CHAPTER I INTRODUCTION

1.1 OUTLINE OF THE PROJECT The study was conducted to access the motivation level of employee in Arul Das Industries and to suggest the remedial measure to increase the motivation level of employees. The suggestions are based on the analysis and interpretation of primary and secondary data collected. The primary data are collected by interviewing the respondent. In order to collect data from respondents, questionnaire method is used... Motivation is the willingness to exact high level of effort towards the organization goals conditioned by the efforts and ability to satisfy some individual needs. Motivation is an important aspect of human behavior. Where as, (Human) performance = ability * motivation. Motivation is an attempt to achieve individual goals by striving for organizational rules. E.g. if the companies production is high the individual worker gets an incentive bonus which motivates him to work more productively. This research is totally benefited to the management so as to increase the motivation level of employees in the organization.

For Further Details Contact: +91-9962179698 044-26821138 www.lacrosstechnologies.org

1.2 RATIONAL OF THE STUDY Motivation is one of the mechanisms to help and gain peoples commitment towards achieving the stated aim of the organization. So the importance of the study is to improve individual performance and realize potential from achieving better result for the organization. Many organizations develop and maintain a very good system which could no be rectified only when employees perceived that the motivation system was for their efficient functionality and growth they could use the morale system more usefully.

1.3 SCOPE OF THE STUDY There is a good scope since human wants are more and the needs are always changing. Once the need is satisfied, it cases to be a motivator and there is a shift in striving for the need at the level. The research has revealed about what factors would motivate them in future. Motivational factor would be different in different industries and the level of motivation would vary according to the organizational hierarchy. The research would identify the missing lines of human motivation and it has to be tapped at the right time for the growth of the organization.

1.4 OBJECTIVE OF THE STUDY PRIMARY OBJECTIVE: To ascertain the motivation level of the employees in the organization. SECONDARY OBJECTIVE: To understand the basic factors that necessary for motivating the employees. To know the socio-economic profile of employees profile in the organization. To correlate the motivation with work performance. To give suggestions for improving the level of the employees.

1.5 RESEARCH METHODOLOGY RESEARCH: Research is a careful investigation or inquiry especially through search for new facts in the branch of knowledge. RESEARCH DESIGN: The formidable problem that follows the task of designing the research problem is the preparation of the research project, popularly known as the Research design. A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. TYPE OF THE RESEARCH Descriptive research design. DESCRIPTIVE RESEARCH DESIGN: Descriptive research design includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is descriptions of the state of affairs, as it exists are present. The main characteristics of ex-

post facto method are that the researcher has no control over the variables; he can only report to what has happened or what is happening. In this project descriptive research is adopted. Descriptive research studies are those studies which are concerned with describing the characteristic of a particular individual or of a group. There are two types of sampling: Probability sampling Non-probability sampling

DATA COLLECTION: Primary data was collected through the method of questionnaires. A questionnaire was required to ascertain the reasons for sudden absence among employees and every respondent were asked off fill up the queries. PRIMARY DATA: Primary data was collected through survey by using questionnaire. SECONDARY DATA: Secondary data was collected from various published books and websites.
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FIELD WORK: The next stage was to carry out the field survey. For this research the researcher distributed the questionnaire to all the employees at the organization. PROCESSING AND ANALYSING THR DATA: The statistical tool used is, Chi square test. Percentage analysis. QUESTIONNAIRE DESIGN: The questionnaire design used for collecting the data is a structured one. The words used in the questionnaire were simple and helps in avoiding confusion and misunderstanding among the respondent.

1.6 LIMITATION OF THE STUDY

The sample size is limited to 100 The survey has been conducted only in Arul Das Industries

A specific sample size is taken for the study due to the time constraint. The study has been conducted on the employees level only.
Despite the above mentioned limitation the researcher made this study

as meaningful as possible.

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CHAPTER II REVIEW OF LITERATURE

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2.1 REVIEW OF LITERATURE MASLOWS HIERACHY OF NEEDS THEORY: One of the earliest theories of motivation was given Abraham Maslow. Maslow studied the human needs and arranged them in a step by step formation. Each step is a priority at a given time. According to Maslow the behavior of an individual at a particular moment is determined by his strongest need at the moment. E.g. when a person is very hungry he will find it very difficult to concentrate on his work. Maslow used his principle to explain how worker can be motivated. A motive is a need which is unsatisfied. This need drives the person to satisfy the need. Using this, as principle Maslow felt needs arranged one after the other according to priority would motivate employees. He presented the needs, which he though would motivate employees. He drew the following diagram with five steps in it. The top most steps which shows the highest priority was given to the psychological needs and finally the self actualization. HYGIENE TWO FACTOR THEORY HERZBERG THEORY: One of the most important criticisms came from Frederick Herzberg. According to Herzberg the first three steps name physiological, safety, social needs are not motivation factors. There are hygiene factors (i.e) an organization cannot exists without them but they will not motivate the
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employees but belongings, status and self actualization are the motivating factors according to him. In short Herzberg divided Maslow hierarchy into two parts namely factor I namely physiological, social and factor 11 status and self actualization. Hence this theory is also called the two factor theory is interesting to note that Herzbergalso reversed the steps as follows.

PHYSIOLOGICAL

SAFETY

SOCIAL

ESTEEM

SELF ACTUALISATION

SELF ACTUALISATION

ESTEEM

SOCIAL

SECURITY

PHSYCHOLOGICAL

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V. ROOMS THEORY : An important currently theory of motivation, which is used by administration and managers is the V rooms theory or VIE theory, V room states that motivation is equal to the product of valence and expectation. M(otivation)=V(alence)*E(xpectancy) According to Vroom motivation is the product of the value that once sees in a job (valence) and the estimation of the probability that a certain action will lead to these values when it is completed (expectancy) (i.e) M = VIE. Where m = motivation and valence = the individual preference regarding the outcome. This can also be considered as value, incentive or attitude. I = instrumentality means that one outcome can become the instrument for influencing the next outcomes E = expectancy that a particular sequence of action will result in a particular outcome. The following diagram explains this theory. M=E*I*V M = Motivation E = Expectation I = Instrumentality V = Valence

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PORTER AND LAWLER THEORY : Porter and Lawler have proposed the multi variant model explain the complex relationship that exists between job attitude and performance this model encounters some of the simplistic traditional assumptions made about the positive relationships between satisfaction and performance. The various elements of the model are as follows, Efforts: Efforts refers to the amount of energy as employed exerts on a given task. How much effort an employee will put in a task in determined by two factors (1). Value of reward (2) Perception of reward, effort and probability.

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Performance: Once effort leads to his or her performance, it, may be equal or may not be. Satisfaction however the amount of performance is determined the amount of labor and the ability and the ability and the role perception of the employee thus if an employees possess less ability and makes wrong role perceptions his/her performance may be low in spite of putting great efforts. Satisfaction: Performance leads to satisfaction the level of satisfaction depends upon the amount of rewards achieved. If the amount of actual rewards meets of exceeds perceived equitable rewards the employees will satisfied on the contrary. If actual rewards fall short of perceived he/she will be dissatisfied. MORALE Morale is generally referred to "willingness to work" job satisfaction and the dissatisfaction creates the problem of morale among the employees group motivation leads to high morale being a psychological concept it is not easy to define it precisely. Morale is the extent to which the individual needs or dissatisfied and the extent to which the individual perceives or satisfies. Morale is the indicator of the attitude of the employees towards the organization environment. If it is the collection of employees attitudes, feeling and sentiments towards their morale is a by product of the group
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relationships. It is a mental process which once started permits in the entire group, creating a mood which results in the formation common attitude.

