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(AN ISO 9001 : 2000 & SA 8000 CERTIFIED COMPANY )

RADIANT ORGANIZATIONAL CHART

D IR E C T O R
D E S IG N D E P A R T M E N T M A R K E T IN G & M E R C H A N D IS IN G DEPARTM EN T Q U A L IT Y M A N A G E R & P R O D U C T IO N DEPARTM EN T S O U R C IN G D E P A R T M E N T D O C U M E N T A T IO N & A C C O U N T S DEPARTM EN T

D EPA R TM ENT H EA D

M ANAG ER & M ERCHANTS

P R O D U C T IO N M A N A G E R & T E A M

S R .M E R C H A N T S

S R .E X E C U T IV E S

D E S IG N E R S & S A M P L IN G DEPARTM EN T

C U T T IN G /T A IL O R /F IN IS H & P A C K IN G . DEPARTM EN T

THE ORGANIZATION
Radiant Exports is one of the leading exporters was established in 1991 and has since redefined the excellence in the vibrant line of quality home furnishing across the world. Offering a lame it on impulse! collection" each creation see#s the Radiant story. Radiant Exports has since its inception acquired a veritable place in the international mar#et by its wide and exhaustive range of products" fabric $ designs" appeal to subtle and da%%ling tastes. &ts exquisite products are in elegant colors" designs $ textures to complement the buyers test nibbling all designers of the world over" to create their own inimitable style and identity. &t speciali%es in Embroidery li#e hand" machine $ computer wor# on different types of design either natural or abstract. &n Radiant there are highly qualified designers team who wor#s in order to create dream designs. 'hey are aided by latest systems" to give shape to creative ideas and designs.

EXPORTS TO COUNTRIES:(ermany" )atherlands" *+" ,rance" (reece" *-." .ustralia" .ustria" -outh .frica" &srael" -weden" ,inland.

TAS :'imely delivery with correct quantity and mutually agreed quality.

COMPANY PROFILE
Radiant Exports -ector / 01" .2 34 (tautam udh )agar )oida 5*.6.7" &ndia Radiant Exports is a factory with tenure of 18 years. &t is an export house which deals with home furnishing products li#e2 9ushinon 9overs" ed -heets" 'able Runners" :ats" ;ine ags" -toc#ing"

6illow 9overs" 9urtains and many more things. &t has an another unit at +arur in -outhern region of &ndia.

INFRASTRUCTURE
Radiant Export have a multistoried building with well equipped" organi%ed and systematic interiors. 'he different floors are used in < !"#$%$&' < ,abric -tore" .ccessories -tore" 9utting" ,inishing and 9omputer Embroidery =epartments. G()*&+ F,))( < ,inishing $ 6ac#ing" -titching and chec#ing =epartments. F-(#' F,))( < Office of different =epartments <

:erchandising 6rocurement =ocumentation -ampling -titching 9onference Room .ccount >ab -howroom
S$.)&+ F,))( < -titching" 9utting and ?uilting

TEAM
'he group is an initiative of dynamic visionaries of :.@. (en. +.+. -ehgal 5Retd.7 and :r. Aive# -ehgal who have since its establishment in the year 1991" professionally steered the thoughts and attitudes of B84 team wor#ers and around 844 indirect employees successfully. 'a#ing the company to a new quest of excellence in such a short span of time. 'his export house has proud turnover of 1C million *.-. =ollars. .ll members of this proficient wor#force driver inspiration from Reliability and ?uality which are the watchwords of its buyerDs satisfaction.

/UALITY AND SOCIAL ACCOUNTA!ILITY POLICY

9ompliance to &-O 9441<C444 quality management system requirements. 9ompliance to -. E444<C441 management system requirements. :aintain and improve safe wor#ing condition within the organi%ation. Enhance awareness by educating employees on regular basis. =evelop the supply2 chain to fall in line with our commitments.

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FACTORIES OF RADIANT
H$"+ O00-.$ & 1)(2 P,".$ < .234" -ector201" )O&=. 5*.6.7 / C41B41 F".')(3 & 1)(2# < 288" -ector2 04" )O&=. 5*.6.72 C41B41 C)(4)("'$ O00-.$ < 92C48" )araina &ndustrial .rea" 6hase2&" )ew =elhi21144CE "(*( O00-.$ < )o 18F84 " ,irst ,loor" +amarasa 6uram 5;est7" +arur S*("' O00-.$ < 141" :ahara@a 9hamber" -alabat 6ura" -urat " (u@rat

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 'he 9ompany is running the cloc# with rotation wee#ly off assigned to the employees. &n four different shifts as mentioned below.

Sl.Ni

Shift

Shift Timing

1. 2.

A Shift B Shift

0700 Hrs- 1500 Hrs 1500 Hrs 2300 Hrs

3.

C Shift

2300Hrs 0700 Hrs

.ll the employees wor#ing in ." and 9 shifts will follow minimum E hours wor# with a brea# of B4 minutes. =epartment head will allocate shift rotation and wee#ly off to the employees =epartment will prepare a shift rotation chart for his department on monthly basis" display a copy of the same in the department and forward a copy to GR department ..ll the employees have to strictly follow the shift rotation chart. if threw is any charges in the shift schedule the concerned department head will communicate in wring to GR =epartment in writing.

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CHAPTER 2 MANPO1ER PLANNING

'he annual :anpower budget is prepared every year in the month of :arch" on the basis of business plans and manpower forecast for the next financial year. Guman Resource =epartment 9o2 ordinates with the respective head of the department in forecasting the requirement of manpower. 'he total manpower requirement 5estimate for the last two quarters and plan for the next year7 are compiled and incorporated in the budget is verified by GR and submitted to controlling department for budget discussions and approval by the :anagement. 'he approved

manpower budget is guideline for Recruitment" 'raining" 6romotions" and 'ransfers etc.

CHAPTER -5
Repl has been structurally grouped as Operative" 9entral and manufacturing unit. &t has been structured on the basis of different product groupDs .'he 9entral =ivision is the support functions such as finance" 9ontrolling" &' >ogistics 9ustomers -upport" and :.=.s Office Guman Resources $ .dministration $ 9orporate 9ommunications $ +nowledge *nit. 'he present Organisation 9hart is annexed 5.nnexure l7.

6- D CONFIDENTIALITY OF COMPANY INFORMATION

.ll employees during their tenure in our 9ompany and even after cessation of employment with the 9ompany will not engage in any gainful assignment" which is found to be confiscating with the business interest of the company" in manner. ,urther all the employees are obliged to #eep confidential and information data proprietary #nowledge gained during the employment with the 9ompany.

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6- E TRA7EL REIM!USEMENT POLICY FOR CANDIDATE

&n case of interviews organi%ed. 'he candidates called from locations outside )oida. ;ill be reimbursed with the 'ravels Expense as follows<2

GARADE
-2 1$-21 E $ E 2C :1 to (

TRA7EL ALLO1ANCE
Cnd 9lass 'rain ,areF us ,are 5Return7 Brd .9 'rain ,are F .9 us .. 9. -leeper C 'ier 5Return7

a7 ,or claiming the travels Reimbursement the candidates are required to produce the copy of the tic#ets. b7 'ravel arrangement will be done by candidates 'hemselves.

CHAPTERS -8 PRO!ATON AND CONFIRMATION

a7 .ll new entrants will be on probation for a minimum period of six months. &n the normal course a probationer will be expected to serve the period of probation before being confirmed in writing in the services of the company. b7 )o. employee can be given an extension more than twice for three :onths. &n other words no employee will be on probation for more than 1C months. 5'his does not include the training period of the employees recruited as trainees7. c7 . probationers in all the (rades may separate from the service of the 9ompany by giving one month notice or salary in lieu of notice.

