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DECLARATION
I Kapil Malik Roll no 820 M.B.A. final year (III semester) student of Panipat Institute of Engineering and Technology, Samalkha hereby declare that the project report entitled A STUDY ON EMPLOYEE MOTIVATION AT OSRAM is an original work and the same has not been submitted to any other institute for the award of any other degree. The suggestions as approved by the faculty are duly incorporated.
(Kapil
Malik)
MBA 820
ACKNOWLEDGEMENT
The Submission of this Project Report gives me an opportunity to convey my gratitude to all those whove helped me reach a stage where I had immense confidence to launch my career in the competitive world of Management. First and foremost, I would like to express my profound gratitude to Mr. Ashok Kumar (Sr. Manager, Osram Sonepat) for his guidance and encouragement without which the satisfactory completion of my project would not have been possible. They have been a constant source of inspiration to me, showing all the patience and abundant encouragement throughout the project duration. I pay my sincere thanks to Ms. Puja Walia (HoD M.B.A) for giving me opportunity to have practical exposure in a manufacturing concern which has added to my practical concepts in H.R.
Last but not the least I am also thankful to my Ms. Nidhi (faculty M.B.A) my honorable internal project guide who has been a constant source of inspiration to me.
(Kapil
Malik)
MBA 820
INDEX
Certificate Declaration Acknowledgement TABLE OF CONTENTS
CHAPTER CHAPTER- 1 Title 1.1 Introduction to industry 1.1.1 Competitors of Osram in India A. Philips Electric company B. Havells India Ltd. C. Surya Global Ltd. 1.2 Introduction to Osram 1.2.1Management of Osram 1.2.2 Osram in India 1.2.3 Osram India Pvt. Ltd. 1.2.4 Company Profile 1.2.5 History of Osram Page No.
1.2.6 Vision ,Mission & Values of Osram 1.2.7 List of Awards 1.2.8 Description of Products 2.1 Introduction to the topic 2.2 Motivation as a concept 2.3 Nature of Motivation
CHAPTER- 2
2.4 Objective of Motivation 2.5 Types of Motivation 2.6 Importance of Motivation 2.7 Steps of Motivation 2.8 Motivational Theories 2.9 Techniques of Motivation 2.10 2.11 Motivation & Performance Prevailing system of Motivation in Osram 2.11.1 Financial Motivators 2.11.2 Non-Financial Motivators
CHAPTER- 3
3.1 Research Methodology 3.2 Objective of study 3.3 Research Designs 3.4 Data Collection 3.5 Scope of study 3.6 Justification of study 3.7 Limitation 4.1 Data Analysis & Interpretation
CHAPTER - 4 CHAPTER- 5
Bibliography Questionnaire
LIST OF TABLES
Sr. no
Table: 4.1
Description
Percentage of Satisfied & Dissatisfied employees for working grade.
Page. No 42
Working environment in the organization. Percentage of response of employees for dyadic relationship.
43 45
Table: 4.4 Table: 4.5 Table: 4.6 Table: 4.7 Table: 4.8
Frequency of meetings organized by senior. Attention towards employees suggestions. Satisfaction regarding salary package. Satisfaction with employees benefit and Welfare. Percentage of response for the adequacy programmes. of Training
46 48 49 50 52
Table: 4.9
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Table: 4.10
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LIST OF FIGURES
Sr. No.
Description
Page. No.
Percentage of Satisfied & Dis-satisfied employees for working grade. Working environment in the organization. Percentage of response of employees for dyadic relationship. Frequency of meetings organized by senior.
42 44 45 47
Fig: 4.4
Fig: 4.5
Attention suggestions.
towards
employees
48 49 51 52
Satisfaction regarding salary package. Satisfaction with employees benefit and Welfare. Percentage of response for the
Fig: 4.8
adequacy of Training programmes. Fig 4.9 Percentage of response for Job rotation programs. Fig: 4.10 Percentage of response for 55 disbursement of rewards.
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1.1
INTRODUCTION TO INDUSTRY
The lighting industry begins with invention of lamp by Edison in 1879. Edison invented lamp, gas lighting and established the lightning industry. Incandescent lamps was developed in the era to make light by using electricity to heat a thin strip of material (called a filament) until it gets hot enough to glow. Between the years 1878 and 1892 the electric light industry grow in terms of installed lights but shrinked in terms of company competition as both Thomas Edison and George Westinghouse determined to control the industry and its advancement. At that time following companies dominated the market. American electric company Brush electric company Edison electric light company Edison & swan united electric light company General electric company Swan electric light company Westinghouse Electric Company The emerging market of India is now also switching to energy-saving lamps. The research magazine Pictures of the Future reports that Osram has become the worlds first lamp manufacturer to participate in a United Nations climate protection program that involves exchanging used light bulbs for energy-efficient lighting units. The CFL lamps will lower electricity bills in hundreds of thousands of Indian households, while helping to stabilize the power outage-prone Indian power grid and reduce CO2 emissions. In return for providing this replacement service, Osram receives emission certificates from the UN that the company can sell as it wishes.