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IMPORTANCE OF MORALE: There is a belief that morale and productivity go hand in hand and higher. The morale high and productivity. There is some positive correlation between morale and productivity bur they are of absolute related. Higher morale assistance to overcome several labor problems such as labor turnover, absenteeism, indiscipline grievance etc, it is also help seek co-operation of the workers in the running of the organization and thus getting higher production of minimum possible cost by reducing the wastage of time, man, machine and materials creating a high motivation and positive morale work place. SIGNIFICANT MOTIVATION, MORALE AND RETENTION OF RESOURCES: The employees must be treated, as they would like to be treated. A positive, higher employee morale work environment enables then to use the talents and skills. The character and the skill menageries, which practice what they preach and knew how to coach employee performance and morale, are what is needed for the organization approaches. Sadly they are generally implemented or proposed to accomplish all the right thinking of the people and the organization One of the most important criteria in employee's selection is picking the smartest person. You can find another is establishing clear goals with measures, so the individual can succeed retention your best employees critical recruiting, selection and retention are focus of these items.
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To be motivated is to steer once action towards certain goals and to commit a certain part of once energies to reaching them. Each persons pattern of steering and committing is usually learned over life time, it represents his way of trying to come to satisfactory with is environment of rather with what he things is environment is like. This is infect a highly condensed and in some ways a simplified statement of what motivation is really all about, but it serves to make a very important point that the word "motivation" is a deceptively brief way of expressing a complex reaction to a complex of influences. Good motivation leads to high morale in every organization people are working within a suitable environment of attitudes. Each employees has attitudes that ranges over the entire spectrum of human behavior morale is the attitude of and an employee towards his job. 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 times when one faces a period of de-motivation and
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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. Others pursue hobbies during the weekend, thus giving them something to look forward to, as each week comes to a close. There are people who redefine their goals and ambitions from time to time in order to fill them with newer levels of enthusiasm to achieve greater feats. One needs to take stalk every now and then and find the motivator required to carry them through. Employee Motivation With every job these is one common problem that people face, which is getting stuck in the machine of time and routine. This leads to boredom, and is known to be a de-motivator by the experts. It is for this reason that human resource managers are asked to ensure that there are activities and varied ways and means to keep employees motivated from time to time.

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Today, the large multinational companies are taking stock of the problem and are doing all that they can to ensure that employees are happy and ever enthusiastic about their work. This is vital in order to get the maximum out of them and to keep employee burn out at bay. And ensuring this lies in the hands of the managers. Basically, in order to keep employees motivated there are 7 strategies that can be adopted, which are as follows: Providing positive reinforcements for the tasks accomplished and setting higher goals to be achieved Setting down certain effective rules and regulations to be followed in the office Seeing that fair rules are set in the office Looking into employee needs and seeing that they are comfortable in their work environment There should be work related goals set from time to time There should be regular appraisals and platforms where employees can share their on the job experiences There should be consistent and constant on the job rewarding and incentives

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Self Motivation One of the most difficult aspects in life is to remain constantly motivated under any circumstances. It is rather difficult as situations and people often come our way to water our fire of enthusiasm, or they bring gushing winds to blow out the flames. And under these circumstances we need to fight harder to keep the flames ablaze. Help may come from various sources, but the fact is that one is motivated only when they wish to be motivated. There has to be that desire to want to be on enthusiastic side of motivation. Incentives, rewards, achievements, praises, etc., are all external forces that function as motivators, but yet there is nothing more powerful than self motivation. In fact, there are people who achieve all they want to, but yet there is a spark missing - the spark that actually drives them into action - the intrinsic motivation that keeps them smiling. People primarily lose motivation because of three factors: Loss of confidence Loss of focus Loss of direction There are a few golden rules that can be followed to bring one back onto the path of being self motivated:

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 It is the inner desire to want something that keeps one motivated and not an external factor One must set goals that are pleasurable, rather than those set in fear Creatively visualize the goal Reinforce the set goal with positive thought and action Make the achievement of the goal a high priority task Motivation at the Workplace Many people do not actually realize this, but the fact is that most human beings spend a maximum number of waking hours at the workplace. This is one place that gives the means for survival in the form of monetary returns. And in spite of this, there are various situations and circumstances that occur at the workplace that lead one downhill - down the path of de-motivation. While there are managers to ensure staff motivation, it is vital for one to also ensure that they experience motivation at the workplace. This can be done by following the various methods listed here. Sometimes over ambition can lead to frustrations and so ambitions should be kept in check and within real achievable targets Be aware of the journey towards the destination. Do not be afraid to admit that guidance is required in certain areas Gain knowledge and experience and upgrade skills in order to achieve higher targets
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 Maintain cordial relations at the office, avoiding the blending of personal and professional Go beyond limits. Challenging oneself can work wonders in boosting one's morale Take a short five to seven minutes break every forty-five minutes take a walk, play with a stress ball, have a glass or two of water. these are recommended to even maintain good working health and to avoid daily burn out Pursue a hobby. This gives something to look forward to beyond the routine working hours Motivation Theory A number of psychologists and other experts in the field have contributed towards bringing about various theories with regards to motivation. There is no single motivation theory that can stand out and be revealed as the only one. Given here are the varied theories on motivation. Acquired Needs Theory : According to this theory one seeks affiliation, power and achievement Affect Perseverance Theory : According to theory even after disconfirmation, there is persistence of preference Attitude Behavior Consistency Theory : This theory underlines that there are various factors that align behavior and attitude

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 Attribution Theory : According to this one requires to attribute cause, which supports the ego Cognitive Dissonance Theory : this theory states that non-alignment is uncomfortable Cognitive Evaluation Theory : This theory underlines that one selects tasks based on whether they can be done or not Consistency Theory : According to this theory one seeks to gain comfort from internal alignment
Control Theory: This theory states that one seeks to gain control over

the world around them. Disconfirmation Bias Theory : According to this theory one agrees with what supports beliefs and believes what agrees with them ERG Theory : The theorists state that one seeks to fulfill the needs of growth, relatedness and existence Expectancy Theory : This theory underlines that one is motivated by things that are desirable and can be achieved Extrinsic Motivation Theory : According to this theory one is motivated by external and tangible rewards Goal Setting Theory : This theory states that various types of goals motivates one differently Intrinsic Motivation Theory : According to this theory one is motivated by internal rewards that are value-based Investment Model Theory : According to this theory One's commitment is dependent on what one has invested

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 Opponent Process Theory : According to this there is interaction between opposite emotions . Reactance Theory: This theory states that there is discomfort as and when one's freedom is threatened Self Discrepancy Theory : According to this theory one requires beliefs to remain consistent Side Bet Theory : According to this theory varied aligned side bets increase one's commitment towards the main bet Importance of Motivation One of the most important and underlying factors that drives every human being reach their goals is motivation. This includes personal, as well as professional goals and targets. In fact, if this driving force did not exist then people would live in the rut of monotony and no great discoveries or inventions would have happened. Humanity would have probably continued to exist in the in stone ages. The fact that humanity, in general, is constantly progressing is proof enough that motivation does exist as a prominent factor. In fact, the importance of motivation multiplies at the workplace. This is because an adult spends most of his or her hours in the office. Targets and goals have to be met. And apart from the usual appraisals and bonuses there needs to be more that drives a person to continue at the same workplace, or continue pursuing the same career for years together. No doubt, anything that falls into routine brings in the problems of monotony.