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CHAPTER- 9-A COMPENSATION STRUCTURE GARADE 1ISE

Aariable payments 2 asic GR. Other .llowance ,ixed 6ayments / 9onveyance " :edical .nnual F 6eriodic payments< Aariable payments / 6erformance incentive ,ixed payments / >eave 'ravel .ssistance" :edical Reimbursement -tatutory payments < 6rovident ,und" Employee "-tate &nsurance scheme (ratuity

-21 asic GR. 9O)AEI.)9E .>>O;.)9E O'GERO'GER- .>>O;.)9E A.R&. >E A.R&. >E Aariable 84H Of .-&9

'o -21 Aariable 84HO, .-&9

A.R&. >E A.R&. >E

'he compensation structure is as follows<

9-! INCOME TAX

'=- on salary and others income shall be made as per computation of income and income 'ax norms for each financial year. 15

.ll employees shall provide an &nvestment =eclaration in the format. 'ax deduction shall be based on the declaration and the final computation shall be based on the documentary evidence provided by the employee by the date specified.

9-C SALARY PAYMENT

.ll employees are required to open a an# .ccount with 6) or any other ban# nominated by the

9ompany and intimates their .ccount )umber to GR department. -alaries as well as all related payment shall be paid through an#.

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9- D CASH REM!URSEMENTS PROCEDURE:

.pplication for cash reimbursement should be made in prescribed format 5.nnexure A&&7 to the GR department between C0th and the last wor#ing day of every month. -upporting is required to be attached for petrol claims" while details of conveyance require to be maintained.

9-C PROCEDURE FOR CLAMIMING REIM!URSEMENT i7 LEA7E TRA7EL ASSISTANCE & MEDICAL REIM!URSEMENT SCHEME
&t is the intention of the company that >eave 'ravel .ssistance 5>.'...7 of 18 days asic -alary per

annum $ medical reimbursement scheme should be introduced from the )et 9'9 cost of the current employees $ its policy will be introduce later on.

9- F IMPREST CASH
,ield staff will be provide with lamp rest 9ash after completing 18 days in the Organisation as per need. &mpress cash shall not be released unless all employment related document are submitted to GR.

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9- H 7ISITING CARDS
.ll employees in (rade E and whose nature of wor# demands the use of AisitingF usiness 9ards will be provide with the 9ards within 18 days of Joining the 9ompany.

9-I CONFIDENTIALITY OF COMPENSATION

Every employeeDs salary is determined based on numerous factors qualifications" years $ quality of experience @ob scope" communication s#ills etc. Every employee has the responsibility to maintain total confidentiality regarding his F her compensation any discussion or exchange of information in this respect would be considered as a very serious violation of 9ompanyDs code of conduct.

CHAPTER- : INDUCTION INDUCTING NE1 EMPLOYEES

)ew employees will be inducted into the Organisation through the various =ivision to help the employee understand the functioning of the various =ivisions. 'his also helps in orienting the employees rightly to orgahi%ation culture and expectations.

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:-A INDUCTON FOR OFFICE STAFF

'he GR =epartment shall prepare an induction 'raining -chedule" ;hich shall be forward to the concerned G.O.= at least two days in advance so that necessary arrangements can be made. 'he Orientation for various =epartments F =ivision shall be done by G.O.=. or shall be delegated by the G.O.=. to a person of the =epartment who shall cover all relevant areas and shall adhere to the schedule. 'he &nduction 'raining -chedule shall consist of one hour of intervention each from the various =epartments as follows<

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CHAPTER- 8 TRA7EL POLICY 8-A TRA7EL POLICY FOR OFFICE STAFF IS !ASED ON ACTUAL EXPENSES INCURRED 1HERE MASS EXPENSES 1HICH ANY EMPLOY CAN INCURR AS PER HIS GRADES MENTIONED !ELO1TRA7EL REIM!URSEMENTS TA!LE ; 5.ccommodation and =aily .llowance7
G"(+$ M)+$ )0 T("<$, A..)%%)+"'-)& (-& R#= P$( +"3) S-1 & S-2 Rail -leeper F us B44 D"-,3 A,,)>"&.$ 184 B4H reduction in =. in case R$%"(2#

rea#fast and one meal is claimed at actual entertainment S-5 & S-6 Rail && .9 F.9 us 184 C44 B4H reduction in =. in case as

rea#fast and one meal is claimed at actual entertainment Rail && .9 F &st 9lass F E ') M-1 economy / only incase of emergency $ -pecial approval by :=. 344 20 B44 B4H reduction in =. in case as

rea#fast and one meal is claimed at

actual entertainment Rail .9 F &st 9lass F .ir M-2 ') M-6 Economy / only incase of emergency $ -pecial approval by :=. 1C44 144

as

B4H reduction in =. in case

rea#fast and one meal is claimed at actual entertainment as

Rail .9 F &st 9lass F .ir G-1 & G-2 Economy / only incase of emergency $ -pecial approval by :=. 1844 144

B4Hreduction =. in

in case

rea#fast and one meal is claimed at actual entertainment as

&n addition laundry expenses of Rs. C44F2 shall be allowed if the tour is for 1 more days at a time.

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8-! TRA7EL POLICY FOR FIELD STAFF

8- D CLASSIFICATION OF CITIES
-r )o. 1 . / 9>.-- 9&'&E.ll :etro 9ities 2 9>.-- 9&'&E.llahabad

8-! TRA7EL POLICY FOR FIELD STAFF 8- D CLASSIFICATION OF CITIES

S( N)= 1 C. B. 1. 8. 0. 3. E. 9. 14. 11. 1C. 1B. 11. 22 A ; CLASS CITIES .ll :etro 9ities .ll state 9apitals !- CLASS CITIES .llahabad >udhiana *daipur 9ochin 9uttac# :angalore :anipal aroda .gar .mritsar &ndore 6onicherry 9oimbatore 9alicut

18. 10. 13. 1E. 19. C4. C1. CC. CB. C1. C8. C0. C3. CE. C9.

Gubli +anpur Aaranasi :adurai Ai@ayawada 6une -urat .urangabad )agpur +olhapur Jodhpur

.ll cities other than . $

9lass will be classified as 9 9lass cities.

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8-D TRA7EL? TOUR PALN APPRO7AL PROCEDURE

'he duly completed tourF plan shall be submitted for approval of mar#eting :anager as per their schedule<

8- E DAILY ALLO1ANCE FOR FIELD STAFF

. separated chart will be issued as per need. G.?. Gead ?uarter is a place town city where an employee is posted Ex2 G? is a location outside of headquarters and where the wor# can be finished in the same day. &f

the wor# canDt be done one the same day an employee can claim outstation travel allowance as per the travel policy. &n addition out station travel expense shall be reimbursed on actual only on production of tic#ets

sub@ect to maximum ceiling as per entitlements.

8-F COMMUNICATION EXPENSES FOR FIELD STAFF

'he monthly ceiling for 9ommunication expenses are already in practice.

8- G REIM!USEMENT OF LOCAL EXPENSES FOR OFFICE STAFF

1= Employees in (rade :1 and above will be entitled to travel by taxies OR .9 bus when on outdoor official wor#. 24

2. Employees in (rade -2B /-21 will be entitled for local busF Ric#shaw F auto fare up to Rs.184.44 p.d.max.on. .ctual basis. 5. Employees in grades below (rade -21 $ -2C 5sub staff7 will be entitled to travel only by bus or Ric#way up to Rs . 144.44p.d. max on actual basis. Gowever taxis auto ric#shaws may be allowed when loads F cash are to be transported. 1. Employees not provided with a company car using own means of conveyance i.e. 9ar F 'wo wheeler for official purpose may claim reimbursement from company at the rate of Rs. 844 per #.m. incase of a car and Rs. 1.84 per +.:. in the case of a two wheeler. 8. &t is to be noted that expense can be claimed only if these have actually been incurred and have to support with tic#ets for train fare and bills for food where applicable. .ny mis / representations made in claiming reimbursements will be viewed as a serious lalpes of integrity. 0. 'he claims mentioned above should be made once in a month along with monthly claim. 3. 'his policy will not apply to sales personnel who are in receipt of a daily allowance as per a separate policy in respect of them.

REFRESHMENT POLICY
.s per 9ircular

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CANTEEN POLICY
'he company has availed facility of in house canteen for the employees at the fair price.