Philips started operations in India at Kolkata (Calcutta) in 1930. Established as Philips Electrical Co. (India) Pvt. Ltd, the company comprised a staff of 75 and was a sales outlet for Philips lamps imported from overseas. In keeping with the Philips philosophy of promoting the industrial development of emerging economies, Philips India set up its first Indian lampmanufacturing factory in 1938 in Kolkata. Subsequently, Philips decided to produce radio receivers in India to make this product readily and widely available to the Indian consumer. In 1948, after the Second World War, Philips started manufacturing radios in Kolkata. The first valve-based Philips set was well received by the consumers. This was a major turning point for Philips India, and marked the beginning of the company's subsequent growth in the world of electronics. In 1957, the company is converted into a public limited company, renamed Philips India Ltd. In 1965 (3 April), the millionth Philips radio is manufactured in India. In the same year Philips pioneers the concept of son-et-lumiere shows in India with the installation of such a lighting and electro-acoustic system at the Red Fort in Delhi. In 1970 a new consumer electronics factory is started in Pimpri near Pune. Come 1982, Philips brings colour television transmission to India with the supply of four outdoor broadcast vans to Doordarshan during the IX Asian Games. The company also completes a prestigious turnkey project by handling the lighting and electro-acoustic installations of stadia built specially for the IX Asian Games. In 1983, Philips launches the Compact Disc and revolutionizes the way 9
the world listens to music. In 1985, Philips inaugurates its consumer electronics factory at Salt Lake, Kolkata.1993 sees Philips launching its domestic appliance business in India and in 1995 Philips introduces compact fluorescent lamps into the country. In 1996, the Philips Software Centre is established in Bangalore. In 1998, Philips launches Flat Televisions and CDrecorders - both firsts in India. As is seen, throughout the 1900s Philips continued to bring the Indian consumer new and innovative products backed by the latest technology and bearing the renowned Philips stamp of quality. Philips Lighting is a leading provider of solutions and applications for both professional and consumer markets. The Lighting sector is dedicated to introducing innovative end-user-driven and energy-efficient solutions and applications for lighting, based on a thorough understanding of the customer needs, both in public and private context with the new lighting technologies, such as LED technology, and the increasing demand for energy efficient solutions, Philips will continue shaping the future with groundbreaking new lighting applications. Philips address lighting needs in a full range of environments - indoors (homes, shops, offices, schools, hotels, factories, and hospitals) as well as outdoors (public places, residential areas and sports arenas). Philips also meet people's needs on the road, by providing safe lighting in traffic (car lighting and street lighting).
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sponsorship of Cricket events like T20 World Cup, India-Australia Series and IPL Season 1 and 2. The company has also taken the initiative to reach directly to the consumers through "Havells Galaxy" a one stop shop for all electrical and lighting needs. Social and environmental responsibility has been at the forefront of Havells operating philosophy and as a result the company consistently contributes to socially responsible activities. For instance, the company is providing mid-day meal in government schools in Alwar district, covering 15000 students per day. Besides this company has acquired land for constructing a larger kitchen with all the modern facilities to serve freshly cooked food to 50000 students in the area. Havells runs a mobile Medical Van, equipped with a trained doctor and necessary medicines in the rural areas of Delhi & NCR for the very poor and needy villagers. Havells also set up free medical check-up camps. In the past also, the company has generously contributed to the society during various national calamities like the Bihar Flood, Tsunami and Kargil National Relief Fund etc. The essence of Havells success lies in the expertise of its fine team of professionals, strong relationships with associates and the ability to adapt quickly and efficiently, with the vision to always think ahead.
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Surya is one of the foremost corporate conglomerates in the country. It is already a Rs. 8000 Million (178million US $ ) enterprise , and has set a target of Rs. 10000 Million (222 million US $ ) by the year 2002. Surya's products run across both industrial and household segment. Surya is the only lighting company of India with 100% backward integration. It is the single largest manufacturing company of Lamps in the country. The company also has one of the biggest steel tube manufacturing units in Asia. Surya maintains its leadership in the export of fluorescent tubes and has achieved high brand visibility in over 45 countries. Surya has also rightfully earned its place as a global player in the steel pipe industry. The company is one of the pioneers in this industry to have assimilated the concept of total quality management. No wonder, Surya possesses two state-of-the-art plants at Malanpur and Kashipur for lighting products set up in 1984 and 1992 respectively. Both the plants have deservedly won ISO 9002 certification. Surya GLS also conforms to prestigious European safety standard "CE". Surya Roshni has two subsidiaries abroad i.e. Surya Roshni, Inc. (incorporated in the state of New York, U.S.A) and Surya Roshni (H K) Ltd., HongKong .