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And once this takes over there are various harms that come to the employee and their performance on the job. Understanding this, managers take the responsibility of motivating employees from time to time through various ways and means. One instance is by adopting soft skills training programs especially in areas such as stress management, motivation, decision-making, time management, etc. These types of workshops help employees bring something new into their working day. Apart from what the management does to keep employees motivated, one needs to also bring in self-motivating factors. For instance, set personal goals such as a time-line target to purchase an asset, which can happen if work targets are met and one continues in the same job. No matter what the source, motivation is an important factor to drive once life through every challenge and stumbling block. What is Motivation When one is fired from the belly and ready to take the difficult path to achieve their goals and targets, they are said to be motivated. And this is a strong feeling or urge. It is fired by internal, as well as external factors. Thus, when asked what is motivation? The answer is as simple as this: It is the driving force that keeps one going towards one's goals. However, one needs to keep in mind that there are various factors that keeps one motivated through life, and this varies from person to person. The
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factors are neither age specific, nor gender specific. They are simply case specific. According to various experts is depends on the needs that need to be fulfilled; and the desires one wishes to accomplish or gain. Before going further one needs to understand that there are primarily two types of motivation: Positive Motivation : This brings about positive response to the action that one needs to undertake in order to achieve their goals Negative Motivation : Means being reinforced with fear, anxiety and such negative feelings in order to have tasks and goals achieved According to universal expert consensus, motivation is behavior that is driven by a goal. This implies that one is diverted towards achieving the set targets, no matter what. These maybe simple need based targets such as food, clothing and shelter. Or then goals of fame, recognition and prosperity. Or at the top of the rung the goal of self-realization. Each journey requires a driving force and this fuel for the human body is motivation. Motivation is the internal condition that activates behavior and gives it direction; energizes and directs goal-oriented behavior. The term is generally used for human motivation but, theoretically, it can be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality.
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Intrinsic and extrinsic motivation Intrinsic motivation Intrinsic motivation comes from rewards inherent to a task or activity itself the enjoyment of a puzzle or the love of playing basketball, for example. One is said to be intrinsically motivated when engaging in an activity "with no apparent reward except for the activity itself".[1] This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on selfefficacy [2], and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they: Attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in),

Believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Extrinsic motivation Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations.

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In sports, the crowd may cheer the performer on, and this motivates him or her to do well. Trophies are also extrinsic incentives. Competition is often extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. Extrinsic incentives sometimes can weaken the motivation as well. In one classic study done by Green & Lepper, children who were lavishly rewarded for drawing with felt-tip pens later showed little interest in playing with the pens again. The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Yale School of Management professor Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal. Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle

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drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others. By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process. The incentive theory of motivation A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals.[3] A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment.
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There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. the theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular being - a feature criticized as simply moving the fundamental problem behind this "small man" and his desires. In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.
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Need hierarchy theory The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.

Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest, earliest) to most complex (highest, latest) are as follows: Physiological Safety Belongingness Esteem Self actualization

Herzbergs two-factor theory The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life.

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He distinguished between: Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory." Cognitive theories Goal-setting theory Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. This explains why some children are more motivated to learn how to ride a bike than mastering algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class.
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The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal. [5] Douglas Vermeeren, has done extensive research into why many people fail to get to their goals. The failure is directly attributed to motivating factors. Vermeeren states that unless an individual can clearly identify their motivating factor or their significant and meaningful reasons why they wish to attain the goal, they will never have the power to attain it. Models of behavior change Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action. Unconscious motivation

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Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct [6]." In other words, stated motives do not always match those inferred by skilled observers. For example, it is possible that a person can be accident-prone because he has an unconscious desire to hurt himself and not because he is careless or ignorant of the safety rules. Similarly, some overweight people are not hungry at all for food but for fighting and kissing. Eating is merely a defensive reaction to lack of attention. Some workers damage more equipment than others do because they harbor unconscious feelings of aggression toward authority figures. Psychotherapists point out that some behavior is so automatic that the reasons for it are not available in the individual's conscious mind. Compulsive cigarette smoking is an example. Sometimes maintaining selfesteem is so important and the motive for an activity is so threatening that it is simply not recognized and, in fact, may be disguised or repressed. Rationalization, or "explaining away", is one such disguise, or defense mechanism, as it is called. Another is projecting or attributing one's own faults to others. "I feel I am to blame", becomes "It is her fault; she is selfish". Repression of powerful but socially unacceptable motives may result in outward behavior that is the opposite of the repressed tendencies. An example of this would be the employee who hates his boss but overworks himself on the job to show that he holds him in high regard.

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Unconscious motives add to the hazards of interpreting human behavior and, to the extent that they are present, complicate the life of the administrator. On the other hand, knowledge that unconscious motives exist can lead to a more careful assessment of behavioral problems. Although few contemporary psychologists deny the existence of unconscious factors, many do believe that these are activated only in times of anxiety and stress, and that in the ordinary course of events, human behavior from the subject's point of view is rationally purposeful. Intrinsic motivation and the 16 basic desires theory Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that find 16 basic desires that guide nearly all human behavior. The desires are:

Acceptance, the need for approval Curiosity, the need to think Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments Physical Activity, the need for exercise Power, the need for influence of will
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Romance, the need for sex Saving, the need to collect Social Contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back

In this model, people differ in these basic desires. These basic desires represent intrinsic desires that directly motivate a person's behavior, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires. Controlling motivation The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation. Early programming Modern imaging has provided solid empirical support for the psychological theory that emotional programming is largely defined in childhood. Harold Chugani, Medical Director of the PET Clinic at the Children's Hospital of Michigan and professor of pediatrics, neurology and radiology at Wayne State University School of Medicine, has found that children's brains are
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much more capable of consuming new information (linked to emotions) than those of adults. Brain activity in cortical regions is about twice as high in children as in adults from the third to the ninth year of life. After that period, it declines constantly to the low levels of adulthood. Brain volume, on the other hand, is already at about 95% of adult levels in the ninth year of life. Organization Besides the very direct approaches to motivation, beginning in early life, there are solutions which are more abstract but perhaps nevertheless more practical for self-motivation. Virtually every motivation guidebook includes at least one chapter about the proper organization of one's tasks and goals. It is usually suggested that it is critical to maintain a list of tasks, with a distinction between those which are completed and those which are not, thereby moving some of the required motivation for their completion from the tasks themselves into a "metatask", namely the processing of the tasks in the task list, which can become a routine. The viewing of the list of completed tasks may also be considered motivating, as it can create a satisfying sense of accomplishment. Most electronic to-do lists have this basic functionality, although the distinction between completed and non-completed tasks is not always clear (completed tasks are sometimes simply deleted, instead of kept in a separate list).
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Other forms of information organization may also be motivational, such as the use of mind maps to organize one's ideas, and thereby "train" the neural network that is the human brain to focus on the given task. Simpler forms of idea notation such as simple bullet-point style lists may also be sufficient, or even more useful to less visually oriented persons. Employee Motivation Workers in any organization need something to keep them working. Most times the salary of the employee is enough to keep he or she working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employees quality of work or all work in general will deteriorate. Keeping an employee working at full potential is the ultimate goal of employee motivation. Just as there are unlimited amounts of motivators, there are unlimited amounts of methods to help keep employees motivated. Some traditional ways or motivating workers are placing them in competition with each other. Friendly competition is a great way to generate motivation among employees. This gives a chance for employees to flex their working skills in a competition against their peers. This not only will motivate employees with a result of greater production. But the competition with recorded results will give the employer and idea of who is being most productive.