'&:&)(-<
-hift 'imings< S= N)= 41 4C 4B 41

-hift timings as well as 'ea F >unchF =inner timings are as follows<

SHIFIT (2 -hift .2 -hift 2 -hift 92 -hift

TIMINGS 59<44.: 'O 0< 446:7 53<44.: 'O B< 446:7 5B<446: 'O 11< 446:7 511<446: 'O 3< 44.:7

'ea F >unch 'imings< -. )o. 41 4C 4B 41 -G&,&' (2 -hift .2 -hift 2 -hift 92 -hift . ,.-'F >*)9G F=&))ER 1<44 6: 'O 1<B4 6: 1C<44 6: 'O 1C<B4 6: E<44 6: 'O E<B4 6: 8<44 .: -nac#s '&:&)(514<B4.: $ B< B46:7 514<B4.: $ C< 446:7 51<B46: $ 14< 446:7 51C<B46: $ 8< 44.:7

ENTITLEMENT
Employees are entitled for tea as per hisFher duty shift as< -. )o. -G&,' E)'&'>E:E)' 26

41 4C 4B 4B

(2 -hift .2 -hift 2 -hift 92 -hift

'E. C '&:E'E. C '&:E'E. C '&:E'E. C '&:E-

'he management reserves the right to reduceF 9hange F discontinueF replace or rename this benefit F facility F as it may desire at any time without any reason.

CHAPTER 9 SOCIAL SECURITY SCHEMES GO7ERNMENT RELATED FUNDS AND !ENEFITS 9- S).-", #$.*(-'3 L">#
.ll employees whether paerments or probationer will be covered as per laws applicable by the (overnment.

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OTHER COMPANY 1ELFARE POLICIES 9 ; A GROUP MEDICLAIM POLICY

&t is under consideration and will be applicable later on.

9 ; ! LONG SER7IC A1ARDS

>ong service awards will be present to the employees on the annual party as follows< N)= )0 3$"(# )0 #$(<-.$# 8Iears 14 Iears 18 Iears C4 Iears G-0' >)('@ R#= Rs. 1444F2 Rs. 8444F2 Rs. 3444F2 Rs. 9444F2

Iears of service completed as on =ecember B1 st shall be ta#en in to account for calculation of service of an employee

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9- C MARRIAGE & CILD !IRTH

.s a to#en of best wishes from the 9ompany to its employees on getting married F birth of child they shall be presented with (ift 9heque as follows< -21 to -2C -2B to -21 E to :21 :2C to :21 < < < < Rs. C84F2 Rs. 844F2 Rs. 1444F2 Rs. 1144F2

.n employee getting married shall send a wedding 9ard to GR as intimation.

9-D !IRTHDAY
Employees will be greeted by the management on their birthday

9-E ANNUAL FUNCTION

.nnual function of RE6> will be organi%ed every year. .ll employees will participate and their family

CHAPTER- 10 -LI!RARY POLICY

'he ob@ective of the >ibrary 6olicy is to inculcate and nurture the reading habits of the employees towards self / improvement and productivity.

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CHAPTER- 11- TRAINING & DE7ELOPMENT 11 ; A PFFOCE STAFF

'raining and development programs will be centrally organi%ed and coordinated by the GR

department. 'hese programs will be designed to help employees acquire #nowledge" s#ills and attitudes necessary for improved performance of present and future @obs.

11- ! FIELD STAFF

,ield F sales staff will primarily be impacted with regular product 'raining Organised and coordinated by the product :anagement team. 6rograms designed for the development needs of field F sales staff will be organi%ed and coordinated by the product :anagement team in coordination with the GR ,unction.

11- C ANALYSIS AND IDENTIFICATION OF TRAINING NEEDS

'his exercise shall be conducted annually during the appraisal exercise each year. 'he training needs shall be identified by the GO=Ds during the appraisal discussion and be noted as a part of appraisal. ased on the feedbac# received from the GO=Ds 'he GR $ .dministration department will then finalise the 'raining 9alendar for the next year and publish the same in the month of ,ebruary. 'he GR department will than organi%e and conduct these programs during the year. 30

11 ; D PROCEDURE FOR TRAINING NOMINATION

ased pm training need .nalysis conducted by GR the mix of the training programs shall be decided in consultation with the GO=Ds 9atering to different levels across organi%ation. Employees shall be provided the training calendar for the entire year. Each employee in consultation with his GO= may plan minimum of 1 man days for the year of any other minimum number of training days as decided from time to time. )omination 6rocedure for various types of training programs shall be as below.

ROLE SPECIFIC
'he target participants in the case are based on the training needs analysis. GR -hall identify the

participants in consultation with the :=FGO=s.

NEED !ASED
.n overview of such training shall be given to all the employees along with a formal invitation by GR department. 'he employees can assess based on the overview given to them on the relevance of the training for their role. 'he request for enrollment can be given to GR in consultation with the concerned GO= ;ith in wee# of invitation. .s the basis. 'he final confirmations shall be communicated to the concerned employees along with the venues details. 31 batch si%e is limited we shall finali%e on the number of participants on a first come first serve

INDI7IDUAL EMPLOYEE NOMINATIONS:

Employees can also be nominating for some training programs pertaining to their specific function F technical need. 'he employee in consultation with his GO= may fill in the 'raining brochure are least a wee# prior to the program date for approval. .n approval by the := -hall be obtained and communicated to the concerned employee. GR shall ma#e arrangements for enrolling the employee in the training program. )o cancellations shall be allowed for such training nominations.

INTERNAL TRANERS
.s a steps towards brining in a culture of functional in house 'rainings" our employees having expertise in certain area shall be identified as internal trainers. 'he employees identified as internal trainers shall be trained professionally" so that they can deliver their expertise to other employees.

CHAPTER-12- A RETIREMENT
'he age of retirement will be 8E years. 'he employees who are due for retirement are information about their retirement in writing preferably 0 months in advance by GR =epartment.

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12- ! RESIGNATION
6ermanent employees resigning from the services of the 9ompany are required to give 94 days notices .'here may be exceptions at :anagement discretion. Employees on probation are required to serve one month notice period. 'he 9ompany will also have to give employee the above mentioned notice period while termination his services form the 9ompany.

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34

ORGANISATION CHART

R.=&.)' EK6OR'-

:anaging 6artner &2 :a@. (en. +.+. -ehgal 5Retd.7 :anaging 6artner &&2 :r. Aive# -ehgal

'hese =epartments are 1. C. B. 1. 8. 0. 3. -r. :gr. .ccounts $ 6ersonnel / :r. :.6. -rivastava :gr. 6.6.9. / :r -.-. .grawal :gr. :erchandising / :rs. .n@ali :ehrotra -ampling GO= /:rs. 6ayal -ehagla :gr. ,abric 6rocurement / :r. i#ash 9handra 6anda :gr. .dministration $ .udit 5GR7 / 9ol. -urinder -ingh :gr. ,abric -tore / :r. 9.+. Jha :gr. .ccessories -tore2 :r. Ra@iv :ali# E. -r. :gr. 6roduction / :r. *day aner@ee 9utting &ncharge2 :r. .nil -harma -titching &ncharge / :r. J.6. Iadav 9omp. Embroibary &ncharge2 :r. .@ay 9haudhary 35

,inishing &ncharge / :r. =inesh Rai 9. 14. 11. >ab &ncharge / :s. Romi 'iwari ?uality .ssurance / :r. *day aner@ee Research $ =evelopment / :r. )eera@

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MOTI7ATIONAL MYTHS
:cnamara discusses three motivational myths2 1. One person can motivate another. Iou only have to establish an environment that will cultivate and bring forth the personal motivational factors of each individual. C. Money and fear are good motivators. :cnamara says money can only help people from being less motivated $ fear acts for short term. B. I know what motivates me, so I know what motivates my employees. Everyone is different. :anagers need to identify and understand what motivates each employee to reach the common organi%ational goals.

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Nature of Motivation : ,ollowing characteristics of motivation clarify its nature. 1. ased on motives.