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1.2 INTRODUCTION
TO OSRAM
OSRAM India is one of the leading lamp manufactures in the country. The innovative range of OSRAM comprises over 5000 lighting products. These products are available across the country from our sales offices and through our wide network of dealers/distributors. Currently OSRAM India has 43500 employees and turnover of Euros 4.6 billion approximately (to the end of September). The company is a pioneer of innovative and high quality products in General Lighting, Display Optics, Electronic Control Gear and Light Emitting Diodes (LED's). Lamps and lighting systems from OSRAM provide the basis for a beautiful view of things, ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years, OSRAM has been "passionate about intelligent light". As a globally operating company, we also explicitly encourage socially and environmentally responsible policies around the world as well as sponsoring art and culture at home and abroad.
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1.2.1 MANAGEMENT
OF OSRAM
Charlie Jerabek
15
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1.2.2 OSRAM
IN INDIA
OSRAM India is a young & vibrant company and started its operation in India in early 1994, it is wholly owned subsidiary of Osram Gmbh, Germany, which in turn is a group company of Siemens AG, Germany. With in one year of Osram entering India, the local manufactures of compact fluorescent lamps was commenced, followed by acquisition of ECE lamp division in oct 98, expanding the local production range to incandescent- and fluorescent lamps. Very soon Osram India will also be locally producing slim, energy efficient Tri-phosphor Lumilux plus Fluorescent lamps. OSRAM India is one of the leading lamp manufactures in the company. Light from Osram shines in all 32 states and union terrotories, currently Osram India has 1200 employees and sales of over I billion. The company is a pioneer of innovative products in General Lighting, Automative Lighting, Photo Optics and Electronic Control Gear. The OSRAM plant in Sonepat is the fourth in India and the seventh in the world to be awarded the Best4 (Business Excellence Sustainability Task) Integrated Management certification by
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RINA. This indicates compliance with international standards ISO 9001(quality), ISO 14001 (environment), OHSAS 18001 (health and safety) and SA 8000 (social accountability).
1.2.3 OSRAM
The plant of OSRAMzx India Pvt. Ltd. Sonepat was established by Birla Group of company as ECE Industries Sonepat in the year 1973 in collaboration with M/s Tungsram, Hungary. It is situated 45 km from Delhi, in industries-oriented environment of Sonepat (Haryana). In Oct. 1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales and marketing operations in India. The company has got three regional offices at Bombay, Calcutta & Banglore in addition to 14 other distribution centers. The total turnover of OSRAM India Pvt. Ltd. were worth Rs.42 crore in acquisition, innovation and expansion has been regular feature of this plant. Currently a high speed CFL manufacturer line and slim tube manufacture line have been brought from (Germany). With this new induction, total investment at this to approximately Rs.100 crore.
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company is spending 4% of its turnover R&D activities. It is at top in Europe and second largest lamp producer in North America (as OSRAM SYLVANIA). In addition to Europe and North America, Asia is one of the most important growth centers for OSRAM's innovation products. Specially, in 1994 Indian subcontinent become a potential market for energy efficient lighting products. So, due to strong urge to explore the market here, OSRAM GmbH set up OSRAM India Pvt. Ltd. in 1994 for sales and marketing operations. The company has 100% foreign equity.
1.2.5
History of Osram
86.924: This was the register number in the Trademark Directory, the start of an exciting story in the history of German industry. It is one of the most traditional brand names in the world, synonymous with light around the globe and first saw the light of day one hundred years ago. On April 17, 1906 the brand name of OSRAM was entered in the Trademark Directory of the Imperial Patent Office in Berlin. Who would have thought 103 years ago that one day OSRAM will produce with more than 38.000 employees worldwide in about 49 production facilities in 19 countries sales of 4.3 billion euros? Who would have thought hundred years ago, that the electronic in light sources not exclusively in light emitting diodes (LED) and other opto-semiconductor products - will play a bigger role in the lighting market? The brand name of OSRAM was "born" in 1906 and registered by the Deutsche GasglhlichtAnstalt (also known as Auer-Gesellschaft). The world famous name from 1906 was created from the names of the two materials that were needed at the time to produce filaments initially Osmium and later Wolfram (or tungsten as it is now more commonly known). 13 years later (on July 1, 1919) it became part of a company name: OSRAM Werke GmbH Kommanditgesell- schaft. At the time, Auer-Gesellschaft, AEG and Siemens & Halske AG combined their lamp production activities; since 1978 Siemens has been the sole shareholder.
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In 1919, the world famous picture logo with the light bulb also made its first appearance. Today, the stylised lamp in our picture logo is a symbol not only for light but also for good ideas and our passion for intelligent light. In 1985 OSRAM integrates as the first manufacturer the electronic ballasts (ECG). Today OSRAM Dulux EL Longlife energy-saving lamps last ten years or more. And consume up to 80% less energy than ordinary light bulbs.