40

Drugs Some authors, especially in the transhumanist movement, have suggested the use of "smart drugs", also known as no tropics, as "motivation-enhancers". The effects of many of these drugs on the brain are emphatically not well understood, and their legal status often makes open experimentation difficult. Motivation is the key to performance improvement There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager

41

may not even know where to start. As a guideline, there are broadly seven strategies for motivation. Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace situation to situation. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organization. In one of the most elaborate studies on employee motivation, involving 31,000 men and 13,000 women, the Minneapolis Gas Company sought to determine what their potential employees desire most from a job. This study was carried out during a 20 year period from 1945 to 1965 and was quite revealing. The ratings for the various factors differed only slightly between
42

men and women, but both groups considered security as the highest rated factor. The next three factors were; Advancement Type of work Company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a low rating by both groups. So after all, and contrary to common belief, money is not the prime motivator. (Though this should not be regarded as a signal to reward employees poorly or unfairly.) Employee Motivation: Theory and practice The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem! Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.

43

44

2.2 COMPANY PROFILE Arul Das Industries was established in 1995 with intension of designing & manufacturing of press tools, press components and material handling system on turnkey basis. Company also provides consultancy in designing press tools. Company has intents to grow the business by continuously upgrading the quality, widening the costumer base and exploring the possibility of exports market. As an initial step company has opted for implementing ISO 9001 2000 quality management system. Company understands changing global market scenario and plan to invest in new systems to improve product variation and increase production capacity by improving efficiency & productivity. The company has built up a strong capability in engineering and execution excellence. The company works closely with customers to meet and surpass their expectation and ensuring Total Customer Satisfaction through excellence in product quality, response time and price competitiveness. In an industry where Precision, Pricing and People are of paramount importance, the company has set stringent benchmarks and works consistently in achieving and improving on it.

45

The company is engaged in the engineering works related to Designing and manufacturing of sheet metal, press tool, plastic moulds, Multi cavity plastic moulds, die casting dies, extrusion dies, Vacuum forming machine and so on. With our technical expertise and vast experience in the field, we have been able to establish ourselves a reliable entity in the market. Ours is an ISO 9001: 2000 certified company. The company endeavors at providing maximum satisfaction to its esteemed clients through its range of products and services. Consequently, we are reckoned as one of the most credible Die Casting Products Manufacturers and Suppliers in the market. Arul Das Industries was set up with a mission to manufacture quality Forging and Forming Tools. Within a short period, the company has made rapid strides in growth and excellence. The Company has a wide product range that caters to various industries ranging from General Engineering, Fasteners, Chain Industry, Brakes, etc.

46

Infrastructure and Capability the Company has invested in a state of the art shop floor which are equipped with: Grinding Machines Tool & Cutter Grinders Lathes Milling Machines Drilling Machines EDM Spark Machines Hydraulic Press Support base of EDM wire cut, VMC, JIG boring, CNC Machines, Heat treatment and surface Engineering. The shop floor is also equipped with metrology lab, a dedicated quality assurance section which constantly and consistently focuses on strict adherence to quality norms. Having qualified and dedicated team, who can undertake design and development of Jigs, Fixtures, Moulds and Special Tools based on the applications, supported with customized CAD/CAM programmmes. Quality is a process at Arul Das Industries. To ensure that, the company delivers nothing but the best, the company has a Quality Assurance Program (QAP) in place. This ensures that the systems and processes are constantly monitored and improvement brought in to ensure total satisfaction to customers.

47

The company is guided by a set of quality control policy adopted by the management. All our products have to be tested on different parameters with the latest non contact measuring equipment. According to the said policy, we also adhere to the timely delivery of the booked products. Subsequently, we are counted among the major Plastic Moulds Manufacturers and Suppliers in the country. QUALITY POLICY We, at Arul Das Industries, shall aim to achieve and sustain excellence in all our activities. We are committed to Total Customer Satisfaction by providing products and services which meet or exceed the Customers expectations. Modernization of the manufacturing facilities, Stress on technological innovation and training of employees at all levels shall be continuous process in Arul Das Industries. A motivated workforce with a sense of pride in the organization shall lead us towards Total Quality. PRODUCTS We are one of the well reckoned names in the genre of tools that are widely used in various industries. We manufacture precision press tools and precision stamped components. These products manufactured by us are engineered using years of experience and expertise.
48

The acme quality raw materials used in manufacturing these products are processed as per international standards. The services offered by us include designing and manufacture of simple, compound and progressive tools. In addition to this, we also undertake job work in optical profile grinding, jig grinding, vacuum heat treatment, etc. Besides, we also offer customized solution of press tools as per the requirements and specifications of the clients. A. Press Components Division 1. Designing & Manufacturing of Press Tools & Press Components. B. Material Handling Division 1. Belt Conveyor for Bulk Material Handling. 2. Bag Handling System. 3. Ash Handling System. 4. Screw Conveyor. 5. EnMass Conveyor. 6. Bucket Elevator. 7. RBC. 8. Bagasse Bale Breaker. 9. Slat Conveyor.
10. All types of chains & slats.

11. Spares for all conveyors.

49

2. Specially Press Components applicable for a. Control Panel. b. Molded Luggage. c. Power Tools. d. Precision Machinery Spares 3. Walkways and Gratings. C. Heat Exchangers. Bag Handling Equipments : Tool Room Facility Press Components Material Handling Equipments Control Pannels Moulded Luggage Fitting Automobile Press Parts Power Tool Accessories & Fittings

Tool Room Facility

50

 In house design & development department having experienced die

makers. Well Equipped Tool Room machine setup. alibrated measuring instruments. Quality Assurance. Guidance of International Experts. Press Components

Wide rang of press components in various field of engineering application. Material Handling Equipments. Control Pannel. Molded luggage fittings. Automobile Press Parts. Power Tool Accessories & fittings. Capacitors & Power Factor Controlling Fittings. Thermal Equipment Accessories.

51

Material Handling Equipments

Idler clit & Angle Clits. All Types of Chains. All types of Slats. Bearing Housings for Idlers. Trough set. Control Panels All types of Hinges. Door clamps.

Vertical & Horizontal Support Clamps.

Lock Strips. Fuse Holder. Lifting Angle. Canopies.

52

Moulded LuggageFitting

All type of back hinges & side hinges. Stay Bracket. Section Covers. Side Lock Hooks & Center Lock Hooks. Handle Strips Automobile Press Parts Upper & Lower Terminals. Reinforcement. Lock Clamps. Clutch Actuating Levers. Other Consumable Accessories.