C. .ffected by :otivating B. (oal =irected ehaviour 1. Related to satisfaction 8. 6erson motivated in totality 0. 9omplex process Based on Motives : :otivation is based on individualDs motives which are internal to the individual. 'hese motives are in the form of feelings that the individual lac#s something. &n order to overcome this feeling of lac#ness" he tries to behave in a manner which helps in overcoming this feeling. Affected by Motivating: :otivation is affected by way the individual is motivated. 'he act of motivating channeli%es need satisfaction. esides" it can also activate the latent needs in the individual" that is" the needs that are less strong the somewhat dormant" and harness them in a manner that would be functional for the organi%ation. oal!directed Behavior:
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:otivation leads to goal2directed behavior. . goal2directed behavior is one which satisfies the causes for which behavior ta#es place. "elated to satisfaction : :otivation is related to satisfaction. -atisfaction refers to the contentment experiences of an individual which he derives out of need fulfillment. 'hus" satisfaction is a consequence of rewards and punishments associated with past experiences. #erson motivated in totality : . person is motivated in totality and not in part. Each individual in the organi%ation is a self2 contained unit and his needs are interrelated. $omple% #rocess : :otivation is a complex processL complexity emerges because of the nature of needs and the type of behavior that is attempted to satisfy those needs.

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TYPES OF MOTI7ATION
I&'(-&#-. "&+ EA'(-&#-. M)'-<"'-)& :&ntrinsic :otivation<2 ;hen people are internally motivated to do something because it either brings them pleasure" they thin# it is important" or they feel that what they are learning is morally significant. Extrinsic :otivation<2 ;hen people is compelled to do something or act a certain way because of factors external to them. 5:oney or good grades7 T$,-. "&+ P"("'$,-. M)'-<"'-)&", M)+$# :&n the telic state" a person is motivated primarily by a particular goal or ob@ective such as earning payment for wor#. &n paratelic mode" a person is motivated primarily by the activity itself 5intrinsic7. D-($.' & I&+-($.' M)'-<"'-)& :&n direct motivation" the action satisfies the need. Eg. Job satisfaction $ social environment &n indirect motivation the action satisfies an intermediate goal" which can in turn lead to the satisfaction of a need. Eg. :oney

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N$B"'-<$ "&+ P)#-'-<$ M)'-<"'-)&:2 )egative motivation involves underta#ing tas#s because there will be undesirable outcomes" eg. ,alling a sub@ect" if tas#s are not completed. 6ositive motivation is a response which includes en@oyment and optimism about the tas#s that you are involved in.

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THEORIES OF MOTI7ATION
'heories are ways that we try to explain and understand complex and abstract issues and ideas. :otivation is fairly difficult area and there are a number of theories which have developed to try to explain why people behave in the ways that they do and try to predict or guess what people actually will do" based on these theories. :aslowDs 'heory Ger%bergDs :otivation2 Gygiene 'heory :eclellandDs )eed 'heory .lderferDs ER( 'heory AroomDs Expectancy 'heory 6orter2>awler :odel of :otivation Equity 'heory :c(regorDs 'heory K and 'heory I Other 'heories

M"#,)>C# T@$)(3

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Guman beings have wants and desires which influence their behavior" only unsatisfied needs can influence behavior" satisfied needs cannot. )eeds are arranged in order of importance" from the basic to the complex. 'he person advances to the next level of needs only after the lower level need is at least minimally satisfied. 'he needs" listed from basic 5lowest" earliest7 to most complex 5highest" latest7 are <2 #hysiological : &t includes basic or primary needs such as < hunger" thirst" shelter" sex and other bodily needs. &afety and &ecurity: .fter fulfilling the basic needs the safety needs become predominant. &t includes security $ 6rotection from physical and emotional harm. &ocial: .fter the needs of body and security are satisfied" a sense of belonging and acceptance become prominent in motivating behavior. 'hese needs include the needs for love" friendship" affection and social interaction. ;e loo# for an environment where we are understood" respected and wanted. &elf esteem :

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'he need for esteem is to recognition from others that would induce a feeling of self worth and self2confidence in the individual. &t is an urge for achievement" prestige" status and power. -elf respect is the internal recognition. &elf actuali'ation: &t is the top most need of hierarchy need. 'his need is the need to develop fully and to reali%e oneDs capacities and potentialities to the fullest extent possible" whatever these capacities and potentialities may be. .t this level" the person see#s challenging wor# assignment that allow for creativity and opportunities for personal growth and advancement.

MASLO1CS NEED HIERARCHY

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-elf .ctuali%ation -elf Esteem -ocial )eeds -afety )eeds 6hysiological )eeds

H$(DE$(BC# '>) 0".')( T@$)(3

,redric# Ger%berg and his associates developed the two factor theory the late 1984D and early 1904Ds. Ger%berg and his colleagues conducted in2depth interviews with over C44 engineers and accountants in the 6ittsburg area.
45

'he basic question that were as#ed in the survey were the following two / 12 ;hat is it about your @ob that you li#e M and C2 ;hat is it about your @ob that you disli#e M ased upon the answers it was concluded that there are certain characteristics or factors that and to be consistently related to @ob satisfaction and there are factors that are consistently related to @ob dissatisfaction. .cc. 'o Ger%berg there are two factors. (ygiene )actor : Gygiene factor do not motivate people. 'hey simply prevent dissatisfaction and maintain status quo. &t includes2 physiological needs" safety needs social needs. Motivation )actor : 'hese factor are related to the nature of wor# 5@ob content7 and are intrinsic to the @ob itself. 'hese factors have a positive influence an moral" satisfaction" efficiency and higher productivity.

GERN ER( )EE=

46

-elf .ctuali%ation -elf Esteem -ocial )eeds -afety )eeds 6hysiological )eeds

:otivational ,actors Gygiene

A,+$(0$(C# ERG T@$)(3

.lderfer has provided an extension of the :aslowDs need hierarchy and Ger%bergDs two factor theory of motivation" particularly the former. .lderfer has categori%ed the various needs into three categories< existence needs" relatedness needs and growth needs. 'he first three letters of these needs are used to call it ER( theory.

47

EA-#'$&.$ N$$+# : Existence needs include all needs related to physiological and safety aspects of an individual. 'hus existence needs group physiological and safety needs of :aslow into one category as this similar impact on the behavior of the individual.

R$,"'$+&$## N$$+# : Relatedness needs include all those needs that involve relationship with other people whom the individual cares. Relatedness needs cover :aslowDs social needs and that part of esteem needs which is derived from the relationship with other people.

G()>'@ N$$+# : (rowth needs involve the individual ma#ing creative efforts to achieve full potential in the existing environment. 'hese include :aslowDs self actuali%ation need as well as that part of the esteem need which is internal to the individual li#e feeling of being unique" feeling of personal growth etc.

RELATIONSHIP !ET1EEN NEED HIERACHY AND ERG THEORY

-elf .ctuali%ation -elf

48

(rowth )eeds

Esteem -ocial )eeds -afety )eeds 6hysiological )eeds

Relatedness needs Existence )eed

7())%C# EA4$.'"&.3 T@$)(3

9ritici%ing the control theories of motivation" which are based on the needs of people and their priority" Aroom has presented an alternative theory which is based on motivation process. .ccording to Aroom" people will be motivated to do things to achieve some goals to the extent that they expect the certain actions on their part will help them to achieve the goal. AroomDs model is built around the concepts of value" e%pectancy and forceL AroomDs concept of force is basically equivalent to motivation and may be shown to be the algebraic sum of products of valences multiplied by expectations. 'hus<
49

:otivation 5,orce7 O Aalence K Expectancy

7ROOMCS EXPECTANCY THEORY

-econd >evel Outcome &nstrumentalities ,irst >evel Outcome Reward &

Outcome
50

Reward

& Expectancy

&&

Reward :otivational ,orce &&&

Reward &

Outcome &&

Reward &&

Reward &&&

M$C,$,,"&+C# ".@-$<$%$&' %)'-<"'-)& '@$)(3

-hortly after world war &&" a group of physcologists led by =avid 9. :c9lelland of Garvard *niversity began to experiment with '.' 5'hematic .pperception 'est7 to see if it were sensitive enough to detect changes in motivation that were caused by simple attempts to away the individualDs attitudes. &n order to simplify their tas#" the group decided to select one particular motive for intensive analysis. ,or" it was not long before the implications of the achievement motive were recogni%ed that it became the sub@ect of intensive investigation in its own right.

