Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
ON
ACADEMIC SESSION
(2014-2017)
INMANTEC
[1]
DECLARATION
I hereby declare that study of A Study of Employee Motivation in Hindustan Uniliver Ltd.
has been exclusively done by me for the degree of Bachelor in Business Administration not for
any other degree, diploma or fellowship. This is my own study done under the guidance of guide
and managers of the company.
Date:
Place :
Deepa Sharma
BBA-VIth Sem.
[2]
ACKNOWLEDGEMENT
I want to thank to those people to whom whenever I approached for help they gave me their
valuable time. First of all I want to take the opportunity to give my sincere thanks to HR
manager of HINDUSTAN UNILEVER LIMITED under whose able guidance and kind
cooperation I was able to complete the project.
I also want to thank Mr. Ashish Upadhaye (HR Executive) and all the employees of Hindustan
Unilever Ltd. for their cooperation and suggestion given to me during my training period.
Further I would like to thanks my Institute for giving the opportunity to interact with the
corporate world.
All the employees of Hindustan Unilever Ltd deserve special thanks for their cooperation and
help in the collection of necessary and relevant material for this work.
Also, I thank and remember all the members of company, for their effort and helping hand. Every
effort has been made to enhance the quality of work.
(DEEPA SHARMA)
[3]
PREFACE
which will motivate the employees and the organizational functions in Hindustan
Unilever Limited.
TABLE OF CONTENTS
[4]
S. No. Name of Chapter Page No.
1. Executive Summary 6-7
2. Introduction 8-10
3. Company profile 11-34
4. Theoretical Background 35-48
5. Objective of Study 49-51
6. Research Methodology 52-55
7. Data Analysis & Findings 56-72
8. Limitations 73-74
9. Suggestions 75-76
10. Conclusion 77-78
11. Bibliography 79-80
12. Appendices 81-84
[5]
CHAPTER - 1
EXECUTIVE SUMMARY
[6]
EXECUTIVE SUMMARY
Motivation in simple terms may be understood as the set of forces that cause people to
behave in certain ways. A motivated employee generally is more quality oriented. Highly
motivated worker are more productive than apathetic worker one reason why motivation is
a difficult task is that the workforce is changing. Employees join organizations with different
needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are
different. Not many organizations have understood these and not many HR experts are clear about
the ways of motivating such diverse work force. Now days employees have been hired, trained
and remunerated they need to be motivated for better performance. Motivation in simple
terms may be understood as the set or forces that cause people to behave certain ways.
The primary objective of the study is to study the important factors which are needed to motivate
the employees & their performance in Hindustan Unilever Limited.
Research Methodology about the population or phenomenon being studied. Descriptive research
answers the questions who, what, where, when and how. Although the data description is factual,
accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive
research cannot be used to create a causal relationship, where one variable affects another. In
other words, descriptive research can be said to have a low requirement for internal validity.
While analyzing the data it has been found that HUL has a well defined organization structure.
There is a harmonious relationship is exist in the organization between employees and
management.
The employees are really motivated by the management. They are satisfied with the present
incentive plan and rewards scheme of the company. Most of the workers agreed that the company
is eager in recognizing and acknowledging their work. The study reveals that there is a good
relationship exists among employees.
The major suggestions has been given on the basis of findings are to measure the effectiveness of
motivational schemes in the employees of HUL & also the relationship of motivation to the
effectiveness and efficiency of their work.
The project describes the above mentioned points in detail.
[7]
CHAPTER - 2
INTRODUCTION
[8]
INTRODUCTION
The factory manager heads the factory comprising a team of 4 managers, 23 officers, 22
Commercial Assistant and 441 workmen. The age profile of the workmen is about 41
years. All of them are skilled and have a technical training. A large number of them have
Shift Pattern: The factory works round the year in three shifts. There is a general shift
Studying, personality development etc. Family Day was celebrated with great
the sense of belongingness amongst the employees and their families. Cultural
the relationship stronger. Many effort were done through the In-house trainings
to enhance the personal skills and capabilities, Computer trainings courses were
computers skills. At Etah HUL emphasis are also given to the CSR activities like
the Educational and health camps in nearby villages, Road & safety programs for
[9]
2, 5%
5, 12%
3, 7%
1, 2%
4, 10% 8TH CLASS
HIGH SCHOOL
4, 10%
INTERMEDIATE
2, 5% B.A.
I.T.I.
1, 2% ELECTRICIAN
I.T.I. FITTER
I.T.I. RAC
I.T.I. WELDER
I.T.I.ELECTRONI
11, 27% 8, 20% CS
I.T.I.WIREMEN
The workmen in the factory are being continuously trained to handle at least 3-4
jobs, so as to increase the flexibility of deployment of the manpower. This
required designing of innovative Reward and Recognition practices (viz. Best
employee Scheme, OPL/Kaizen Awards, Multi Skill Allowance etc.) and
building acceptance to the concept of Multi-Skilling.
A conscious effort was made to encourage the experienced and semi-skilled
workmen (non ITI) to take up skilled operations like machine operation,
maintenance & processing etc. They were provided inputs both on the job and
off the job by trained & experienced faculty on the fundamentals of skilled
operations.
[10]
Chapter - 3
COMPANY PROFILE
[11]
COMPANY PROFILE
Hindustan Unilever Limited (abbreviated to HUL) (BSE: HUL) formerly Hindustan Lever
Limited, is Indias largest consumer products company and has an annual turnover of over Rs
13,000 crores (calendar year 2007). It was formed in 1933 as Lever Brothers India Limited
and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers,
Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd.. It is headquartered in Mumbai,
India and has employee strength of over 15,000 employees and contributes for indirect
employment of over 52,000 people. The company was renamed in late June 2007 to
Hindustan Unilever Limited.
