree 18 45%
B. Agree to some extent 20 50%
C. Do you agree 0 0%
D. Disagree strongly 2 5%
Total 40 100%
Q. 6. Would you work harder if you know that your efforts would lead to higher pay?

Answers Options Respondents Percentage

A. Strongly agree 18 45%
B. Agree 19 47.50%
C. Neutral 2 5%
D. Disagree 1 2.50%
E. Strongly agree 0 0%
Total 40 100%
Q. 7. It is important that you work for a company that allows me to use your skills and talent?

Answers Options Respondents Percentage

A. Strongly agree 21 52.50%
B. Agree 17 42.50%
C. Neutral 2 5%
D. Disagree 0 0%
E. Strongly agree 0 0%
Total 40 100%
 Q. 8. Do you like to do things which give you a sense of personal achievement?

Answers Options Respondents Percentage

A. Strongly agree 12 30%
B. Agree 17 42.50%
C. Slightly agree 10 25%
D. Neutral 1 2.50%
E. Slightly agree 0 0%
F. Disagree 0 0%
G. Strongly disagree 0 0%
Total 40 100%
 Do you provide regular positive feedback to the people who
Q. 9. work with you?

Answers Options Respondents Percentage

A. Strongly agree 21 52.50%
B. Agree 13 32.50%
C. Neutral 5 12.50%
D. Disagree 1 2.50%
E. Strongly disagree 0 0%
40 100%

Q. 10. Do you make regular efforts to build trusting professional

 relationship?

Answers Options Respondents Percentage

A. Strongly agree 14 35.00%
B. Agree 24 5.06%
C. Can't say 1 2.50%
D. Disagree 1 2.50%
E. Strongly disagree 0 0%
Total 40 100%

Q. 11 How do the following factors affect

 your motivational level?
1 To large extent.
2 To considerable extent.
3 To moderate extent.
4 To small extent.
5 Not at all.

S.No. Factor's 1 2 3 4 5 Total

1 Salary 34 5 1 0 0 40
2 Work 19 20 1 0 0 40
3 Status 26 13 1 0 0 40
4 Achievement 19 20 1 0 0 40
5 Leadership style 17 22 1 0 0 40

S.No. Factor's % 1 2 3 4 5 6
1 Salary 85.00% 12.50% 2.50% 0.00% 0.00% 100%
2 Work 47.50% 50.00% 2.50% 0.00% 0.00% 100%
3 Status 65.00% 32.50% 2.50% 0.00% 0.00% 100%
4 Achievement 47.50% 50.00% 2.50% 0.00% 0.00% 100%
5 Leadership style 42.50% 55.00% 2.50% 0.00% 0.00% 100%

Project findings: -
1: - The majorities of the respondents are working for about 0-3 years.
2:- The majorities of the respondents are working in the current company for about 0-3 years.
3: - The majorities of the respondents are in favour with participative style of supervision.
4: - The majorities of the respondents are in favour of the monetary rewards.
5: - The majorities of the respondents are agreed to some extend by the job given to them to boost
up their moral.
6: - The majorities of the respondents are agreed that they will work hard if they are being paid
with higher pay.
7: - The majorities of the respondents are strongly agreed that their company allows then to use
their skills and talent.
8: - The majorities of the respondents are agreed that they would like to do things that will provide
them with sense of personal achievement.
9: - The majorities of the respondents are strongly agreed that they provide regular feedback to
their colleagues and their superiors.
10: - The majorities of the respondents are agreed that they make regular efforts to built trusting
relationships.
11: - The majorities i.e. : -
 Of the respondents responded that Salary affects their motivational level to large
extent.
 Of the respondents responded that Work affects their motivational level to
considerable extent.
 Of the respondents responded that Status affects their motivational level to the large
extent.
 Of the respondents responded that Achievement affect their motivational level to
considerable extent.
 Of the respondents responded that Leadership affects the motivational level to
considerable extent.
 Chapter: - 5
CONCLUSION
Conclusion: -
The above given facts and figures shows that motivation does plays an important role in
motivation of the employees and they are satisfied with the motivational programs that takes
place in the organization and they want more such programs. Most of the employees are in
favor of monetary rewards as they think they it will provide them with better motivation.
 BIBLIOGRAPHY
• Chhabra T.N, Singh B.P; “Organisation Theory and Behaviour”; J.C.Kapur, for Dhanpat Rai
& co (p) ltd. (2005).
• Newstorm W.John; “Organisational Behaviour”; Tata McGraw-hill publishing co.ltd New
Delhi, Tata McGraw-hill edition (2007)
• P.Robbins. Stephen; “Organisation Behaviour”; Published by Pearson education (Singapore)
Pte. Ltd, Indian Branch 482 fie Ppatparganj Delhi 110092, India, Third Indian reprint, 2004
• http:/www.gnagroup.com/
• http://en.wikipedia.org/wiki/Motivation

APPENDIX
 Questionnaire: -
1. How many years have you been working before joining this company?

a) 0-3 yrs

b) 4-7 yrs

c) 8-11 yrs

d) 12-above yrs

2. How many years have you been working in current company?

a) 0-3 yrs

b) 4-7 yrs

c) 8-11 yrs

d) 12-above yrs

3. What kind of supervision style do you prefer?

a) Authoritative.

b) Participative

c) Democratic

d) Lassie Faire

4. Which reward system, do u feel that can better motivate you?

a) Monetary.

b) Non-monetary.

5. Do you think the job given to you is challenging enough to boost you up?
 a) Strongly agree

b) Agree to some extent

c) Do not agree

d) Disagree strongly

6. Would you work harder if you know that your efforts would lead to higher pay?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

7. Is it important that you work for a company that allows you to use your skills and talent?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly agree

8. Do you like to do things which give you a sense of personal achievement?

a) Strongly agree

b) Agree

c) Slightly agree

d) Neutral

e) Slightly disagree

f) Disagree
 g) Strongly disagree

9. Do you provide regular positive feedback to the people who work with you?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly Disagree

10. Do you make regular efforts to build trusting professional relationship?

a) Strongly agree

b) Agree

c) Can’t say

d) Disagree

e) Strongly disagree

11. How do the following factors affect your motivational level?

1. To large extent.
2. To considerable extent.
3. To moderate extent.
4. To small extent.
5. Not at all

Factors: - 1 2 3 4 5
1 Salary
2 Work
3 Status
4 Achievements
5 Leadership style

12. Your profile please: -

Name: -………………….…….…………..

Token no.: -……………….….……………

Designation: -………………..…………….

Department: -………………..…………….

Annual Income in Rs: -

I. Less than 1 lakh

II. 1 lakh-3 lakh
III. 3 lakh-5 lakh
IV. 5 lakh or above

Address: - …….……………………………………………………………………

…………….…………………………………………………………………………..