53

Belt Conveyor Systems

Belt Conveyors are used for handling bulk material such as Bagasse, Ash, Coal, Stone Crusher, Sand, Salt, Bauxite, Loose Sugar, Mud, etc. our range of manufacturing belt conveyors from 5 ton / hour to 1000 ton / hour, depending upon the customer's requirement. Our belt conveyor systems are more economical and trouble free performance. Return Bagasse Carrier & Elevator

54

Return Bagasse carriers & Elevators are used for handling loose bagasse for co-generation and sugar mill. Our range of return bagasse carrier from 5 ton / hour to 200 ton / hour. These systems are used in Sugar Mill, CoGeneration, Starch Plant, processing units & commonly for bagasse feeding to boiler.

Bucket Elevator

55

Bucket elevators are used for elevating fertilizer, Loose Sugar, Grain, Foundry Sand, Coal, Bagasse, etc. We are manufacturing both belt type (Twin Leg) and chain type (Self Supported) Elevators. Our belt type bucket elevators are modular & compact in design, low power consumption, smooth in operation. Capacity ranging from 5 ton / hour to 100 ton / hour.

56

Screw Conveyor

Screw Conveyors are used for handling Sand, Grain, Sugar, Fertilizer, Seeds and Ash etc. Capacity of screw conveyors ranging from 5 ton / hour to 60 ton / hour. Screw conveyors are required in various plants like cattle feed, sugar factory, Starch, Chemical, Fertilizer Plants etc. Our screw conveyors are very efficient and safe in operation. Heat Exchangers

57

Heat Exchanger basically air cooled heat exchangers are manufactured by quality tubes having spiral wounded SS, MS & CU fins. The fined tubes of different pitch distance fines are utilized as per design factor which directly results in efficiency & smooth running of the light weight. These tubes will be arranged in such a way that the air flow heat less is minimum with maximum face area. The temp of air will be raised using saturated steam i. e. with minimum Advantages : Maximum face area per area of heat exchanger. Compact in designs results light weight & easy handling. Portable Belt Conveyors ReBELL' offers portable belt conveyors of standard belt width of 600 and 650mm. for conveying 50 kg. and 100 kg. bags. Frame is manufactured from tabular section and angle. Frame is mounted on ADV tyres fitted to axle. Capacity of belt conveyors is 700 to 800 bags / hour.

58

General Specification

Model Boom Length C/C Delivery Height (Max.) Delivery Height (Min.) No of Bag layers Degree Of Inclination Horse Power Our Mission

14 ft. 20 ft. 4300 mm. /6100

26 ft. 7900

33 ft. 10100

45 ft. 13700

14ft mm. /20ft. mm. /26ftmm. /33ft mm. /45ft 2750 mm. /4000 5000 6700 8800 mm. 9ft mm. /13ft mm. /16ftmm. /22ft 2000 1400 mm. /1500 2500 mm mm. / 4.5ft mm. /5ft 8ft 6.5ft 9 Nos. 13 Nos. 17 Nos. 22 Nos. 31Deg 1.5HP 40Deg 2.0HP 40Deg 3.0Hp 40Deg 5.0Hp /29ft /3500 mm. /11ft 29 Nos. 40Deg 7.5Hp

To Be a Reliable, Preferred Global Solution Provider and Supplier of Precision Tooling Stamped Components and Sub Assemblies for Electronics, Electrical, Communication, Instrumentation, Medical & Aviation Sector.

59

List of Production Machinery Power Press hand grinding Drilling M/c Die Grinder Surface Grinder M1TR Lathe M/C List of Instruments Vernier Caliper Vernier Caliper Gauge Vernier Height Gauge Micro Meter Surface Plate Redius Gauges Thread Gauge Magnetik V Block 0-200mm 0-200mm 0-300mm 0-25mm 600X600mm 0.5 to 25mm Inches And mm 1Nos 1Nos 1Nos 1Nos 1Nos 3Nos 1Nos 1Nos 30 MT Mechanical 1" 200X600 4.5 Feet Medium duty 1Nos 1Nos 1Nos 1Nos 1Nos 1Nos 1Nos

60

CHAPTER II ANALYSIS

61

TABLE 1 My job gives me job security S.no 1 2 3 4 5 Particulars Strongly disagree Disagree Neutral Agree Strongly agree TOTAL No of respondents 0 0 9 49 53 112 No of percentage 0 0 10 44 46 100

FIGURE 1 My job gives me job security

0% 0% 10%

Strongly disagree Disagree Neutral Agree

46%

44%

Strongly agree

INFERENCE: In the analysis 46% of the respondents are strongly agree, 44% of the respondents agree, 10% of the respondents having neutral opinion, 0% of the respondents disagree and 0% of the respondents strongly disagree.
62

TABLE 2 HAVING GOOD EQUIPMENT TO WORK S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 6 5 Neutral 18 17 Agree 64 57 Strongly agree 24 21 TOTAL 112 100 FIGURE 2 HAVING GOOD EQUIPMENT TO WORK

0% 21% 5%

Strongly disagree Disagree Neutral

17%

Agree Strongly agree

57%

INFERENCE: In the analysis 21% of the respondents are strongly agree, 57% of the respondents agree, 17% of the respondents having neutral opinion, 5% of the respondents disagree and 0% of the respondents strongly disagree.

63

TABLE 3 I WILL BE MOTIVATED IF I HAVE A JOB FOR LIFE S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 4 4 Disagree 7 6 Neutral 16 14 Agree 57 51 Strongly agree 25 25 TOTAL 112 100 FIGURE 3 I WILL BE MOTIVATED IF HAVE A JOB FOR LIFE
Strongly disagree

25%

Disagree 4% 6% Neutral 14% Agree

Strongly agree

51%

Inference: In the analysis 25% of the respondents are strongly agreed, 51% of the respondents agree, 14% of the respondents having neutral opinion, 6% of the respondent disagree and 4% of the respondents strongly disagree.

64

TABLE 4 JOB OFFERS ME TO LEARN NEW THINGS

S.no 1 2 3 4 5

Particulars No of respondents No of percentage Strongly disagree 5 4 Disagree 2 2 Neutral 7 6 Agree 66 59 Strongly agree 32 29 TOTAL 112 100 FIGURE 4 MY JOB OFFERS ME TO LEARN NEW THINGS

Strongly disagree
29% 4% 2%

6%

Disagree Neutral Agree Strongly agree

59%

Inference: In the analysis 29% of the respondents are strongly agreed, 59% of the respondents agree, 6% of the respondents having neutral opinion, 2% of the respondent disagree and 4% of the respondents strongly disagree.
65

TABLE 5 I HAVE GOOD PEOPLE TO WORK S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 2 2 Neutral 16 14 Agree 52 46 Strongly agree 42 38 TOTAL 112 100 FIGURE 5 I HAVE GOOD PEOPLE TO WORK
0% 2%

14%

Strongly disagree Disagree

38%

Neutral Agree Strongly agree

46%

Inference: In the analysis 38% of the respondents are strongly agreed, 46% of the respondents agree, 14% of the respondents having neutral opinion, 2% of the respondent disagree and 0% of the respondents strongly disagree.

66

TABLE NO.6 I SUFFER FROM LESS STRESS S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 12 11 Neutral 32 29 Agree 62 55 Strongly agree 6 5 TOTAL 112 100 FIGURE 6 I SUFFER FROM LESS STRESS

0% 5% 11%

Strongly disagree Disagree Neutral

29%

Agree Strongly agree

55%

Inference: In the analysis 5% of the respondents are strongly agreed, 55% of the respondents agree, 29% of the respondents having neutral opinion, 11% of the respondent disagree and 0% of the respondents strongly disagree.