51

:e9lelland has identified three types of basic motivating is power. N$$+# 0)( P)>$( < 'he ability to induce or influence behavior is power. 6ower motive has been formally recogni%ed and studied for a relatively long time. 'he leading advocate of the power motive was .lfred .dler. 'o .dler developed to concepts of inferiority complex and compensate for the feeling of inferiority which are combined with the innate driver for power. :c:clelland and his associated have found that people with a high power need have a great concern for exercising influence and control. A00-,-"'-)& M)'-<$ < -ince people are social animals" most individuals li#e to interact and be with others in situations where they feel they belong and are accepted. -ometimes" affiliation is equated with social motives. Gowever" the affiliation motive is not so broad. .ffiliation plays a very complex but vital role in human behavior. :c9lelland has suggested that people with high need for affiliation usually derive pleasure from being loved and tend the pain of being re@ected. A.@-$<$%$&' M)'-<$ < Over the years" behavior scientists have observed that some people have an intense desire to achieve. :c9lellandDs research has led him to believe that the need for achievement is a distinct human motive that can be isolated and assessed in any group :c9lelland has identified four basic characteristics of high achievers< o :oderate Ris#s o &mmediate ,eedbac# o .ccomplishment o 6reoccupation with the tas#s

52

M.G($B)(C# T@$)(3 X "&+ T@$)(3 Y

:c(regor proposed two distinct views of human being< one basically negative" labeled theory K and the other basically positive labeled I.

*nder theory K" the assumptions held by managers are < 1. Employees inherently disli#e wor# and whenever possible" will attempt to avoid it. C. -ince employees disli#e wor#" they must be coerced" controlled" or threatened with punishment to achieve goals. B. Employees will avoid responsibilities and see# formal direction whenever possible.

53

1. :ost wor#ers place security above all other factors associated with wor# and will display little ambition.

&n contrast to these negative views above the nature of human beings" :c(regor listed the four positive assumptions that he called theory I. 1. Employees can view wor# as being as natural as rest or play. C. 6eople will exercise self2 direction and self control if they are committed to the ob@ectives. B. 'he average person can learn to accept even see#" responsibilities. 1. 'he ability to ma#e innovative decisions is widely dispersed throughout the population and is not necessarily the sole" province of those in management position.

9ompared to theory K" theory I has the greater potential to develop positive @ob relationships and motivate employee performance.

54

OTHER THEORIES

C)B&-'-<$ D-##)&"&.$ 'his occurs when an individual experiences some degrees of mental discomfort resulting from incompatibility between two cognition.

S$,0 D$'$(%-&"'-)& T@$)(3 &t focuses on the importance of intrinsic motivation in driving human behavior. &t require active encouragement from the environment.

EF*-'3 T@$)(3

55

Equity theory of wor# motivation is based on the social exchange process. asically" the theory points out that people are motivated to maintain fair relationship between their performance and reward in comparison to others. 'here are two assumptions on which the theory wor#s< 1. &ndividuals ma#e contributions 5inputs7 for which they expect certain rewards 5outcomes7. C. &ndividuals decide whether or not" a particular exchange is satisfactory" by comparing their inputs and outcomes with those of others and try to rectify and inequality.

56

7ARIOUS TYPES OF INPUTS AND OUTCOMES I&4*'#

Efforts 'ime Education Experience 'raining &deas .bility 6ay 6romotion Recognition -ecurity 6ersonal =evelopment enefits ,riendship Opportunities

O*'.)%$#

Exchange Relationship between a personDs inputsFoutcomes in relation to those of other persons may be of three types < Overpaid Ine*uity : 6ersonDs outcomes 6ersonDs inputs &n this case" the person experience guilt feeling. U&+$(4"-+ I&$F*-'3: 6ersonDs outcomes 6ersonDs inputs OtherDs outcomes OtherDs inputs OtherDs outcomes OtherDs inputs

&n such a relationship" the person experiences dissonance. EF*-'3 : 6ersonDs outcomes 6ersonDs inputs
57

OtherDs outcomes OtherDs inputs

&n this case" the person experiences satisfaction.

T@$ -%4".' )0 -&$F*-'3 )& '@$ 4$(#)& -# "# 0),,)># :

P$(.$-<$+ I&$F*-'3

C($"'$# '$&#-)&

S'$4# '"2$& ') ($+*.$ T@-# '$&#-)&

O*'.)%$ "# E$@"<-)(

G)", S$''-&B T@$)(3

58

&t states individuals sometimes have a drive to reach a clearly defined end state. 'his End state is a reward in itself. &t is a affected by three features" difficulty and -pecificity.

H*%"& R$,"'-)& M)+$,

59

:ayo found that social contacts a wor#er has at the wor#place are very important .nd that boredom and repetitiveness of tas#s lead to reduced motivation. Ge elieved that wor#ers could be motivated by ac#nowledging their social needs and ma#ing them feel important. Ge named the model the (awthorne effect. 'he problem with his model is undue reliance on social contacts at wor# situation for motivating employees.

:c>aughlin suggests that there is an equation which gives a good model of the asic requirements and how they relate to each other to achieve the best staff 6erformance.

P$(0)(%"&.$ G AE-,-'3 H E00)(' H O(B"&-D"'-)&", S*44)('

60

H)> +) 3)* 0-&+ )*' >@"' "& $%4,)3$$# -# %)'-<"'$+ E3 I

61

'oday 34H of your employees are less motivated while 84H only put enough effort into their wor# to #eep their @ob. :any managers are not sure of the technique to use to motivate their staff. 'he best way to find what motivates your staff is to ask them directly. 'his may be done informally or during performance evaluations. ,ind out what heFshe wants from the organi%ation and what ma#es them happy. . happy employee will be more productive than an unhappy one.

.nother way to find what motivate your staff is to bring in an outside consulting agency. . consulting agency would be more ob@ective and it will allow for honesty. 'he evaluation can consist of personality assessments and surveys. 'he results are useful to management when deciding what motivation method will create results.

1@3 +) >$ #'"3 -& #)%$ .)%4"&-$# 0)( 3$"(# "&+ 3$"(#I
62

-I&#4-(-&B %"&"B$%$&'
-L$"(&-&B )(B"&-D"'-)& -G($"' >)(2-&B 4,".$?4$)4,$ -M)&$3I D)#$ -' %"''$( "0'$( ",,I &t is actually very simpleP the government pays miserably but nobody leaves. &t is the same in the *+" *-" (ermany or ,rance. 'he employees in &ndian (overnment may not wor#" but those in the other countries do. 'he tric# is to provide @ob security to employees and they will stay with you for generations. S)%$ .)%4"&-$# @"<$ #'"('$+ -%4,$%$&'-&B $%4,)3%$&' .)&'(".' E)&+# ') "(($#' "''(-'-)&J E*' '@"' ",#) @"# &)' #$$%$+ ') @$,4 .*(E '@$ "''(-'-)& ("'$#= +he voice of the employee is as critical as the voice of the customer, $orporations are efficient and effective in , out of the - "s, "ecruiting, "ecogni'ing, "ewarding, but NO+ in "etaining.

1@3 P$)4,$ L$"<$ 'he wor# can be monotonous and opportunities for career growth minimal. -urvey have listed )ight -hifts :oney &nability to handle various types of stress
63

 :onotonous wor# 9ompany 6olicies >ac# of career growth 6roblem with those in senior position

F-&+-&B '@$ C"*#$ 0)( A''(-'-)&

&f possible" have e%it interview to #now the reasons for resignation. &, a #ey employee resigns" it should be ta#en up on a priority basis and the senior :anagement should meet the employees to discuss his reason for leaving and evaluate whether his issues bear merit and whether they can be resolved.