In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25
years by Business World, one of Indias leading business magazines. The rating was based on
a compilation of the magazines annual survey of Indias Most Reputed Companies over the
past 25 years. HUL is the market leader in Indian consumer products with presence in over 20
consumer categories such as Soaps, Tea, Detergents and Shampoos amongst others with over
700 million Indian consumers using its products. It has over 35 brands. Sixteen of HULs
brands featured in the AC Nielsen-Brand Equity list of 100 Most Trusted Brands Annual
Survey (2008). According to Brand Equity, HUL has the largest number of brands in the Most
Trusted Brands List. Its a company that has consistently had the largest number of brands in
the Top 50 and in the Top 10 (with 4 brands).
Hindustan Unilever distribution covers over 1 million retails outlets across India directly and
its products are available in over 6.3 million outlets in India, i.e. nearly 80% of the retail
outlets in India. It has 39 factories in the country. Two out of three Indians use the companys
products and HUL products have the largest consumer ssreach being available in over 80 per
cent of consumer homes across India.
The Anglo-Dutch company Unilever owns a majority stake (52%) in Hindustan Unilever
Limited. HUL was one of the eight Indian companies to be featured on the Forbes list of
Worlds Most Reputed companies in 2007.
History - Chronology
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap
bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of
marketing branded Fast Moving Consumer Goods (FMCG).
Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.
Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.
[12]
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited
(1935).
These three companies merged to form HUL in November 1956; HUL offered 10% of its
equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever
now holds 52.10% equity in the company. The rest of the shareholding is distributed among
about 360,675 individual shareholders and financial institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had
launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was
formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition.
The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972
and in 1977 Lipton Tea (India) Limited was incorporated.
Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold
through an international acquisition of Chesebrough Pond's USA in 1986.
Since the very early years, HUL has vigorously responded to the stimulus of economic
growth. The growth process has been accompanied by judicious diversification, always in line
with Indian opinions and aspirations.
The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in
HUL's and the Group's growth curve. Removal of the regulatory framework allowed the
company to explore every single product and opportunity segment, without any constraints on
production capacity.
Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most
visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills
Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1995, HUL and yet
another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever
Limited, to market Lakme's market-leading cosmetics and other appropriate products of both
the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its
50% stake in the joint venture to the company.
The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods
and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods,
with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the
UB Group and the Dollops Icecream business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in July 1993, Brooke Bond
India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling
greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed
[13]
BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company
entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the
Milkfood 100% Icecream marketing and distribution rights too were acquired.
Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal
restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The
two companies had significant overlaps in Personal Products, Speciality Chemicals and
Exports businesses, besides a common distribution system since 1993 for Personal Products.
The two also had a common management pool and a technology base. The amalgamation was
done to ensure for the Group, benefits from scale economies both in domestic and export
markets and enable it to fund investments required for aggressively building new categories.
In January 2000, in a historic step, the government decided to award 74 per cent equity in
Modern Foods to HUL, thereby beginning the divestment of government equity in public
sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic
extension of the company's wheat business. In 2002, HUL acquired the government's
remaining stake in Modern Foods.
In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the
Amalgam Group of Companies, a leader in value added Marine Products export
CORPORATE PURPOSE
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene and
personal care with brands that help people feel good, look good and get more out of life.
Our deep roots in local cultures and markets around the world give us our strong relationship with
consumers and are the foundation for our future growth. We will bring our wealth of knowledge
and international expertise to the service of local consumers - a truly multi-local multinational.
Our long-term success requires a total commitment to exceptional standards of performance and
productivity, to working together effectively, and to a willingness to embrace new ideas and learn
continuously.
To succeed also requires, we believe, the highest standards of corporate behaviour towards
everyone we work with, the communities we touch, and the environment on which we have an
impact.
This is our road to sustainable, profitable growth, creating long-term value for our shareholders,
our people, and our business partners.
HUL has traditionally been a company, which incorporates latest technology in all its
operations. The Hindustan Unilever Research Centre (HURC) was set up in 1958, and now
[14]
has facilities in Mumbai and Bangalore. HURC and the Global Technology Centres in India
have over 200 highly qualified scientists and technologists, many with post-doctoral
experience acquired in the US and Europe.
HUL believes that an organisation's worth is also in the service it renders to the community.
HUL is focusing on health & hygiene education, women empowerment, and water
management. It is also involved in education and rehabilitation of special or underprivileged
children, care for the destitute and HIV-positive, and rural development. HUL has also
responded in case of national calamities / adversities and contributes through various welfare
measures, most recent being the village built by HUL in earthquake affected Gujarat, and
relief & rehabilitation after the Tsunami caused devastation in South India.
In 2001, the company embarked on an ambitious programme, Shakti. Through Shakti, HUL is
creating micro-enterprise opportunities for rural women, thereby improving their livelihood
and the standard of living in rural communities. Shakti also includes health and hygiene
education through the Shakti Vani Programme, and creating access to relevant information
through the iShakti community portal. The program now covers 15 states in India and has over
45,000 women entrepreneurs in its fold, reaching out to 135,000 villages and directly reaching
to 150 million rural consumers. By the end of 2010, Shakti aims to have 100,000 Shakti
entrepreneurs covering 500,000 villages, touching the lives of over 600 million people.
HUL is also running a rural health programme Lifebuoy Swasthya Chetana. The programme
endeavours to induce adoption of hygienic practices among rural Indians and aims to bring
down the incidence of diarrhoea. It has already touched 84.6 million people in approximately
43890 villages of 8 states. The vision is to make a billion Indians feel safe and secure.