67

TABLE NO.7 COMPLEASANT WORKING CONDITIONS S.no 1 2 3 4 5 Particulars Strongly disagree Disagree Neutral Agree Strongly agree TOTAL No of respondents 1 4 36 59 12 112 No of percentage 1 3 32 53 11 100

FIGURE 7 COMPLEASANT WORKING CONDITIONS

11% 1%

3%

Strongly disagree Disagree

32%

Neutral Agree Strongly agree

53%

Inference: In the analysis 11% of the respondents are strongly agreed, 53% of the respondents agree, 32% of the respondents having neutral opinion, 3% of the respondent disagree and 1% of the respondents strongly disagree.
68

TABLE NO.8 JOB HAS FREEDOM AND INDEPENDENCE S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 1 1 Disagree 12 11 Neutral 44 39 Agree 41 37 Strongly agree 14 12 TOTAL 112 100 FIGURE 8 JOB HAS FREEDOM AND INDEPENDENCE
1%

12%

11%

Strongly disagree

Disagree

Neutral 39% 37% Agree

Strongly agree

Inference: In the analysis 12% of the respondents are strongly agreed, 37% of the respondents agree, 39% of the respondents having neutral opinion, 11% of the respondent disagree and 1% of the respondents strongly disagree.

69

TABLE NO.9 JOB ALLOWS ME FOR RAPID ADVANCEMENT S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 13 11 Disagree 15 13 Neutral 32 29 Agree 43 39 Strongly agree 9 8 TOTAL 112 100 FIGURE 9 JOB ALLOWS ME FOR RAPID ADVANCEMENT

Strongly disagree
8% 11%

Disagree Neutral
13%

Agree
39%

Strongly agree
29%

Inference: In the analysis 8% of the respondents are strongly agreed, 39% of the respondents agree, 29% of the respondents having neutral opinion, 13% of the respondent disagree and 11% of the respondents strongly disagree.

70

TABLE NO.10 IT GIVES ME OPPURTUNITY TO PROGRESS TO TOP S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 5 4 Disagree 22 20 Neutral 36 32 Agree 39 35 Strongly agree 10 9 TOTAL 112 100 FIGURE 10 IT GIVES ME OPPURTUNITY TO PROGRESS TO TOP

Strongly disagree
9% 4%

Disagree
20%

Neutral Agree

35%

32%

Strongly agree

Inference: In the analysis 9% of the respondents are strongly agreed, 35% of the respondents agree, 32% of the respondents having neutral opinion, 20% of the respondent disagree and 4% of the respondents strongly disagree.
71

TABLE 11 USING MY SKILLS, CAPABILITIES AND EXPLORING NEW IDEAS REALLY DRIVE ME. S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 1 1 Disagree 6 5 Neutral 40 36 Agree 48 43 Strongly agree 17 15 TOTAL 112 100 FIGURE 11 USING MY SKILLS, CAPABILITIES AND EXPLORING NEW IDEAS REALLY DRIVE ME.

1%

5%

Strongly disagree Disagree Neutral 36% Agree

43% Strongly agree

Inference: In the analysis 15% of the respondents are strongly agreed, 43% of the respondents agree, 36% of the respondents having neutral opinion, 5% of the respondent disagree and 1% of the respondents strongly disagree.
72

TABLE 12 BEING RECOGNISED FOR CONTRIBUTION I DO S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 20 18 Neutral 24 21 Agree 53 48 Strongly agree 15 13 TOTAL 112 100 FIGURE 12 BEING RECOGNISED FOR CONTRIBUTION I DO
0% 13% 18% Strongly disagree Disagree Neutral Agree 48% Strongly agree

21%

Inference: In the analysis 13% of the respondents are strongly agreed, 48% of the respondents agree, 21% of the respondents having neutral opinion, 18% of the respondent disagree and 0% of the respondents strongly disagree.

73

TABLE 13 BEING PUBLICLY RECOGNISED FOR MY EFFORTS S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 2 2 Disagree 18 16 Neutral 38 34 Agree 44 39 Strongly agree 10 9 TOTAL 112 100 FIGURE 13 BEING PUBLICLY RECOGNISED FOR MY EFFORTS

2% 9% 16%

Strongly disagree Disagree Neutral

39%

34%

Agree Strongly agree

Inference: In the analysis 9% of the respondents are strongly agreed, 39% of the respondents agree, 34% of the respondents having neutral opinion, 16% of the respondent disagree and 2% of the respondents strongly disagree.
74

TABLE 14
PRIDE IN ONES WORK IS ACTUALLY AN IMPORTANT REWARD

S.no 1 2 3 4 5

Particulars No of respondents No of percentage Strongly disagree 2 2 Disagree 10 9 Neutral 28 25 Agree 41 37 Strongly agree 31 27 TOTAL 112 100 FIGURE 14

PRIDE IN ONES WORK IS ACTUALLY AN IMPORTANT REWARD

2% 27% 9%

Strongly disagree

Disagree

25%

Neutral

Agree

37%

Strongly agree

Inference: In the analysis 27% of the respondents are strongly agreed, 37% of the respondents agree, 25% of the respondents having neutral opinion, 9% of the respondent disagree and 2% of the respondents strongly disagree.

75

TABLE 15 JOB OFFERS ME TO BE CREATIVE AND INNOVATIVE S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 6 5 Neutral 18 17 Agree 64 57 Strongly agree 24 21 TOTAL 112 100 FIGURE 15 JOB OFFERS ME TO BE CREATIVE AND INNOVATIVE

10%

Strongly disagree 4% 2% Disagree 33% Neutral Agree Strongly agree

51%

Inference: In the analysis 21% of the respondents are strongly agreed, 57% of the respondents agree, 17% of the respondents having neutral opinion, 5% of the respondent disagree and 0% of the respondents strongly disagree.

76

TABLE 16 GREATER RESPONSIBILITY IN MY JOB S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 0 0 Disagree 2 2 Neutral 18 16 Agree 69 62 Strongly agree 23 20 TOTAL 112 100 FIGURE 16 GREATER RESPONSIBILITY IN MY JOB
0% 20% 2% Strongly disagree 16% Disagree

Neutral

Agree

62%

Strongly agree

Inference: In the analysis 20% of the respondents are strongly agreed, 62% of the respondents agree, 16% of the respondents having neutral opinion, 2% of the respondent disagree and 0% of the respondents strongly disagree.
77

TABLE 17 LITTLE CHANCE TO DO CHALLENGING WORK S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 2 2 Disagree 18 16 Neutral 24 21 Agree 51 46 Strongly agree 17 15 TOTAL 112 100 FIGURE 17 LITTLE CHANCE TO DO CHALLENGING WORK

15%

2%

16%

Strongly disagree Disagree Neutral Agree Strongly agree

21%

46%

Inference: In the analysis 15% of the respondents are strongly agreed, 46% of the respondents agree, 21% of the respondents having neutral opinion, 16% of the respondent disagree and 2% of the respondents strongly disagree

78

TABLE 18 PROVIDES ME LOT OF VACATION TIME S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 7 6 Disagree 31 28 Neutral 29 26 Agree 45 40 Strongly agree 0 0 TOTAL 112 100 FIGURE 18 PROVIDES ME LOT OF VACATION TIME
0% 6%

Strongly disagree Disagree

40%

28%

Neutral Agree

26%

Strongly agree

Inference: In the analysis 0% of the respondents are strongly agreed, 40% of the respondents agree, 26% of the respondents having neutral opinion, 28% of the respondent disagree and 6% of the respondents strongly disagree.