1.2.6
Vision: - The expectations and targets of company are reflected in its policy and continuous
efforts for expanding its share in the market. The OSRAM India Vision 2005 proves to be the statement of its goals and would shape its future in India. The highlights of OSRAM India Vision 2005 are: OSRAM No.-2 in lamps business in India. OSRAM India sales over INR 3 billion. OSRAM India leader in CFL, FO and ECG. OSRAM the most respected brand name in the country. OSRAM products available in all parts of India. Cost leadership in halogen, TS Luminux, CFL, NAV super and HQL.
Better Tomorrow 21
QUALITY POLICY
Management is committed to 22
The company provide best quality and service to the customers from the beginning. The company strive for continuous improvement and show zero tolerance to defects. The company set priorities and are consistent in achieving our targets. The company focus is driven by the customers` expectations. The company encourage and honor initiative, creativity and commitment. The company build on the capabilities of each other and value working in teams.
SAFETY POLICY
OSRAM has always focused on high product quality & the health & safety of the customer and its products. The new directive on the product safety, which came into force on jan 15, 2004 creates the same condition in all EU member states & standardises the safety requirement relating to products. The directives promises greater safety and transparency for the consumer. To meet our obligation arising from this directive, the company provide information on our products on themselves, on the packaging and on the leaflets enclosed with the products. Because there are so many different language in the EU we use.
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1.2.7
LIST OF AWARDS
The awards we have already received recognising our activities show that responsible environmental protection pays in many ways.
May 2004 - Presentation of the Bavarian Energy Award by the Ministry of Trade and Commerce for the sustainable energy concept in the production of LEDs.
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In the corporate culture of OSRAM Opto Semiconductors, the most important characteristic is innovation. It provide a workplace atmosphere in which innovation is encouraged offering the employees the freedom to develop new lighting solutions. The experience of working in a highly creative atmosphere, each day coupled with the intuition, inspiration and enthusiasm of every individual ensures that our lighting ideas are always a step ahead. vironment Award by the City of Regensburg.
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Osram Opto Semiconductors is a member of the Bavarian Environmental Pact. Its goal is to raise the ability of business to innovate and to promote environmentally sound economic growth following the principle of sustainability
1.2.8
DESCRIPTION OF PRODUCTS
Osram India Pvt. Ltd. has taken over lamp division of ECE industries limited satiated at Sonepat (Haryana) on Oct 1998. Osram India Pvt. Limited is now owner of the factory. Here different luminary products are manufactured in the following plants:-
(1) Filament and lead in wire Now total production of fluorescent of fluorescent tubes is about 900000 tubes per month and different kinds of GLS production is about 3100000 bulbs per month.
Incandescent lamps Tungsten halogen lamps Compact fluorescent lamps/Energy saving lamps Fluorescent lamps High intensity discharge (HID) lamps Special lamps Display and signal lamps and lamps for traffic light installations LED systems Automotive lamps
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Home Lighting
Incandescent lamps count as so-called temperature emitters. The coil, consisting of tungsten wire is brought to glow through an electrical current and thus will gleam. Incandescent lamps are dimmable without restrictions and possess a life duration of about 1000 hours. This corresponds to 1 year at the typical burning rate of 2 hours/day in a private household. Incandescent lamps Tungsten Halogen lamps Energy-Saving Lamps
Luminaires
Our fundamental knowledge on the interaction of lamps and electronical control gear leads to the exemplary luminaries of OSRAM. Result of our development are luminaries with more comfort, more security and less energy consumption. And a timelessly beautiful design. This is how our lighting ideas conquer various application areas in known OSRAM quality.
Automotive Lighting
We are number 1 in the world in automotive lamps. The Automotive Lighting division contributed 16 percent to OSRAM sales during the year under review 2004. For this reason this 28
division is our second largest business sector. The product range includes 400 lamp types for cars, trucks, motorcycles and bikes, manufactured in America, Europe and China.
General Lighting
The General Lighting section is a real heavyweight at OSRAM with 51 percent of sales. From factory buildings to department stores, from mines to oil platforms, from housing to the street: all are covered by General Lighting. Tungsten Halogen Lamps Compact Fluorescent Lamps Fluorescent Lamps High pressure discharge lamps UV/IR
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2.1
INTRODUCTION TO TOPIC
Motivation is an important factor which encourages persons to give their best performance and help in reaching enterprise goals. A strong positive motivation well enables the increased output of employees but a negative motivation will reduce their performance. In order to make any managerial decision really meaningful. It is necessary to convert it into an effective action, which the manager accomplishes by motivating his subordinates. To motivate means to produce goals oriented behavior since increase in productivity is the ultimate goal of every industrial organization, motivation of employees at all levels is the most critical and baffling function of the management. Almost every human problem the manager faces throughout the firm has motivational elements.
2.2
Motivation : As a concept
The term motivation has been derived form Latin word-Movers which means to move. In our languages of management it implies something that energies an individuals or a group of individuals to work. W.G. SCOTT Motivation means a process of stimulating people to action to accomplish desired goals BREECH says Motivation is a general inspirational process which gets the members of the team to pull their weight effectively, to give their loyalty to the group, to carry out properly the tasks that they accepted and generally to play an effective part in the job that the group has undertaken.