Hindustan Lever Limited (HLL) is India's leading consumer goods supplier, with a focus on
the Fast-Moving Consumer Goods (FMCG) category that includes detergents, soap, shampoo,
deodorant, toothpaste, and other personal care items, and cosmetics. HLL's personal care
brands include soap brands such as Lux, Lifebuoy, Liril, Breeze, Dove, Pear's, and Rexona;
shampoos and hair coloring brands including Sunsilk Naturals and Clinic; skin care brands
Fair & Lovely and Pond's; and oral care brands Pepsodent and Close-Up. The company's
cosmetic line is led by the Lakme brand; HLL also produces a line of Ayurvedic personal and
healthcare items under the Ayush brand. In addition to the FMCG segment, HLL has
developed a line of food items, primarily under the Kissan and Knorr Annapurna brands, as
well as the ice cream brand Kwality Wall's. In the early 2000s, HLL also acquired baked
goods producer Modern Food Industries. In addition to its domestic brand family, HLL sells
bulk foods, including maize, rice, salt, and atta. HLL is also an active exporter, shipping its
FMCG and food brands, as well as rice; marine products including surimi, shrimp, crabsticks,
and others; and castor oil. HLL has completed a restructuring of its business in the first half of
[15]
the 2000s, streamlining its brand portfolio, from 110 brands to 35 "power" brands, while
exiting a number of businesses, such as teas (sold to the Woodbriar Group in 2006) and
specialty chemicals. HLL maintains a strong manufacturing presence in India, with some 80
factories located throughout the country; the company also subcontracts to more than 150
third-party producers. HLL is itself a subsidiary of Unilever, which controls 51.55 percent of
the group. HLL is listed on the Mumbai Stock Exchange.
[16]
almost entirely by foreign and, in large part, European management, to one staffed primarily
by Indians. This effort began in 1942, when the company began training Indians for its junior
and then senior management positions. By 1951, the company appointed an Indian, Prakash
Tandon, to the managing director's position. Tandon led the merger of the three Indian
subsidiaries into a single entity, Hindustan Lever Limited (HLL), in 1956. By the end of the
decade, Tandon had taken over the chairman's position as well. By then, nearly all of the
group's management positions were filled by Indians. HLL was then taken public, as Unilever
reduced its stake in the company in favor of domestic shareholders. By 1980, Unilever's stake
in HLL had dropped to less than 52 percent.
National Consumer Goods Giant in the Second Half of the 20th Century
HLL already produced a wide range of consumer goods for the Indian market by the early
1960s. In 1962, the company launched its own export operations as well, in a move made in
part to bring foreign exchange capital into the struggling Indian economy. HLL's exports
reflected the company's own multifaceted operations. In addition to producing and supplying
raw materials and finished products, including a number of specialty chemicals and tea, in the
support of the international Unilever brand family, HLL also developed a bulk goods export
business. For this the company focused on Indian-specific goods, such as castor oil, Basmati
rice, and a variety of marine products, including shrimp and surimi.
HLL set up a new headquarters in Mumbai in 1963. The following year, the company entered
the dairy industry, establishing its Etah dairy and launching the Anik brand of ghee (a
prepared butter product used in Indian cooking). The company also began producing animal
feed that year. Meanwhile, HLL launched a new shampoo, Sunsilk, for the Indian market. By
the end of the decade, HLL had launched a number of other successful brands, including
Signal toothpaste, Taj Mahal tea, Bru coffee, and Clinic shampoo, launched in 1971. By then,
the company had firmly established itself as the leading producer of so-called "fast-moving
consumer goods."
Part of the company's success came from its highly active sales network. A significant
proportion of India's population, which would top one billion before the dawn of the 21st
century, still lived in rural regions and in extreme poverty. For much of this population,
personal care products remained luxury items. Yet the company recognized the importance of
building its brands in this region as well, and as such the company developed a vast sales
network. Much of this network was based on an army of independent, direct sales agents, who
hawked the company's products in the country's more than 150,000 villages.
Into the 1970s, HLL also began diversifying beyond its consumer goods operations. The
company opened the Hindustan Lever Research Center, in Mumbai, in 1967. This led the
group to begin producing fine chemicals in 1969. By 1971, the company had received
[17]
permission from Unilever to enter the production of industrial chemicals. The company began
construction of a pilot plant for this operation in Taloja in 1974. This unit was completed in
1976. In that year, HLL launched the construction of a larger chemicals complex, at Haldia.
That facility began producing sodium tripolyphosphate in 1979. The production of these
chemicals enabled HLL to begin producing synthetic detergents at Jammu in 1977.
Through the 1980s, HLL continued to develop its businesses. In 1986, the company set up an
agri-products business, based in Hyderabad, which began producing hybrid seeds that year.
HLL also added a new soap production facility in Khamgaon, and a personal products factory
in Yavatmal that year.
HLL's growth had nonetheless been limited by restrictions put into place by the Indian
government's quasi-socialist economic policies. In 1991, however, in the face of a major
economic crisis, the government was forced to liberalize the country's economy. This opened
up a new era of opportunity for HLL.
Power Brand Focus into the 21st Century
A major step forward for the group came in 1993, when the company acquired its leading
rival, Tata Oil Mills. By then, HLL also had met with success in the detergents category, with
the launch of its Surf Ultra brand. This brand targeted the country's middle class, which, with
the liberalization of the country's economy, was also becoming one of the fastest growing
segments of India's population. In a further move to target this population, the company
launched a new, high-end detergent brand, Surf Excel, in 1996.
By the mid-1990s, HLL's revenues had topped $540 million. The company also had launched
its first foreign subsidiary, establishing Nepal Lever Limited. That unit began producing soaps
and detergents and other products within the HLL brand family, both for the Indian and Nepal
market, as well as for the larger export market.
HLL also began developing a series of joint venture partnerships in the 1990s. In 1995, the
company teamed up with Tata, this time forming a 50-50 joint venture with Tata's Lakme
cosmetics group. HLL bought the Lakme brand family just three years later, taking full control
of Lakme Lever. By then, the company also had formed a joint venture with Kimberly-Clark,
which began marketing the Huggies diaper and Kotex sanitary pad brands in India.
HLL also deepened its food brands during the 1990s and into the 2000s. The company
acquired Kwality and Milkfood, which included the Kwality Wall's ice cream brand. In 2000,
HLL marked the beginning of a new era in India's economy, when it acquired 74 percent of
Modern Food Industries Limited. A major baked goods business in India, Modern Food had
previously been owned by the Indian government, and marked HLL's extension into an
entirely new product category. HLL subsequently acquired full control of Modern Food in
2002.
[18]
By then, HLL appeared to have once again moved into a growth phase, posting revenue gains
of 9 percent, and net profit growth of some 23 percent, over the previous year. HLL also
prepared to enter a new management era; in 2006, the company appointed Douglas Baillie,
who previously headed Unilever's operations in Africa, as the company's CEO. That
appointment placed a non-Indian at the head of the company for the first time in more than 40
years. HLL appeared certain to clean up in India's consumer goods market for decades to
come.