P)-&'# '"2$& -&') C)&#-+$("'-)& A' '@$ T-%$ )0 R$.(*-'%$&'

-elect the right people through competency screening *se psychometric test to get people who wor# at night and handle the monotony. Offer an attractive" competitive" benefits pac#age. :a#e clear of performance enhanced incentives and other benefits. +eep these promises later.

64

65

PRODUCTS
:ade *6 Gome ,urnishing Gandicrafts (arments

!EDDING
Our edding collections have a sensory repast" in which colours" fabrics" weave and embroideries transform bed linen into a more luxurious statement

66

1INDO1 PANALS

67

THRO1S

68

PILLO1 CO7ERS

69

70

71

72

MOTI7ATION
:otivation can be defined as a concept used to describe the factors within an individual which arouse" maintain and channel behavior towards a goal. 'he word motivation is derived from motive that is defined as an active form of desire" craving or need that must be satisfied. .ll motives are directed towards goals. /efinition : :otivation represents an unsatisfied need which create a state of tension or disequilibrium" causing the individual to move in a goal directed pattern towards restoring a state of equilibrium. y satisfying the need. :otivated people are in a constant state of tension. 'his tension is relieved by drives towards an activity and outcomes. 'he greater the tension" the more activity will be needed to bring about relief and hence higher the motivation. 'hus the basic motivation process can be depicted as follows <

73

S@)>-&B !"#-. M)'-<"'-)& P().$##

U&#"'-#0-$+ N$$+

T$&#-)& )0 D-#$F*-,-E(-*%

A.'-)&J M)<$%$&' )0 !$@"<-)(

G)",J EF*-,-E(-*%

F$$+E".2J 4)##-E,$ %)+-0-."'-)& )0 *&#"'-#0-$+ &$$+

74

CONCEPT OF MOTI7ATION:
'he concept of motivation has B basic characteristics. 'here are as follows < 0fforts : 'he amount of effort put into the activity identifies the strength of the personal wor# related behavior. Gard wor# usually reflects high motivation. #ersistence : :otivation is a permanent and an integral part of a human being. &ts second characteristics is persistence in the efforts. &ts second of characteristics is persistence in the efforts. :otivation is continuously goal directed so that once a goal is achieved" a higher goal is selected and efforts are exercised towards this higher goal. /irections :
75

6ersistent hard wor# determines the quantity of effort while direction determines the quality of the anticipated output. .ll efforts are to be directed towards the organi%ation of goal.

76

METHODOLOGY

,irst four wee#s of the pro@ect was given in understanding the Employee :otivation $ retention system being used at R.=&.)' EK6OR' 6vt. >td. )oida and to understand the various procedures and complexities of it. 'his gave me the in2depth understanding of the system and was useful in understanding the problems in the system" based on which the questionnaire was prepared so that ma@or problems in the system could be identified and solutions for them could be implemented. 'he details of the research are2

DATA RESOURCES

'here are two sources through which data is collected.

77

P(-%"(3 D"'":- 6rimary data is collected through observation and ?uestionnaire. S$.)&+"(3 D"'": - oo#s" reports were used as a source of secondary data.

DATA COLLECTION METHOD

!3 OE#$(<"'-)&< 2 'his method implies the collection of information by way of investigators own observation without interviewing the respondent.

S$.)&+"(3 D"'": 2 .ll the data" which is already available. 'he reference of data" which has already been collected and analy%ed by someone else i.e. oo#s" Reviews" :anuals" .nnual reports of Radiant exports Research &nstrument .rea of Research 'ypes of =ata 9ollected ?uestionnaire )oida 6rimary =ata -econdary =ata SAMPLE SIZE2 18 SAMPLE UNIT-upervisors" Executives etc. TYPE OF RESEARCH78

Exploratory research RESEARCH INSTRUMENT?uestionnaire $ 6ersonal &nterview

79

O!KECTI7E OF STUDY
O!KECTI7E:2 'o analy%e the current status of Employee :otivation and Retention -ystem .t R.=&.)' EK6OR' 6vt. >td. )oida and to determine the areas of improvements in the system.

1. 'o study the employee motivation and retention in radiant exports. C. 'o observe and understand the practical wor# in the such giant organi%ation 5RE6>)7 B. 'he study of different department of 5 RE6>)7

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81

DATA ANALYSIS

NO /UESTION 1 A($ '@$ $%4,)3$$# & .)%4"&3 B)",# ",-B&$+I

ANALYSIS 3BH of employees agree that there goals are aligned with companyDs

ACTION TA EN

I# 3)*( >)(2 ."*#-&B #'($## -& 3)*( 4$(#)&", ,-0$I

88H of the employees are suffering from stress in their personal life due to their wor#

8 why analysis done

D) 3)* 0$$, <",*$+ E3 3)*( .)%4"&3I

91H of the employees feel valued by the company 88H of the employees are trying to identify new career option Job rotation alignment of person capability with his @ob profile

A($ 3)* '(3-&B ') -+$&'-03 N$> ."($$( O4'-)&I

D)$# @)&$#' & )4$& .)%%*&-."'-)& -&.($"#$

98H of the employees feel honest $ open communication will

82

3)*( %)'-<"'-)&I 0 D)$# ,$"+$(#@-4 .($"'$ " +-00$($&.$ -& 3)*( %)'-<"'-)& ,$<$,I

increase their motivation 98H of the employees feel honest $ open communication will increase their motivation

D) 3)* 0$$, 8 +"3 >)(2-&B >-,, -&.($"#$ 3)*( 4$(0)(%"&.$I

E9H of the employees feel 8 day wor#ing will increase their performance .cc" 'o 33H of employees their oos also needs to be motivated for their good performance E1H employees says they have their targets clearly defined oss of ECH of employees cont. encourages $ motivates them

6lanning for giving 8 -aturdayDs off

D) 3)* '@-&2 3)*( E)## ",#) &$$+# ') E$ %)'-<"'$+ 0)( 3)* ') >)(2 E$''$(I

:orning meeting by '>.

Y)*( '"(B$' "($ .,$"(,3 .)%%*&-."'$+ ') 3)*I

14

Y)*( E))# .)&'-&*)*#,3 $&.)*("B$# "&+ %)'-<"'$# 3)*I

.ward given for best performance in deptt.

11

D)$# 3)*( TL 0).*# )& 3)*( #'($&B'@ I

E1 H employees says their '> focus on their strength 8CH of employees said they donDt =evelopment centre have any career mapping in the organi%ation is started.

1C

D) 3)* @"<$ "&3 ."($$( M"44-&B -& 3)*( )(B"&-D"'-)&I

83

1B

I# '@$ .)%4"&3C# -&'$(&", -%"B$ .)&#-#'$&' >-'@ $A'$(&", I

8CH employees comment that companyDs internal image is not consistent with external

Open communication forum is established Eg2,eel free session .s# the 9EO

11

I# 4$(0)(%"&.$ "44("-#", #3#'$% )0 3)*( )(B"&-D"'-)& B))+ $&)*B@ ') %)'-<"'$ 3)*I

84H employees feel the performance appraisal system is good.

GO= to discuss with team members why they are given the proposed bonus.

18

D) 3)* B$' $&)*B@ ($.)B&-'-)& & ($>"(+# 0)( '@$ >)(2 3)* 4$(0)(%I

83H employees feel they get enough recognition $ rewards for their wor# 00H employees feel that the employeeDs scheme are good enough for them to give their best

10

A($ '@$ $%4,)3$$C# #.@$%$ B))+ $&)*B@ 0)( 3)* ') >)(2 E$''$(I

?uestion 1"B"8"0"9"11"18"10 are not a #ey point for employee motivation and retention as concluded from the survey" because employees are satisfied with the same so no counter measure is ta#en for these.