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2.3
Nature of Motivation
Motivation is a psychological concept that generates within an individual. It is a inner felling which energizes a person to work more. The emotions or desires of a person prompt him for doing a particular work. Man has innumerable wants to satisfy & three are unsatisfied needs of a person which disturb his equilibrium. All the wants cannot be satisfied at one time where one want is satisfied other may emerge. Satisfaction of wants is an unending process. Hence, motivation is also an unending process. A person moves to fulfill his unsatisfied needs by containing his energies. There are dormant energies in a person which are activated by channelising them into actions. A man works to achieve some individual goals. After the goal is achieved he is no longer interested in work. Goal means satisfaction of needs. Therefore, it is very essential for the management to know the goals or motives or needs of each individual, so that they may be pushed to work by directing them towards achievement of their goals.
given place; you cannot even buy a measured number of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy initiative , you cannot buy loyalty, you cannot buy devotions of hearts, minds and souls. You have to ear these things. 31
4. If a manager wants to get work done by his employees, he may either hold out a promise of a reward for them for doing work in a better or improved way, or he may constrain them, by instilling fear in them or by using force, to do the desired work. In other words, he may utilize a positive or a negative motivation. Both these types are widely used by management.
2.5
Types of Motivation
When a manager wants to get more work from his subordinates then he will have to motivate them for improving their performance. They will either be offered incentives for more work, or may be in the shape of rewards, better reports, recognition etc, or he may in still fear in them or use force for getting desired work. The following are the types of motivation.
1.
2.
3.
schemes, hodiday and vacations etc. by and large these motivations are associated with financial rewards. 4.
5.
Self Motivation:- before one can motivate others one must motivate oneself.
One must overcome a certain amount of ones nature interia. One of the most common deterrents to human action is that of tired feeling. This tired feeling is due to emotional reactions within oneself. The thing that effect the conscious mind and are generally known as anxiety are : Monotonous work. Driven by boss. Bad physical conditions. Financial troubles. Under constant strain.
6.
Group Motivation:- The motivation of a group is an important as selfmotivation, A group can be motivated by improving human relations and dealing with people in a human being, by encouraging people to feel involvement in there work and by giving them an opportunity to improve there performance and by complimenting or praising them. In dealing with others, it must be borne in mind there the greatest returns can be obtained when each member of a group is properly motivated.
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better service condition and various other incentives.There will be an atmosphere of confidence among employees and employers. It will lead to better industrial relations. Every organization requires human resources in addition to financial and is significant to the organizations. o People must be attracted not only to join the organization but also to remain in it. o people must perform the task for which they are hired and must do so in a dependable manner. o People must go beyond their dependable role performance and engage in some form of creative , spontaneous and innovative behaviour at work
a) b)
Which employee is to be motivated and by which technique of motivation ? Under what conditions is hello/she to be motivated ?
Selection of tools of motivation :Selection of tools of motivation is a difficult task. Following observation are to be made
for the purpose a) b) c) Who is to be motivated ? Which technique succeeded or failed in the past ? Are requisite efficiency, means and time needed for the use of that technique available or not ? Thus, after the determination of the technique its use should be considered. It should be decided as to when and how the motivation is to be used. The employees should immediately get the reward or appreciation can spoil the effect of motivation. 4 Communication media :- The technique of motivation should be brought into the notice of employees. Communication media should be good enough for this purpose. If the management cannot communicate its viewpoint to the employees, it cannot motivate them as well. 5 Follow up action :- The manager should assess, from time to time, whether the employees have been motivated or not through a technique of motivation. If one technique fails, others can be made use of. This type of assessment can bring to light the shortcomings of present technique by removing its shortcomings.
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2.8 1.
MOTIVATIONAL THEORIES
Maslow needs hierarchy :- Motivation is influenced by the needs of a person.
There is a priority of certain needs over others. The importance of needs will influence the level of motivation. A.H.Maslow has categorized human needs into five categories. b) c) d) e) Physiological :-Hunger, thirst, shelter, sex & other needs. Safety :- includes security, and protection from physical and emotional harm. Social :- includes affection, belongingness, acceptance and friendship. Esteem :- includes internal esteem factors such as self respect, authority and achievement and esteem factors such as status, recognition and attention. f) Self actualization :- The drive to become what one is capable of becoming; includes growth, achieving ones potential and self fulfillment.