Principal Subsidiaries
Bon Limited; Daverashola Tea Company Limited; Hindlever Trust Limited; Indexport
Limited; Indigo Lever Shared Services Limited; International Fisheries Limited; KICM
(Madras) Limited; Kimberly-Clark Lever Private Limited (50%); Lever India Exports
Limited; Levers Associated Trust Limited; Levindra Trust Limited; Lipton India Exports
Limited; Merryweather Food Products Limited; Modern Food and Nutrition Industries
Limited; Modern Food Industries (India) Limited; Nepal Lever Limited (Nepal) (80%); Ponds
Exports Limited; Quest International India Limited (49%); Thiashola Tea Company Limited;
TOC Disinfectants Limited.
Principal Competitors
Nirma Ltd.; Jocil Ltd.; Nahar Industrial Enterprises Ltd.; Shrihari Laboratories P Ltd.; Ruchi
Infrastructure Ltd.; Procter & Gamble Hygiene and Healthcare Ltd.; Amrit Banaspati
Company Ltd.; Henkel SPIC India Ltd.; K S Oils Ltd.;
[19]
WELFARE
In order to ensure the welfare of workers, appropriate provisions have been made under
Section 46 of the Factories Act, 1948. Under these provisions State Governments are
empowered to frame Rules requiring that in every factory, wherein more than two hundred
fifty workers are ordinarily employed, the occupier for the use of workers shall maintain a
canteen. Similarly, Section 47 envisages that every factory, wherein more than one hundred
fifty workers are ordinarily employed, adequate and suitable shelters or rest rooms and a
lunchroom with the provisions of drinking water, where workers can take meals, should be
provided and maintained for the use of workers. Section 48 provides that in every factory,
wherein more than thirty women are ordinarily employed should be provided and maintained a
suitable room for the use of children under the age of six years of such women workers. The
information relating to canteens, crches, shelters and lunch rooms by States and Industries for
the year 2002 has been presented in Table 8.1 and 8.2. Most of the factories in all the
States/U.Ts except Goa and Tripura, even though all of them were not statutorily required to
provide Canteen, Creche and Shelter or rest rooms etc, provided these facilities.
[20]
COMPANY PROFILE
Overview
The Factory was commissioned in 1996 for the manufacture of instant tea as a
100% EOU. It manufactures Cold Water Soluble (CWS) and Hot Water Soluble
(HWS) Instant Tea. The powders are exported to customers across the world.
Etah is 200 Km east of Delhi on the Delhi-Kanpur GT Road, and the factory is
situated in a Seven Acre plot (the site is leased out from M/s. Anik Industries
private Limited), which is 3.5 Km from Etah town in the Etah-Kasganj main
road.
Initially this factory started production of Cold water Soluble (CEY DARK &
CEY BRITE) and Hot water Soluble (HIT).
The factory is ISO 9000 certified.
In the last three years unit has faced lots of challenges and meets the business
demand by successfully stabilizing the new products like Saint & IGT for Europe.
Year Event
1995: Factory set up.
1996 Production Started
1998: Inception of Union
1999: Sale of HLL Etah Dairy to Nutricia
2000: First Long term Settlement
2002: Certification from BVQI
2004: Second Long term settlement
2005: Implementation of Du Pont safety
2006: Introduction of new product (saint)
2007: Introduction of Instant green tea
IR Condition in HUL Etah
Initially Etah was a cluster of three HUL factories i.e. Etah Dairy (now sold), Etah Instant
Tea (IT) Factory (100% EOU) and the Etah Tea factory. IT unit is only 3 km away from
the Etah Tea packing unit. Instant Tea, though falls under a different business but has
commonality in terms of employees base and the geographical proximity. The Union is a
registered union and has got the external affiliation with Bhartiya mazdoor Sangh (BMS).
[21]
The union and management relations are very cordial and union exhibit the mature
behavior in running the daily business of the factory
Business Outlook:
(A) Flexibility
HUL Etah has increased the no of shifts and the change over time to meet the
targets of the production which all comes from the across the world for catering
there instant tea business. But with introduction of these products and proving the
manufacturing capability, Etah is capable of producing all varieties of Instant Tea
Powder.
With the demand for increased flexibility, the challenge has been to manage
frequent changeovers effectively in order to deliver business requirements
promptly.
(B) Quality
In spite of having complex process, Etah Factory, always tried to achieve high
standards in quality.
The factory is ISO 9001-2000 certified by BVQI and always tries to maintain
high standards of quality. With the implementation of the various elements of
UQCSRM guidelines & new Quality PHC systems, the factory has been able to
consistently better its performance on the quality front. The factory cleared the
UQCSRM Audit with an A rating and ISO 9001-2000 .
(C) Safety
[22]
MILESTONES
YEAR MILESTONES
1925 Lever Brothers gets full control of North West Soap Company.
Application made for setting up soap factory next to the Vanaspati factory at
1933
Sewri; Lever Brothers India Limited incorporated on October 17.
[23]
1937 Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM.
Unilever takes firm decision to "train Indians to take over junior and senior
1942
management positions instead of Europeans".
Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and
1951
Ghaziabad Vanaspati factories bought.
Three companies merge to form Hindustan Unilever Limited, with 10% Indian
1956
equity participation.
Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205
1961
managers are Indians.
Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk
1964
shampoo launched.
Lever's baby food, more new foods introduced; Nickel catalyst production
1966
begins; Indian shareholding increases to 15%. Statutory price control on
[24]
Vanaspati; Taj Mahal tea launched.
Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine
1968
Chemicals Unit commissioned at Andheri; informal price control on soap begins.
1969 Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched
Pilot plant for industrial chemicals at Taloja; informal price control on soaps
1974
withdrawn; Liril marketed.
Ten-year modernisation plan for soaps and detergent plants; Jammu project work
1975 begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up
toothpaste launched.