79

TABLE 19 PROVIDES ME FLEXI HOURS TO WORK S.no 1 2 3 4 5 Particulars No of respondents No of percentage Strongly disagree 5 4 Disagree 23 21 Neutral 33 30 Agree 49 43 Strongly agree 2 2 TOTAL 112 100 FIGURE 19 PROVIDES ME FLEXI HOURS TO WORK

2% 4%

Strongly disagree Disagree

21%

Neutral Agree

43% 30%

Strongly agree

Inference: In the analysis 2% of the respondents are strongly agreed, 43% of the respondents agree, 30% of the respondents having neutral opinion, 21% of the respondent disagree and 4% of the respondents strongly disagree.

80

TABLE 20 RANKING PARAMETERS Job Security Pleasant conditions Chances for advancement Recognition and reward Interesting work Vacation time Payment benefit Friendly co-workers Team Work Training Personal motivations INFERENCE : Many of the respondents awarded first rank as job security. 2nd rank is to pleasant conditions, 3rd rank for chances for advancement, 4th rank for recognition and rewards, 5th rank for interesting work, 6th rank for vacation time, 7th rank for payment benefit, 8th rank for friendly co-worker, 9th rank for team work, 10th rank for training and 11th rank for personal motivators. RANK 1 2 3 4 5 6 7 8 9 10 11

81

FIGURE 20 RANKING

12

10 Job Security Pleasant conditions Chances for advancement Recognition and reward Interesting work Vacation time Payment benefit Friendly co-workers Team Work Training Personal motivations

0 RANK

82

2.2 STATISTICAL TOOLS 2.2.1 CHI SQUARE TEST

Scale instinct Below 25 25-35 36-45 46-55 55 and above TOTAL

Strongly Strongly Agree Neutral Disagree Total agree disagree 0 6 2 0 2 10 0 3 19 5 4 31 3 27 58 21 6 115 1 61 129 28 14 233 0 23 19 18 2 62 4 120 227 72 28 451

HYPOTHESIS: Ho : There is no significant relation between age and interesting work. HI: There is significant relation between age and interesting work.

01

EI

2 (Ol-EI)

2 (Ol-EI) EI

83

0 0 3 1 0 6 3 27 61 23 2 19 58 129 19 0 5 21 28 18 2 4 6 14 2 TOTAL
Degree of freedom = (5-1)(5-1)

0.089 0.29 1.027 2.080 0.553 2.678 8.30 30.80 62.41 16.60 5.067 15.71 58.27 118.06 31.41 1.61 0.5 18.5 37.45 10 0.625 2 7.2 15 4

0 0 4 1 1 9 25 16 1 36 9 9 0 121 144 1 0 4 81 64 1 4 1 1 4

0 0 4 2 1 3 3.125 0.156 0.016 2.117 1.8 0.5625 0 1.025 4.645 1 0 0.210 2.189 6.4 1 2 0.142 0.066 1 3 1.40
= 16

Tabulated value @ 5% for d.oJ., 16 Calculated value < Tabulated value Therefore we reject Ho.

= 26.296 = 31.40 > 26.29

INFERENCE: There is a significance difference between the age and interesting work.

Parameters JOB SECURITY PLEASANT CONDITION CHANCES

Weighted average 115/115=1 112/230=2 FOR 111/333=3

84

Rank 1 2 3

ADVANCEMENT RECOGNITION AND REWARD INTERESTING WORK VACATION TIME PAY BENEFIT FRIENDLY CO-WORKER TEAM WORK TRAINING PERSONAL MOTIVATOR

120/480=4 110/550=5 660/110=6 700/1 00= 7 888/111 =8 1008/112=9 1100/110=10 1221/111=11

4 5 6 7 8 9 10 11

INFERENCE: From the analysis many of the respondents awarded first rank as a job security, second rank is to pleasant condition, third rank for chances for advancement. Fourth rank for recognition and reward, fifth rank for interesting work, sixth rank for I vacation time, seventh rank for payment benefit, eighth rank for friendly co-worker, ninth rank for team work, tenth rank for training and eleventh rank for personal motivators.

85

CHAPTER III FINFINGS, SUGGESTIONS & CONCLUSION

4.1 FINDINGS It was found that 47% of the respondents are strongly agree, 44% of the respondents agree, 10% of the respondents having neutral opinion and 0% of the respondents disagree and strongly disagree.

86

 In the survey 21 % of the respondents are strongly agree, 57% of the respondents agree, 17% of the respondents having neutral opinion, 5% of the respondents disagree and 0% of the respondents strongly disagree. In the analysis 25% of the respondents are strongly agree, 51 % of the respondents agree, 14% of the respondents having neutral opinion, 6% of the respondents disagree and 4% of the respondents strongly disagree. It. was observed that 29% of the respondents are strongly agree, 59% of the respondents agree, 6% of the respondents having neutral opinion, 2% of the respondents disagree and 4% of the respondents strongly disagree. In the analysis 38% of the respondents are strongly agree, 46% of the respondents agree, 14% of the respondents having neutral opinion, 2% of the respondents disagree and 0% of the respondents strongly disagree. It. was found that 5% of the respondents are strongly agree, 55% of the respondents agree, 29% of the respondents having neutral opinion and 11 % of the respondents disagree and 0% of the respondents strongly disagree. In the analysis 11 % of the respondents are strongly agree, 53% of the respondents agree, 32% of the respondents having neutral opinion, 11 % of the respondents disagree and 1% of the respondents strongly disagree.

87

It was found that 12% of the respondents are strongly agree, 37% of

the respondents agree, 39% of the respondents having neutral opinion and 11 % of the respondents disagree and I % of the respondents strongly disagree.

In the survey 8% of the respondents are strongly agree, 39% of the

respondents agree, 29% of the respondents having neutral opinion, 13% of the respondents disagree and11 % of the respondents strongly disagree. From the table it was observed that 9% of the respondents are strongly agree, 35% of the respondents agree, 32% of the respondents having neutral opinion, 20% of the respondents disagree and 4% of the respondents strongly disagree.

In the analysis 15% of the respondents are strongly agree, 43% of the

respondents agree, 36% of the respondents having neutral opinion,5% of the respondents disagree and I % of the respondents strongly disagree.

In the survey it was found that 13% of the respondents are strongly

agree, 48% of the respondents agree, 21 % of the respondents having neutral opinion and 18% of the respondents disagree and 0% of the respondents strongly disagree. From the table it was observed that 9% of the respondents are strongly agree, 39% of the respondents agree, 34% of the respondents having
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neutral opinion, 16% of the respondents disagree and 2% of the respondents strongly disagree.