3 X & Y Theory :- After viewing the way in which managers dealt with employees ,
Mc. Gregor concluded that a managers view of the nature of human being is based on certain grouping of assumptions. He proposed two distinct view of human being, one basically negative theory X which assumes that the employees dislike work are lazy, dislikes responsibility and must be coerced to perform and the other basically positive labeled theory Y which assumes that employees like work are creative, seek responsibility and can exercise, self direction. Mc Gregor himself held to the belief that theory Y assumptions are more valid than theory X. Therefore he proposed such ideas as participation , decision making, responsible and challenging job and good group relations as approaches that would maximize an employees job motivation. As, already mentioned, Maslows need hierarchy theory states that every human being there exits hierarchy of five needs- physiological, safety, social, esteem and self actualization and as each is sequentially satisfied , the need becomes dominant. From the stand point of motivation, if you want to motivate someone, you need to understand at what level in hierarchy that person currently is and then focus on satisfying those needs at above that level. Different needs dominate different people at different time, workers will be dominated by lower order needs like physiological , safety and social needs while on the other hand staff members whos lower order needs like esteem and self actualization needs. The staff members whos lower order needs like esteem and self actualization needs. The reason behind this difference can be variable such as education, family background and cultural environment. But the important aspect, which should be taken care, is fulfillment of desired needs at every level. If the organization fails to fulfill needs of its employees ultimately it results in non-fulfillment or targeted results. For example to fulfill esteem needs ( particularly recognition needs ) an employee work hard to bring better results out of his work. He leaves no stone unturned in achieving the set target in the best possible manner. In return of this hard and dedicated labour the employee looks forward to have recognition within the department and in the organization as a whole. The recognition encourages the employee to put more of his labour in fulfilling the task
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still in the better way. Apart from this he also becomes an example for others. As a result they are to motivate. On the contrary, if this employee not rewarded appropriately that will result in lower morale and employee will not repeat this enthusiastic behavior again, simultaneously effecting the organization target. So in the present scenario, this is responsibility of HR department to find out what are various need of employees, what are the policies and procedures from which the employees are not satisfied and accordingly suitable steps should be taken to boost the morale of employee.
Financial motivators
Financial motivators may be in the form of more wages, salaries, profit sharing, leave with pay, medical reimbursement bonus, company paid insurance of any other things that may be given to employees for performance. Money is the most important motivator to people who are young and raising their families. For some persons money remains to be a motivator and for others it may never be. Besides all money can motivate people if their wages are related to their performance.
Non-financial motivators
These motivators are in the nature of better status, recognition, participation, job security etc. Some of these motivators are discussed here: Recognition :- Every person wants his work to be recognized by his superiors. When he knows that his performance is known to his boss then he will try to improve it more and more. The recognition may be in the form of a word of praise, a pat on the back, a 39
word of praise, a latter of appreciation, entry in annual confidential report etc. There may also be awards, certificates plaque etc. The recognition may be for better output, saving the time, improving quality of products, suggestions for better ways of doing things etc Participation :- Participation has been considered a good technique for motivation. It implies physical and mental involvement of people in decision making process. It satisfies ego and self esteem of persons. They feel important when asked to made suggestions in their field of activity. Status :- It refers to a social status of a person and it satisfies egoistic needs. A management may create some status symbols in the organization. This can be done by way of giving various facilities to the persons. These may be superior furniture, carpets on the flood, attachment of peons, personal assistant etc. To get these facilities a person will have to show a certain amount of performance. When a person achieves certain facilites then he tries to get better status by working more. In this way status needs act as motivator. Competition :- In some organizations competition is used as a motivator. Various persons are given certain objectives and everybody tries to achieve them head of others. There may be praises, appreciation letters, financial incentives to those who reach the goals first. The competitions encourages persons to improve their performance. Job Enrichment :- Job enrichment has been recognized as an important motivator by various researches. The job is made more important and challenging for the workers, may be given wide latitude in deciding about their work methods. The employees will also perform the management functions of planning and control so far as the work is concerned.
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Motivation Ability
Role Perception
Reward
Sense of Competence
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2.11
IN OSRAM
Given the complexities of human behaviour, existence of multiple needs and goals among employees, differences in the priorities of individual goals and differential expectations , it is imperative that the strategies to be adopted for motivating employees should be multipronged and multifaceted. Motivational techniques may be classified into two categories i.e. financial and non-financial .
Though the various techniques adopted by OSRAM COMPANY, for the upliftment of employees through motivation is not up to mark but in accordance to various motivation is not up to mark but in accordance to various organization it can be competitive.
Self Motivation :In OSRAM self motivation exists to a great extent, the urge or desire that should come form within the individuals exists in the employees of the organization. The employees believe in themselves that they are capable of performing the given task smartly and efficiently arrives from with in the individuals not from some one else. Incentive Motivation :An incentive or reward can be anything that attracts a workers attention and stimulates him to work, when the question comes of incentive motivation, the answer cannot be said to be a perfect one but satisfactory. It is said that people work for incentives in the form of Ps which are as follows Praise. Prestige. Promotion. Praise :The first motivator praise exists to a great extent in OSRAM COMPANY. Everytime an employee does the work upto the mark,a word of praise is being given and the employee feel like performing the next task with much more enthusiasm. Promotion :The employees in OSRAM COMPANY are promoted on the regular basis. The promotion is not generally based on experience but on work done basis and hence acts as one of the techniques of motivation.There are various schemes, policies, contributions and compensation for the employees working in the organization.