1978 Indian shareholding increases to 34%; Fair & Lovely skin cream launched.
[25]
1991 Surf Ultra detergent launched.
HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the
company with effect from April 1, 1993, the biggest such in Indian industry till
1993
that time. Merger ultimately accomplished in December 1994; Launch of Vim
bar; Kissan acquired from the UB Group.
HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint venture - Lakme
1995 Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as
Super Star Trading House.
Group company, Pond's India Ltd., merges with HUL with effect from January 1,
1998 1998. HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in
Lakme Lever Ltd.
Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the
2000 Unilever Board; HUL acquires 74% stake in Modern Food Industries Ltd., the
first public sector company to be disinvested by the Government of India.
HUL enters Ayurvedic health & beauty centre category with the Ayush range and
2002
Ayush Therapy Centres.
[26]
Company name formally changed to Hindustan Unilever Limited after receiving
2007 the approval of share holders during the 74th AGM on 18 May 2007
Sales of Brooke Bond and Surf Excel each cross the Rs 1,000 crore mark
[27]
ORGANISATION STRUCTURE
FACTORY MANAGER
QUALITY ASSISTANT
1
LAB ASSISTANT
1
MANUFACTURING
COMMERCIAL
FACTORY ENGINEER HR MANAGER
MANAGER
MANAGER
FITTERS/ELECTRICIAN/
TECHNICIANS STORE INCHARGE
6 1
[28]
MISSION & VISION
MISSION
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene,
and personal care with brands that help people feel good, look good and get more out of life.
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene,
and personal care with brands that help people feel good, look good and get more out of life.
VISION:
To earn the love and respect of India by making a real difference to every Indian
[29]
PERFORMANCE IMPROVEMENT
People will do always that work what they want to do or otherwise motivated to
do. Whether it is to excel on the workshop floor or in the 'ivory tower' they
must be motivated or driven to it, either by themselves or through external
stimulus. Are they born with the self-motivation or drive? Yes and no. If no,
they can be motivated, for motivation is a skill which can and must be learnt.
This is essential for any business to survive and succeed. Performance is
considered to be a function of ability and motivation, thus:
Job performance =f (ability) (motivation)
Ability in turn depends on education, experience and training and its
improvement is a slow and long process.
On the other hand motivation can be improved quickly. There are many
options and an uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.
The strategies for motivation.
[30]
PRODUCT
The company has a distribution channel of 6.3 million outlets and owns 35 major Indian
brands. Some of its brands include Kwality Wall's ice cream, Lifebuoy, Lux, Breeze, Liril,
Rexona, Hamam, Moti soaps, Pureit Water Purifier, Lipton tea, Brooke Bond tea, Bru Coffee,
Pepsodent and Close Up toothpaste and brushes, and Surf, Rin and wheel laundry detergents,
Kissan squashes and jams, Annapurna salt and atta, Pond's talcs and creams, Vaseline lotions,
Fair & Lovely creams, Lakm beauty products, Clinic Plus, Clinic All Clear, Sunsilk and
Dove shampoos, Vim dishwash, Ala bleach and Domex disinfectant.Rexona,Modern Bread
and Axe deosprays
Leadership
HUL has produced many business leaders for corporate India, one of these, Manvinder Singh
Banga has become a member of Unilever's Executive (UEx). HUL is referred to as a 'CEO
Factory' in the Indian press for this reason. It's leadership building potential was recognized
when it was ranked 4th in the Hewitt Global Leadership Survey 2007 with only GE, P&G and
Nokia ranking ahead of HUL in the ability to produce leaders with such regularity.
[31]
[32]
BRANDS-FOODS
TEA
In a nation of tea drinkers, the one brand that signifies tea in India is Brooke Bond ever since
the launch of Brooke Bond Red Label in 1903. It is India's single largest tea brand. It has
touched millions of consumers with a range of tea offerings appealing to the diversity of their
tastes.It has the strongest foothold amongst any of the tea brands in India and touches the
homes of over 500 million consumers.
To de-commoditise the tea category, Brooke Bond is focusing its efforts on building four
powerful sub-brands, namely, Brooke Bond Taj Mahal, Brooke Bond Red Label, Brooke
Bond Taaza & Brooke Bond 3 Roses. The range offers a full variety of propositions as well as
price points to appeal to various sections.
LIPTON
Lipton, the world's largest selling tea brand, is an iconic brand for the youth through both its hot
and cold formats.
Lipton Yellow Label is Unilever's global tea brand and sells in many countries across the
world, with tea bags, packet tea and Lipton Ice Tea.
Lipton Ice Tea, the international ice tea drink, is available in India in Lemon and Peach
flavours. It is available in 250 ml glass bottles, 200 ml vending cups, 245 ml cans and one litre
tetra packs.
The company has created an alliance with Pepsi to market, sell and distribute Lipton Ice Tea.
The company itself has over 15,000 vending machines. The alliance will further strengthen the
out-of-home consumption of tea and coffee.
[33]
Present Stature
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company,
touching the lives of two out of three Indians with over 20 distinct categories in Home &
Personal Care Products and Foods & Beverages. They endow the company with a scale of
combined volumes of about 4 million tonnes and sales of nearly Rs.13718 crores.
HUL is also one of the country's largest exporters; it has been recognised as a Golden Super
Star Trading House by the Government of India.
The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to
"add vitality to life." HUL meets everyday needs for nutrition, hygiene, and personal care with
brands that help people feel good, look good and get more out of life.. The rest of the
shareholding is distributed among 360,675 individual shareholders and financial institutions.
HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk,
Clinic Plus, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality
Wall's are household names across the country and span many categories - soaps, detergents,
personal products, tea, coffee, branded staples, ice cream and culinary products. They are
manufactured over 40 factories across India. The operations involve over 2,000 suppliers and
associates. HUL's
distribution network, comprising about 4,000 redistribution stockists, covering 6.3 million
retail outlets reaching the entire urban population, and about 250 million rural consume
[34]
CHAPTER - 4
THEORETICAL
BACKGROUND
[35]
MOTIVATION OVERVIEW
Effective motivation succeeds not only in having an order accepted but also in
gaining a determination to see that it is executed efficiently and effectively. In
order to motivate workers to work for the organizational goals, the managers
must determine the motives or needs of the workers and provide an environment
in which appropriate incentives are available for their satisfaction.