84

85

M*,'-4,$ C@)-.$ /*$#'-)&#

/1= D) 3)* 2&)> '@$ <-#-)& & %-##-)& )0 3)*( C)%4"&3I S(= a b c T@-&2-&B )ot #now 6artially #nown +nown N)= O0 $%4,)3$$ L 9 1E 3B

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ANALYSIS: 3BH of the employees #now 'he vision $ mission of 9ompany but 1EH it is partially

#nown.

/2=T",$&' ."& E$ ($'"-&$+ %"-&,3 S(= . T@-&2-&B 'hrough better selection 'hrough ob@ect assessment 9 'hrough monitoring them N)= O0 $%4,)3$$ L E B4 11

87

ANALYSIS: 0EH employees feel talent can be retained through ob@ective .ssessment $ BCH feel through monitoring them

/5= E%4,)3$$ ."& %"-&,3 E$ ($'"-&$+ E3 S(= T@-&2-&B N)= O0 $%4,)3$$ L

Gigh -alaries 'alent $ -#ill utili%ation

10 C8 C4 14
88

9 d

)urturing 'alent Employee $ family well being

.ny other

ANALYSIS: Employees can be retained by Gaving their talent $ s#ill *tili%ed" nurturing talent $ Offering them high salaries /6= 1@"' ($",,3 %)'-<"'$# 3)*I S(= T@-&2-&B N)= O0 $%4,)3$$ L

a b c d

. challenging @ob :a#ing money Empowerment Rewards2 ExtrinsicFintrinsic

C9 1B 18 1B

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e f

9ompany policies $ culture Gygiene factors5 wor#ing conditions7

14 11

ANALYSIS< . challenging @ob" empowerment $ ma#ing money motivates 00H " B1H $ B4H of employees respectively /8= I0 3$#J @)> ."& E)## E$ %)'-<"'$+I S(= T@-&2-&B N)= O0 $%4,)3$$ L

a b c d

;hen you offer your help -how commitment Offer compliment .ny Other

1 CC 3 B

90

ANALYSIS<84H employees feel their boss gets motivated when they show commitment $ 10 H says when they offer compliments /9= S.)($ '@$ $A'$&' 3)* $&M)3 3)*( >)(2 S(= T@-&2-&B N)= O0 $%4,)3$$ L

1 C B 1 8

>east En@oyable 6artially -atisfactory En@oyable Outstandingly en@oyable

91

C C 10 10 E

ANALYSIS: B0 H employees en@oy their wor# only up to satisfactory level

92

93

FINDINGS
3BH of the employees #now 'he vision $ mission of 9ompany but 1EH it is partially

#nown. 0EH employees feel talent can be retained through ob@ective .ssessment $ BCH feel through monitoring them.
Employees can be retained by Gaving their talent $ s#ill *tili%ed" nurturing talent $

Offering them high salaries . challenging @ob" empowerment $ ma#ing money motivates 00H " B1H $ B4H of employees respectively 84H employees feel their boss gets motivated when they show commitment $ 10 H says when they offer compliments B0 H employees en@oy their wor# only up to satisfactory level

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CONCLUSION
'hese things and many more 5li#e the level2field management7 mean that everyone feels 1included2 and loves the agency. 'hey all #now that they can2 and indeed are / ma#ing a difference to the way the agency wor#s and together we build our own great future. &f you can create an environment in which people feel challenged and stimulated" they en@oy what they are doing and produce better wor#. 3ork seems less like work. .dd in a great team and people feel li#e they are getting paid to turn up and sociali%e whilst doing something they are passionate about with people they li#e spending time with. .t that stage money is less important. .n added bonus as an employer is the quality level of the wor# as people put everything in to what they do.

96

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LIMITATIONS

.s no body and nothing is perfect in this world" in the same way no study can be considered as fully reliable at one glance. 'here are number of uncontrollable factors acting as limitations in conducting the study. -ome of such limitations encountered by me in this study are as follows

'he most important factor which limits the research is the time factor. & have very limited time to complete research.

'he next limitation is some respondents gave biased response for fear of their position in the company. 'his may have influenced the results.

'he sample si%e chosen is not sufficient it was small.

-ome respondents were not willing to give answers of the questionnaire.

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RECOMMENDATIONS T-4# 0)( E%4,)3$$# ') E$ H"443 "&+ M)'-<"'$+ "' 1)(2 P,".$
Avoid negative people and gossip / ,ind cowor#ers you li#e and en@oy spend your time with them. /o something you love every single day 4 Iou may or may not love your current @ob but if you do something you love every single day" your current @ob wonDt seem so bad. +ake charge of your own #rofessional and #ersonal /evelopment 4 .s# for specific and meaningful help from your boss. +ake "esponsibility for knowing what is (appening at work 4 6eople complain that they donDt receive enough communication and information about what is happening with their company" their departmentDs pro@ects or their cowor#ers. 6assive vessels" they wait for the boss to fill them up with #nowledge. ecause the boss is busy doing her @ob and she doesnDt #now what you donDt #now. -ee# out the information you need to wor# effectively. .ssertively request a wee#ly meeting with your boss and as# questions to learn. Ask for )eedback )re*uently 4 &f you feel positively about your performance" you @ust want to hear him ac#nowledge you. &f youDre not positive about your wor#" thin# about improving and ma#ing a sincere contribution. 'hen" as# your boss for feedbac#.

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 Make only commitments you can 5eep! One of the most serious causes of wor# stress and unhappiness is feeling to #eep commitments. 9reate a system of organi%ation and planning that enables you to assess your wor#" thin# about improving and ma#ing a since contribution. 'hen as# your boss for feedbac#. Make only commitments you can keep! One of the most serious causes of wor# stress and unhappiness is falling to #eep commitments. 9reate a system of organi%ation and planning that enables you to assess your ability to complete a requested commitment. &f your wor#load is exceeding your available time and energy" ma#e a comprehensive plan to as# the boss for help and resources. #ractice #rofessional $ourage 4 IouDve never been trained to participate in meaningful conflict" so you thin# of conflict as scary" harmful and hurtful. 9onflict can be all threeL done well" conflict can also help you accomplish your wor# mission and your personal vision. 9onflict can help you serve customer and create successful products.

101

1@"' )'@$( C)%4"&-$# "($ +)-&B 0)( E%4,)3$$ M)'-<"'-)& & R$'$&'-)&
#rovide )le%i! +ime with ,lexible wor#ing to Employees 5;or# from Gome7 o 'his will provide employees to wor# when and where it suits them" by using mobile and wireless technology to wor# at multiple times and locations. o Guge cost of rental space is saved. &ervicing 0mployees o 9oncierge -ervice / ,or movie 'ic#ets" *tility bills" Rail 'ic#ets" 9redit 9ard" Gelp des# operates during >unch hour. $are for )amily o 6aternity and maternity leave benefits to employees / -pecial C months paid leave in case of child adoption. )ridays67 o Every ,riday tal#s and discussions covering a gamut of issues ranging from parenting to stress management are held on company premises. Gobbies are encouraged one popular session on choosing your life partner was held. $hoose 8our boss

102

o 'he technology firm has empowered employees to choose their boss reflecting the company non2hierarchical structure. 'he process helps the team to find the right boss / the team interviews the managerial candidate to understand his bac#ground" cultural fit and the #ind of support he will extend towards the team and his openness to new ideas. Musical Mondays o Every :onday is a musical show / Gidden talent that often goes unnoticed is reflected in these programmes. #ursue your #et Ideas for one day in a wee# o ,or )urturing passion employee are given right to ta#e time out from their regular activity to purse their pet idea. o 'hey can also contribute time to other company pro@ects. &mbibe wor# culture of research and innovation / -urf on net 9 : A &ession o ;here staff ma#e presentations about things they thin# are important to them 5and then we discuss7.