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Marriage Gift Scheme :With a view to promote cordial relations with the employees , the company has been giving gifts on the occasions of marriages of either the employees themselves or their dependent children under Marriage Gift Schemes. The scale of gifts, which are in the form of a gift cheques varies from level to level.
Wages and Salary :One of the most important technique of motivation is an appropriate wage and salary. The salary given to the employees are in accordance to their work and job.
Late sitting Allowance :The employees in OSRAM COMPANY also get allowance. Washing Allowance :The employees in OSRAM COMPANYS gets washing allowance on monthly basis. late sitting / overtime
Bonus :Generally 15% bonus is given to the employees earning below Rs. 3500 p.m. on their basic pay.
Suggestions and Reward Schemes:This scheme was introduced by the management to create an environment in which employees are encouraged and motivated to give constructive suggestions for improving the overall profitability of the company. The management believes that employees have tremendous capability and desire to make the company prosper in every field and to encourage them to make more and more efforts,the suggestions and reward scheme is being introduced.
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Production Incentive Scheme :This scheme was introduced for motivating the workers. Under this targets for production on per day basis are set, when the targets are achieved the workers are accordingly awarded. Employee of the year and Employee of the Month :Employee of the year and employee of the month are choosen on the basis of quality of production and behavioural aspects. This helps in motivating worker as they get monetary as well as non-monetary awards, which gives them recognition and praise. Conveyance Facility /Allowance :- The company provides conveyance facility to female workers from industrial establishment to their place of residence and male workers get conveyance.
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Type
questionnaire is used as a tool to collect the data. The major purpose of selecting descriptive research is the description of state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables. A reporter can only report what has happened or what is happening.
Sampling: Deliberate sampling is used to collect sample. This states that on the choice
of reporter the respondents are chosen.
Sample Size: 100 employees are chosen. Sample characteristics: Blue collar and white collar employees are chosen in equal
proportion.
a) Primary Data:- Primary data are those data , which is originally collected afresh.
In this project, Questionnaire Method has been used for gathering required information. However, some assistance was provided to respondents in filling it.
b) Secondary Data: - Secondary Data are those data which are already collected and stored
and which has been passed through statistical research. In this project, secondary data has been collected from following sources: Various motivational records to study schemes and policies adopted by the company Books
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Journal websites
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A certain degree of fear and devotion towards the organization was major obstacle while conducting the project. For some employees the questionnaire was a source of showing their frustration. Latest data and reports concerned for the project was limited in OSRAM .
4.1
Q.1
facilities. FACTORS WORKING AMBIENCE CLEANLINESS SANITATION SATISFIED 74 76 32 Table :-( 4.1) Percentage of Satisfied & Dis-satisfied employees for working grade DIS-SATISFIED 26 24 68
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Interpretation The above figure depicts that 74% of the employees are satisfied with the working conditions and cleanliness. 68% of the employees are dissatisfied with sanitation facilities.76% of the employees are satisfied with cleanliness facilities. Therefore, Osram has a good working environment.
Q.2
Formal 28
Semi Formal 70
Informal 2
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Interpretations: Above diagram depicts that 28% employees says that working environment in the company is formal. 70% employees says that working environment in the company is semi formal. 2% employees says that working environment in the company is informal. Therefore Osram has favorable facilities for the employees.
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Q.3
Factors Yes Feel free to discuss 84 problems to their boss directly TABLE:-(4.3)
No 16
Up to some extent 0
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Interpretations : Above figure states that 84% of the employees feel free to discuss problems to their boss directly . 16%do not feel free to discuss problems to their boss directly. Therefore Osram enjoys good dyadic relationships for smooth working.
Q.4
Do you think that the frequency of meetings organized by your senior are
appropriate. ?
Yes of 70 seniors
No 30
Up to some extent 0
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Interpretation: Above states that 70% of the employees think that frequency of meeting organized by their superior is appropriate. 30% of the employees think that frequency of meeting organized by their superior is not appropriate. Overall frequency of meetings is appropriate where employees can communicate with their boss and other members.
Q.5
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No 30
Up to some extent 0
Fig.:(4.5) Attention towards employees suggestions Interpretation: The figure states that 70% of the employees think that their boss pay attention towards their suggestions. Whereas 30% of the employees think that their boss does not pay attention towards their suggestions. Therefore suggestions are welcome in Osram from
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employees for the constant changes. It is here assumed that 30% who reports that there suggestions are not accepted might be their suggestions are not relevant.
Q.6
Are you satisfied with your salary package ? Yes regarding 20 No. 80
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Fig :( 4.6) Satisfaction regarding salary package Interpretation: Above figure depicts that 20% of the employees are satisfied with their salary packages. 80% of the employees are not satisfied with their salary package. Therefore Osram should work on to increase the pay packages of employees despite of working environment if pay package is not correct attrition rate shall be high and organization lacks quality employees due to the reason.
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Q.7
Are you satisfied with the benefit and welfare schemes introduced by the
company?