[36]
Motive can be known by studying his needs and desires. There is no universal
theory that can explain the factors influencing motives which control mans
behavior at any particular point of time.
What is motivation?
GIVE
BEHAVIOR
PURPOSE &
AROUSE DIRECTION
A
PURPOSI
VE PSYCHOLO WILL TO
BEHAVIO GICAL ACHIEV
R TO PROSS E
ACHIEVE
UNMET INTERNEL
NEED DRIVE TO
SATISFY AN
UNSATISFIE
D NEED
Definition of Motivation
According to Edwin B Flippo, Motivation is the process of attempting to
influence others to do their work through the possibility of gain or
reward.
DIRECTIN
INTENSITI
PERSISTEN
CE
MOTIVATION
Significance of Motivation
One of the most important factors that lead one to their goals is the drive. This
drive is known as motivation. It is a zest and determination with a kind of
excitement that leads one to persevere to reach greater heights, in no matter
what avenue of their life; be it personal or professional.
The drive may come from an internal or external source. The individual
determines this.
The factors that motivate an individual keep changing as one climbs the ladder
of age and maturity. And also, achievement of one goal sets the ball rolling for
another one to be achieved. Thus, to be motivated is a constant need. There are
[38]
times when one faces a period of de-motivation and everything seems bleak. It
is then that they need to find what would motivate them back into action.
For every individual there is a variable driving force. In fact, it is not just a
single factor, but a combination of factors that lead people to achieve their goals.
The fact is that with routine monotony steps in and then everything seems like
stagnant waters. It feels like there is nothing new.
Breaking this cycle of monotony has helped many bounce back with
enthusiasm. This is why human resource managers create a training calendar,
which will take away employees from the routine they are stuck to, as well as
enhance their skills in various areas.
PROCESS OF MOTIVATION
[39]
Theories of Motivation
The following motivation theories are often applied to increase productivity in construction
projects:
Two-factor Theory of Herzberg et al. (1959) based on hygiene factors and job enrichment
Factors.
workers Theory X and Theory Y of McGregor (1960) based on ways of perceiving
The intellectual basis for most of motivation thinking has been provided by
behavioral scientists, A.H Maslow and Frederick Heizberg, whose published
works are the Bible of Motivation
.
Although Maslow himself did not apply his theory to industrial situation, it has
wide impact for beyond academic circles. Douglous Mac Gregor has used
Maslows theory to interpret specific problems in personnel administration and
industrial relations. The crux of Maslows theory is that human needs are
arranged in hierarchy composed of five categories.
The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting
animal with a hierarchy of needs of which some are lower ins scale and some are
in a higher scale or system of values.
[40]
As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This
resembles the standard economic theory of diminishing returns.
Hierarchy of needs; the main needs of men are five. They are physiological
needs, safety needs, social needs, ego needs and self actualization needs, as
shown in order of their importance
SOCIAL NEED
SAFETY NEED
lower needs
PSYCOLOGICAL NEED
The above five basic needs are regarded as striving needs which make a person
do things. The first model indicates the ranking of different needs. The second
is more helpful in indicating how the satisfaction of the higher needs is based
on the satisfaction of lower needs. It also shows how the number of person who
has experienced the fulfillment of the higher needs gradually tapers off.
[41]
Physiological or Body Needs: -
The individual move up the ladder responding first to the physiological needs for
nourishment, clothing and shelter. These physical needs must be equated with
pay rate, pay practices and to an extent with physical condition of the job.
Safety: -
The next in order of needs is safety needs, the need to be free from danger, either
from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied
for foreseeable feature. The safety needs may take the form of job security,
security against disease, misfortune, old age etc as also against industrial injury.
Such needs are generally met By safety laws, measure of social security,
protective labor laws and collective agreements.
Social needs: -
Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a
group. He feels the need to love and be loved and the need to belong and be
identified with a group. In a large organization it is not easy to build up social
relations. However close relationship can be built up with at least some fellow
workers. Every employee wants too feel that he is wanted or accepted and that
he is not an alien facing a hostile group.
The two factor theory also called motivation hygiene theory was proposed
by psychologist Frederick Herzberg .This theory relates intrinsic factor to job
satisfaction ,while associating extrinsic factors with dissatisfaction
Intrinsic factor, such as advancement, recognition, responsibility and
achievement seems to be related to job satisfaction, respondent who felt good
about their work tended to attribute these factors to themselves. however
dissatisfied respondents tended to cite extrinsic factors ,such as supervision,
pay ,company policies and working conditions.
According to Herzberg the factors leading to job satisfaction are separate and
distinct from those lead to job dissatisfaction therefore managers who seek to
eliminate factors that can create job dissatisfaction may bring about peace but
not necessarily motivation.
They will be placating their workforce rather than motivating them.as a
result ,conditions surroundings the job such as quality of supervision, pay,
company policies, physical working conditions, relations with others, and job
security were characteristic by herzberg as hygiene factor.
McGregor (1960) postulates Theory X and Theory Y based on extreme assumptions about
People and work.
[43]
THEORY X
Individuals inherently dislike work and whenever possible, will attempt to avoid it.
THEORY Y
People view work as being as natural as play and rest
People will exercise self direction and control towards achieving objectives they
are committed to the objectives.
Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated
The most useful approach to analyzing the three important variables (the individual, the
job and the work environment) that affect motivational schemes, in particular, in the use of
incentives in construction projects.
These probabilistic models are useful in motivation programs to evaluate the morale of
employees in construction projects.
McClellands Achievemenent
Need Theory.
According to McClellands there are three types of needs;
Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy
the other needs. They are constantly pre occupied with a desire for improvement and lack for
situation in which successful outcomes are directly correlated with their efforts. They set more
difficult but achievable goals for themselves because success with easily achievable goals hardly
provides a sense of achievement.