103

/*-.2 L-#' )0 S*BB$#'-)&# 0)( M)'-<"'-&B $%4,)3$$#

"ecogni'e individual differences Match people to ;obs Individuali'e rewards <ink rewards to performance $heck the system for e*uity /on2t ignore money Involve employees in decision! making process 5eep employees informed Be aware of the morale level of your employees Maintain an open!door policy /evelop a caring attitude Be sure to listen Always treat your employees with respect Ask for suggestions ive constructive criticism

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 "ecogni'e your employees <isten to and deal effectively with employee complaints A direct link between the goals of the employee and those of the organi'ation 4 ;hen meeting with the employee to discuss his or her goals and ob@ectives" it is helpful to share with them the importance of their contribution to the organi%ation and to guide them to choose goals that align nicely with those of the company. 3alks 8our +alk / &f you expect your employees to arrive early" then you arrive early. &f you expect your employees to #eep their promises" you #eep your promises. &f you want your employees to #eep to high standards" you #eep to high standards. (elp 0mployees &ucceed / &t is your @ob to understand your employeeDs strengths and wea#ness so that you can put them in the best position to succeed. =esign tasks and environments to be consistent with the employee2s needs / ;hat may satisfy one person may not satisfy another. 'he observant manager is aware of the more basic needs of the employee such as affiliation" approval and achievement. $ritici'e behavior, not people / . person can do a tas# poorly and still be a valuable employee. .lways remember to respect the individual. 'oo many people are inappropriately labeled dumb!" incompetent! or unqualified!. e sure to address

behavior not attitude. :anagers often have difficulty distinguishing between attitude and behavior.

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S*BB$#'-)&# 0)( R$'"-&-&B E%4,)3$$#

Arrest Poaching at the senior level o -pecial employee retention and loyalty pac#ages that binds employee emotionally or monetarily Constantly Training for Career Growth o (uru#ul 6rogram where each staff even at the lowest level has to undergo certain mandated hours of 'raining Global Racing Star Event o B =ays Residential 6rogram for employee 9hildren 1B21E Iears are groomed in presentation" behavioral and attitudinal s#ills Global rotation Plan o Every 1E2C1 :onths employee can actively loo# for a @ob change / Aarious technologies" (eographies and verticals o 9hallenges at wor#2place and growth opportunities Sleepy Hour during Wor o 18 :inutes post >unch )ap / for refreshing 5-leep anywhere bring mattress7 !sing Hu"or to Retain E"ployees
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o &n todayDs uncertain wor# environment" humor isnDt an option" itDs necessary. ;hen employees clown around theyDre not wasting valuable time" theyDre ma#ing use of one of the few tools available to increase and maintain their group spirit. >aughter may not change reality" but it can certainly help people survive it. Provide #eedbac That Has an $"pact Wor %&ife 'alance o :a#e wor#Flife balance a recogni%ed organi%ational value. o :anagement should try to serve as role models for wor#Flife balance. o Reduce organi%ational inefficiencies that drain employee time $ energy o 6rovide employee with scheduling flexibility Pay Satisfaction ( its lin with Perfor"ance o Establish and communicate the organi%ationDs pay philosophy. o 9onduct salary surveys to ma#e certain the pay levels are appropriate. o 9arefully script the messages supervisors transmit to employees about pay. o :a#e sure performance reviews are conducted. o *se other types of rewards for good performers as well" such as recognition" opportunities for training" and interesting wor# assignments. Ade)uate Staffing &evels
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o 9onduct staffing audits to ma#e certain staffing levels match the wor# load. o ;hen appropriate" quic#ly replace departing employees. o =evelop innovative recruiting methods. $ncreasing E"ployee Retention Through E"ployee Engage"ent o 'he primary behaviors of engaged employees are spea#ing positively about the organi%ation to cowor#ers" potential employees and customers" having a strong desire to be a member of the organi%ation and exerting extra effort to contribute to the organi%ationDs success. 'he employee engagement process does require a two2 way relationship between employer and employee. Engaged employees also normally perform better and are more motivated. $nvest as "uch as possible in the growth and develop"ent of your people. )othing gives an individual a greater sense of satisfaction than growth. &f employer invests in growth of employee" they become more capable of earning more money and sense of loyalty increases bFc they associate the growth with the company that facilitated it.

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!I!LIOGRAPHY
GR= )ewsletter 5)ew Era of GR7 &ndian :anagement Organi%ation ehavior by / -tephen 6. Robins Organi%ation ehavior by / >.:. 6rasad Organi%ation ehavior by / J.-. 9handan www.motivate2employee.com www.employeebenefits.co.u# www.1CBoye.com www.motivatingandretainingemployees.com www.highretention.com www.humanresources.about.com

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ANNEXURE

NEMPLOYEE MOTI7ATION AND RETENTION ANALYSIS AND IMPRO7EMENTO

O!KECTI7E: 'o analy%e the current status of Employee :otivation and Retention -ystem at RE6>) (reater )oida and to determine the areas of improvements in the system.

INSTRUCTIONS< 5i7 5ii7 +indly answer all the questions mentioned in this questionnaire. ,eel free to give your suggestions wherever required. Y)*( +"'" >-,, E$ 2$4' CONFIDENTIAL=

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/UESTIONNAIRE
=epartment =esignation .ge < < < PPPPPPPPPPPPPPP PPPPPPPPPPPPPPP PPPPPPPPPPPPPPP

I&+-<-+*", R$,"'$+ /#=

1. =o you the vision $ mission of your company / a. )ot #nown b. 6artially #nown c. +nown C. -core the extent you en@oy your wor# 5eg 1"C"B upto 87 B. .re the employees $ company goals aligned M a. Ies b. )o 1. &s your wor# causing stress in your personal life M a. Ies b. )o
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8. =o you feel valued by your company F a. Ies b. )o 0. .re you trying to identify new career option M a. Ies b. )o 3. =oes honest $ open communication increase your motivation M a. Ies b. )o E. =oes leadership create a difference in your motivation level M a. Ies b. )o 9. =o you feel 0 day wee#Flong wor#ing hrs decrease your performance M a. Ies b. )o 14. 'alent can be retained mainly

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a. 'hrough better selection b. 'hough ob@ective assessment 5training $ development7 c. 'hrough monitoring them 11. Employee can mainly be retained by a. Gigh -alaries b. 'alent $ -#ill utili%ation c. )urturing talent d. Employee $ ,amily well being e. .ny other 1C. ;hat really motivates you M 5tic# 1 or more7 a. . challenging @ob 5by @ob rotation7 b. :a#ing money c. Empowerment d. Rewards2extrinsicFintrinsic e. 9ompany policies $ culture f. Gygiene factors 5wor#ing conditions7

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1B. Radiant is doing lot to motivate $ retain their employees" what else can be done M 22222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222 22222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222 22222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222 222

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!)## R$,"'$+ /#=

1. =o you thin# your boss also needs to be motivated" for you to wor# better M a. Ies b. )o C. &f yes how can be motivated M a. ;hen you offer your help b. -how commitment c. Offer compliment d. .ny other 2222222222222222222222222222222222222222222222222222 B. Iour target are clearly communicated to you M a. Ies b. )o 1. Iour boss continuously encourages and motivates you M a. Ies b. )o 8. =oes Iour '> focus on your strength M
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O(B"&-D"'-)& R$,"'$+ /#= 1. =o you have any carrier :apping in your organi%ation M a. Ies b. )o C. &s the companyDs internal image consistent with external M a. Ies b. )o B. &s the performance appraisal system of your organi%ation is good enough to motivate you M a. Ies b. )o 1. =o you get enough recognition $ rewards for the wor# you perform M a. Ies b. )o 8. .re the employees scheme good enough for you to wor# better M 59ar scheme" -cholarship scheme" >oan scheme2 -oft loan" :arriage benefit7 a. Ies
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b. )o

AND FINALLY PPPPPPPPPPP -ome >ines used in Radiant Export to motivate its HUMAN RESOUCE /
GREAT CHALLENGESJ GREAT PERFORMANCE GREAT COMPANYJ GREAT PEOPLE 1E ARE THE !EST FAST INNO7ATIONJ FAST GRO1TH CUSTOMER SATISFACTION IS OUR ATM CHALLENGING AND KOYFUL RADIANT EXPORT LEAD THE MAR ETJ CREATE THE MAR ET MY KO!J MY RADIANT EXPORTJ MY FAMILY

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