No. 26
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Interpretation: Above figure depicts that 74% of the employees are satisfied with employees benefit and welfare schemes. 26% of the employees are not satisfied with employees benefit 60
and welfare schemes. Compensation part is a big lacuna in the organization therefore they are not able to retain people despite of other facilities.
Q8
the
Yes training 66
No 34
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Interpretation: Above figure depicts that 66% of the employees states that the training programmes conducted are adequate in number. 34% of the employees think that the training programmes conducted are not adequate in number. Training gap is not analyzed properly which hampers the quality also.
Q9
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Factors Yes Should the job rotation 60 programs be carried out in a planned manners
NO 40
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Interpretation: Above figure depicts that 60% of the employees states that job rotation programs should be carried out in planned manner. 40% of the employees states that job rotation programs should not be carried out in planned manner. Therefore from above response it is stated that the facilities are good but nothing is added on enhance employees performance.
Q.10
Yes you 40 to
NO 60
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Interpretation: Above figure states that 40% of the employees states that they are rewarded according to their performance. But 60% of the employees state that they are not rewarded according to their performance. Compensation need to work upon.
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Findings
74% of the employees are satisfied with the working conditions and cleanliness. 68% of the employees are dissatisfied with sanitation facilities.76% of the employees are satisfied with cleanliness facilities. Therefore, Osram has a good working environment. 28% employees states that working environment in the company is formal. 70% employees states that working environment in the company is semi formal. 2% employees states that working environment in the company is informal. Therefore Osram has favorable facilities for the employees. 84% of the employees feel free to discuss problems to their boss directly . 16%do not feel free to discuss problems to their boss directly. Therefore Osram enjoys good dyadic relationships for smooth working.
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70% of the employees think that frequency of meeting organized by their superior is appropriate. 30% of the employees think that frequency of meeting organized by their superior is not appropriate. Overall frequency of meetings is appropriate where employees can communicate with their boss and other members. 70% of the employees think that their boss pay attention towards their suggestions. Whereas 30% of the employees think that their boss does not pay attention towards their suggestions. Therefore suggestions are welcome in Osram from employees for the constant changes. It is here assumed that 30% who reports that there suggestions are not accepted might be their suggestions are not relevant. 20% of the employees are satisfied with their salary packages. 80% of the employees are not satisfied with their salary package. Therefore Osram should work on to increase the pay packages of employees despite of working environment if pay package is not correct attrition rate shall be high and organization lacks quality employees due to the reason. 74% of the employees are satisfied with employees benefit and welfare schemes. 26% of the employees are not satisfied with employees benefit and welfare schemes. Compensation part is a big lacuna in the organization therefore they are not able to retain people despite of other facilities. 66% of the employees states that the training programmes conducted are adequate in number. 34% of the employees think that the training programmes conducted are not adequate in number. Training gap is not analyzed properly which hampers the quality also. 60% of the employees states that job rotation programs should be carried out in planned manner. 40% of the employees states that job rotation programs should not be carried out in planned manner. Therefore from above response it is stated that the facilities are good but nothing is added on enhance employees performance. 40% of the employees states that they are rewarded according to their performance. But 60% of the employees state that they are not rewarded according to their performance. Compensation need to work upon.
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5.2
SUGGESTIONS
Working conditions are appropriate up to an extent but still some improvements are required. More temperature control systems should be installed at required places. Conveyance facility should be for all the employees. canteen facilities should be given. To make improvements in state of cleanliness and sanitation sweepers should be instructed strictly to perform his/her duty. Availability of more telephones in departments for effective communication. The functioning of the management for the employees should be more transparent. Employees should be paid equal to market rate.
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Management should introduce new benefit and welfare schemes. Special training programmers to be conducted within the country and abroad. Employees educational background and qualification should be taken into consideration. The performance appraisal should be either quarterly or half yearly rather than annually. Job Rotation should be carried out in such a manner that the specialization of an employee is not affected i.e. should be exposure rather than transfer. Salary packages needs main consideration to stop attrition rate.
5.3
CONCLUSION
To conclude the topic of my project. I would like to say the employee motivation is an important aspect to be discussed & followed in every organization. As it is very important for each & every organization. It is really helpful in the progress of employee of the organization. In OSRAM the employee motivational programme is effective & impressive to motivate the employee of an organization.
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OSRAM is older manufacturing company in the lightning industry but it has not sustained a higher position in the industry because of the reason that it dont offer a competent salary in the industry which hampers the performance also. Employee are motivated by surrounding environment of company but are dissatisfied by salary and incentives offered, suggestion schemes, job rotation, career planning. The company lack of latest data records and forecasting is not satisfactory. But despite of these entire conditions attrition rate is less because employee likes to associate with the various material facilities provided by company. It was a very good experience for me to learn, so many new things in actual working environment of an organization. From the findings of the study related issue should be resolved through prompt action in accordance of the organizational goal, so as to minimize weakness & reinforce strength observed during the process.
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