[45]
Types of Motivation
There are various types of motivations that can influence a person. These include the
following:
Primary or Basic Motivation
This mainly pertains to motives involved with our need for self-preservation. This includes
needs such as hunger and thirst, warmth, sex, avoidance of pain and other primary motives
which influence a person's behavior at a very basic level.
Secondary Motivation
More known in psychology as "learned" motivation, this type of "drives" differ from one
person to another. In many ways they involve a person's own sense of values and priorities
in life.
Many of the behavior derived from secondary motivation are conscious ones. That is, a
person consciously desires a particular goal or result, and behaves in a way that brings
them closer to that particular goal. What drives them to do something or to act in a
particular way is the longing for something which they currently do not have or possess.
Extrinsic MOTIVATION
For instance, you are motivated to save money for a vacation. Hence, you resist the urge to
make impulsive purchases and in general become more discriminating in how you spend
your money. After a time you find that you have a steadily growing amount of savings
which you set aside. When you find that you have saved enough for that trip, you utilize
[46]
your savings for the intended purpose and go on vacation. The external motivation is the
vacation, which is also the reward for your act of saving for it.
Internal Motivation
On the other hand, there are other less-visible types of motivation.
It would be a mistake to say that such behavior does not come without its own rewards. To be
more precise, the end goal is not a visible or external thing, but more internal and psychological.
The achievement of these goals - by itself also correctly seen as a reward - is in general not visible
to other persons.
Thus, for instance, a student is motivated to get good grades (external motivation) or simply, he
desires to know more about a particular subject (intrinsic motivation). Getting good grades is the
reward visible to others. For the student, the fact that he has become an expert in a particular
subject or lesson is also a psychological reward for his intrinsic desire to learn.
Good and effective actions or behavior usually involves the harmonizing of these two types of
motivation. If one is driven by both intrinsic and extrinsic motivations, then inner conflict is
reduced and a person is more likely to devote uninterrupted and harmonious actions towards a
particular task.
The inner and external rewards too, are good reinforcing mechanisms. For many people, this is
really the means towards success. By choosing goals that you desire - both in its intrinsic and
extrinsic rewards - you can harmonize your own actions and devote your energies to your goals.
In such instances, the chances of achievement increases greatly.
BENEFIT
A financial or nonfinancial benefit is something which stimulates a person towards some
goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of
motivation. In organizations, increase in incentive leads to better performance and vice versa.
Need of benefits
[47]
Man is a wanting animal. He continues to want something or other. He is never fully
satisfied.
If one need is satisfied, the other need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non
financial motivators are those which are not associated with monetary rewards. They include
intangible incentives like ego-satisfaction, self-actualization and responsibility
[48]
CHAPTER - 5
OBJECTIVE OF THE STUDY
[49]
OBJECTIVE OF THE SUTUDY
PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees.
SECONDARY OBJECTIVE.
To study the effect of monetary and non-monetary benefits provided by the organization on
the employees performance.
To study the effect of job promotions on employees.
To learn the employees satisfaction on the interpersonal relationship exists in the
organization.
To provide the practical suggestion for the improvement of organizations performance.
[50]
RESEARCH PROBLEM
Problem here in this study is associated with the motivation of employees the research of
HINDUSTAN UNILEVER LIMITED, Etah. There are a variety of factors that can influence a
persons level of motivation; some of these factors include problem here in this study is associated
with the motivation of employees
Motivated employees are a great asset to any organization. It is because the motivation and
Job satisfaction is clearly linked.
[51]
CHAPTER - 6
RESEARCH
METHODOLOGY
[52]
RESEARCH METHODOLOGY
Research is a systematic method of finding solutions to problems. It is essentially an
investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis
Sampling Design
A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.
Universe
The universe chooses for the research study is the employees of Hindustan Unilever
Limited.
Sample Size
Number of the sampling units selected from the population is called the size of the sample.
Sample of 40 respondents were obtained from the population.
[53]
A well defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of the
system. A defeated questionnaire was carefully prepared and specially numbered. The questions
were arranged in proper order, in accordance with the relevance.
[54]
SCOPE FOR FUTURE RESEARCH
The present study on employee motivation helps to get clear picture about the
factors which motivates the employees. This in turn helps the management to formulate suitable
policy to motivate the employees. Hence, the motivational level of the employees may also
change.
The factors that motivate the employees may change with change in time because
the needs of employees too change with change in time. So continuous monitoring and close
observation of factors that motivate the employees is necessary to maintain a competent work
force. Only with a competent work force an organization can achieve its objective. Moreover,
human resource is the most valuable asset to any organization.
A further study with in dept analysis to know to what extent these factors motivate
the employees is required
[55]
CHAPTER - 7
DATA ANALYSIS
&
FINDINGS
[56]
DATA ANALYSIS & FINDINGS
DESCRIPTIVE STATISTICS
HR DEPARTMENT PROVIDES SUPPORT TO THE ORGANISATION.
NO OF RESPONDENTS
100
0
HIGHLYAGREE
AGREE
NEUTRAL
DISAGREE
NO OF RESPONDENTS
Fig No. 1
INTERPRETATION-The above table shows that 60% of the employees are highly agreed
that HR department provides support to them.
[57]
MOTIVATION HELP IN SATISFYING NEED OF AN EMPLOYEE :-
Total 40 100
Fig No. 2
INTERPRETATION- The above table shows that 50% of the employees highly agree that
motivation helps in satisfying needs of employees.
[58]
MOTIVATION CAN INCREASE THE EFFECTIVENESS AND
EFFICIENCY OF AN EMPLOYEE
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 Strongly Agree 16 40
2 Agree 8 20
3 Neutral 12 30
4 Disagree 4 10
40%
Total 40 100
20%
0%
Fig No. 3
INTERPRETATION- The above table shows that 40% of the employees are highly agree that
motivation can increase the efficiency and effectiveness of the employees.
[59]
EMPLOYEE NEEDS PERSONAL PRAISE TIME TO TIME
SL NO PARTICULAR NUMBER OF PERCENTAGE
RESPONDENTS
1 Highly Agree 24 60
2 Agree 8 20
3 Neutral 4 10
4 Disagree 4 10
Total 40 100
70
60
50
40
30
20
10
0
HIGHLY AG
Fig No. 4
INTERPRETATION- The above table shows that 60% of the employees are highly agree that
personal praise is necessary time to time.
[60]
RELATIONSHIP EXIST BETWEEN REWARDS AND PERSONAL
GOALS ACHIEVEMENT
Total 40 100
NO OF RESPONDENTS
10%
10%
50% HIGHLYAGREE
AGREE
30% NEUTRAL
DISAGREE
Fig No. 5
INTERPRETATION The above table shows that 50% of the employees are highly agree that
there is relationship between rewards and personal goals.
[61]
INCENTIVES MOTIVATE THE EMPLOYEE
Total 40 100
100
Fig No. 6
INTERPRETATION- The above table shows that 70% of the employees are highy agree that
incentives motivates them.
[62]
TYPES OF INCENTIVES MOTIVAT THE EMPLOYEES MORE
Total 40 100
70
60
50
Axis Title
40
30
20
10
0
Fig No. 7
INTERPRETATION- The above table shows that 60% of the employees are highly motivated
by financial incentives.
Total 40 100
[63]
NO OF RESPONDENTS
50
NO OF RESPONDENTS
Fig No. 8
INTERPRETATION- the above table shows that 50% employees are highly agree that
motivation increase the productivity.
[64]
SATISFACTION WITH PRESENT INCENTIVES SCHEME $ REWARDS SCHEME:-
Total 40 100
NO OF RESPONDENTS
100
HIGHLYSATISFY
SATISFY
NEUTRAL
DISSATISFY
NO OF RESPONDENTS
Fig No. 9
INTERPRETATION- the above table shows that 60% of the employees are highly satisfy with
present incentive and reward scheme of the company.
[65]
SATISFACTION WITH JOB SECURITY EXISTING IN THE COMPANY:-
Total 40 100
NO OF RESPONDENTS
100
50
HIGHLYSATISFY
SATISFY
NEUTRAL
DISSATISFY
NO OF RESPONDENTS
Fig No. 10
INTERPRETATION- the above table shows that 90% of the employees are highly satisfy with
job security existing in the company.
[66]
GOOD RELATION WITH CO-WORKERS
Total 40 100
HIGHLYAGREE
AGREE
NEUTRAL
DISAGREE
Fig No. 11
INTERPRETATION- the above table shows that 80%of the employees are highly agree that
there exist good relationship among co-workers.
[67]
EFFECTIVE PERFORMANCE APPRAISAL SYSTEM
Total 40 100
NO OF RESPONDENTS
100
50
HIGHLY AGREE
AGREE
NEUTRAL
DISAGREE
NO OF RESPONDENTS
Fig No. 12
INTERPRETATION- the above table shows that 60% of the employees highly agree that
There is effective performance appraisal system.
[68]
MANAGEMENT INVOLVES YOU IN DECISION MAKING WHICH ARE
CONNECTED TO YOUR DEPARTMENT
50
40
30
20
10
Fig No. 13
INTERPRETATION- The above table shows that 50%of the employees say that management
involves them in decision making.
[69]
Total 40 100
NO OF RESPONDENTS
70
60
50
40
30 NO OF RESPONDENTS
20
10
0
INFLUENCE DOES NOT NO OPINION
INFLUENCE
Fig No. 14
INTERPRETATION- the above table shows that 70% of the employees are influenced by
employee benefits.
[70]
GOOD SAFETY MEASURES EXISTING IN ORGANIZATION :-
Total 40 100
Fig No. 15
INTERPRETATION- The above table shows that 60% of the employees are highly agree that
there is good safety measures exist in the organization.
[71]
FINDINGS
The findings of the study are follows:-
The Hindustan Unilever Limited, Etah has a well defined organization structure.
There is a harmonious relationship is exist in the organization between employees and
management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan and rewards scheme of the
company.
Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The study reveals that motivation can affect the productivity of organization.
The incentives and other benefits will influence the performance of the employees
[72]
CHAPTER - 8
LIMITATIONS
[73]
LIMITATION
The sample taken for the study was only 40 and the results drawn may not be accurate.
Since the organization has strict control, it acts as another barrier for getting data.
[74]
CHAPTER - 9
SUGGESTIONS
[75]
SUGGESTIONS
The suggestions for the findings from the study are follows
SKILLS: Skills of the employees should be appreciated based on skilled and unskilled
criteria
PERFORMANCE: Most of the employees agree that the performance appraisal activities
are helpful to get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance
[76]
CHAPTER - 10
CONCLUSION
[77]
CONCLUSION
[78]
CHAPTER - 11
BIBLIOGRAPHY
[79]
BIBLIOGRAPHY
BOOKS
1. KOTHARI CR, RESEARCH METHODOLOGY, ,New Age International Publishers,2ND
Revised edition 2012
WEBSITE
www.hul.co.in.
www.businessstandard.com
[80]
CHAPTER - 12
APPENDICES
[81]
QUESTIONNAIRE
1. DO YOU AGREE THAT HR DEPARTMENT SUPPORT THE
EMPLOYEE?
A. HIGHLY AGREE
B. AGREE
C. NEUTRAL
D. DISAGREE
[82]
6, ARE YOU SATISFYING THAT INCENTIVES MOTIVATE
EMPLOYEES?
A. HIGHLY SATISFY
B. SATISFY
C. NEUTRAL
D. DISSATISFY
7, WHICH TYPE OF INCENTIVES MOTIVATES THE EMPLOYEES
MORE?
A. FINANCIAL INCENTIVES
B. NON FINANCIAL INCENTIVES
C. BOTH
[83]
12, IS THE PRESENT PERFORMANCE APPRAISAL SYSTEM EFFECTIVE
FOR THE EMPLOYEE?
A. HIGHLY AGREE
B. AGREE
C. NEUTRAL
D. DISAGREE
13, WHETHER THE MANAGEMENT INVOLVES YOU IN DECISION
MAKING WHICH ARE CONNECTED TO YOUR DEPARTMENT?
A. YES
B. NO
C. OCCASIONLLY
[84]