In the analysis 27% of the respondents are strongly agree, 37% of the

respondents agree, 25% of the respondents having neutral opinion,9% of the respondents disagree and 2% of the respondents strongly disagree. From the survey it was found that 10% of the respondents are strongly agree, 51 % of the respondents agree, 33% of the respondents having neutral opinion and 2% of the respondents disagree and 4% of the respondents strongly disagree. From the table it was found that 20% of the respondents are strongly agree, 62% of the respondents agree, 16% of the respondents having neutral opinion, 2% of the respondents disagree and 0% of the respondents strongly disagree.

In the analysis 15% of the respondents are strongly agree, 46% of the

respondents agree, 21 % of the respondents having neutral opinion, 16% of the respondents disagree and2% of the respondents strongly disagree.

In the survey it was found that 0% of the respondents are strongly

agree, 40% of the respondents agree, 26% of the respondents having neutral opinion and 28% of the respondents disagree and 6% of the respondents strongly disagree.

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It was found that 2% of the respondents are strongly agree, 43% of

the respondents agree, 30% of the respondents having neutral opinion and 21 % of the respondents disagree and 4% of the respondents strongly disagree.

In the analysis 20% of the respondents are strongly agree, 45% of the

respondents agree, 25% of the respondents having neutral opinion, 8% of the respondents disagree and 2% of the respondents strongly disagree. From the survey it was found that 5% of the respondents are strongly agree, 39% of the respondents agree, 44% of the respondents having neutral opinion and10% of the respondents disagree and 2% of the respondents strongly disagree.

In the analysis 22% of the respondents are strongly agree, 72% of the

respondents agree, 4% of the respondents having neutral opinion, 2% of the respondents disagree and 0% of the respondents strongly disagree. From the observation of the table it was found that 21 % of the respondents are strongly agree, 55% of the respondents agree, 11 % of the respondents having neutral opinion and 9% of the respondents disagree and 4% of the respondents strongly disagree. In the analysis 15% of the respondents are strongly agree, 5% of the respondents agree, 26% of the respondents having neutral opinion, 2% of the respondents disagree and 5%of the respondents strongly disagree.
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 From the survey it was found that 34% of the respondents are strongly agree, 48%of the respondents agree, 14%of the respondents having neutral opinion and2% of the respondents disagree and 2% of the respondents strongly disagree. It was found that 22% of the respondents are strongly agree, 46% of the respondents agree, 28% of the respondents having neutral opinion and 4% of the respondents disagree and 0% of the respondents strongly disagree. In the analysis 20% of the respondents are strongly agree, 54% of the respondents agree, 21 % of the respondents having neutral opinion, 5% of the respondents disagree and 0% of the respondents strongly disagree. In the survey it was found that 13% of the respondents are strongly agree, 53% of the respondents agree, 22% of the respondents having neutral opinion and 10% of the respondents disagree and 2% of the respondents strongly disagree. In the table it was found that 40% of the respondents are strongly agree, 48% of the respondents agree, 8% of the respondents having neutral opinion and 4% of the respondents disagree and 0% of the respondents strongly disagree.

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In the analysis 21 % of the respondents are strongly agree, 47% of the

respondents agree, 25% of the respondents having neutral opinion, 7% of the respondents disagree and 0% of the respondents strongly disagree.

In the survey it was found that 6% of the respondents are strongly

agree, 44% of the respondents agree, 47% of the respondents having neutral opinion and] 2% of the respondents disagree and 1 % of the respondents strongly disagree.

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4.2 SUGGESTIONS In the organisation they can conduct more training programs to enhance the knowledge of their employees. The employees in the organisation seek for chances for advancement. So the management can add programs which may help the employees to progress to top. The employees are expected from the management for publicly recognized for their job. The employee in the organisation need more vacation time and flexi hours. The management can allow them for flexi hours and vacation time. The employees are willing to work independently in the organisation without the interruption of others. So they can provide the independently working atmosphere.

Organisation is giving freedom and independence to the maximum

number of workers. But 12% of them are telling they don't have freedom so they can give freedom to them.

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4.3 CONCLUSION Motivation is an important aspect of human behavior. Motivation is an attempt to achieve individual goals by striving for organizational goals. Human satisfaction exists only for a short time. If their no chance this dissatisfaction itself will become dissatisfaction. Human prefers variety to the same thing in job situations. An important factor in designing the motivation job is to create the feelings of progress this is done by designing proper promotional opportunities even at the time of creating the jobs because promotions are related in direct promotion to progress in the life of an individual. Motivation is the simple term used for the process of including the employees to work well. There fore the management should take steps to improve adequate motivational measure which would satisfy the need of the employees.

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BIBLIOGRAPHY

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REFERENCES K. ASWATHATTA HUMAN RESOURCES AND PERSONAL MANAGEMENT Tata McGraw Hill Publishing Company Ltd.

C.R. KOTHARI RESEARCH METHODOLOGY Methods and techniques, New age International publishers, 2nd edition.

C.B. MAMORIA PERSONAL MANAGEMENT Text and cases, Himalaya publishing House, 22nd edition.

Personal Management by S.V. GANKAR AND C.B. MAMORIA Himalaya publishing House, Mumbai 400004. Organiation behavior by STEPHEN P. ROBINS. Quantitative methods in Business by A. SINGARA VELU AND R.SENPATHY. Website google.com

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ANNEXURE PART A PERSONAL DETAILS Name Designation: Department 1. : :

Please specify your age a. Below 25 years c 36 45 years e. above 55 years. b. 25 35 years d. 46 55 years

2.

Specify your educational qualification. a. Diploma holder c. Post graduates b. Graduates d. Others

3.

Specify your years of experience in Madras Micro Tools. a. < 5 years c. 11-15 years e. More than 20 years. b. 5-10 years d. 16-20 years

4.

Marital Status. a. Single b. Married

5.

Monthly Salary a. 5000-6000 c. 7000-8000 b. 6000-7000 d. 8000 and above.

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PART B 5. Strongly disagree 4. Disagree 1. Job security a. b. c. d. My job gives me job security Having good equipment I will be motivated if I have a job Job offers me to learn new things. 3. Neutral 2. Agree 1. Strongly agree
5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1

2. Pleasant conditions a. b. c. d. I have convenient people to work I suffer from less stress Complesant working conditions Job has freedom and independence

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

3. Chances for advancement

5 4 4 4 3 3 3 2 2 2 1 1 1

a. It allows me for rapid advancement 5 b. It gives me opportunity to progress to top 5 c. Using my skills, capabilities and exploring new Ideas really drive me. 4. Recognition and reward
5 4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

a. b. c. d.

Being recognized for contribution I do Not being recognized for job I do Being publicity recognized for my efforts Pride in ones work is actually an important Reward.

5 5 5

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5. Interesting work a. b. c. d. Job offers me to be creative and innovative Greater responsibility in my job Little chance to do challenging work Having freedom to try out new ideas.

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

Vacation time and flexi hours a. Provides me lot of vacation time. b. Provides me flexi hours to work c. Schedule work and make job related decisions With a min supervision. Payment benefits a. Good pay and working conditions b. Tangible rewards and recognitions c. Other benefits Friendly co-workers

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

4 4 4

3 3 3

2 2 2

1 1 1

a. Friendly to meet b. Supportive co-workers c. I like to work independently Training

5 5

4 4 4

3 3 3

2 2 2

1 1 1

a. Opportunity for training b. Being allowed to take time off training c. Training is useful Team work

5 5

a. The group of employees discuss and plan their 5 work as a team. b. My team provides me development opportunities 5 c. Recognition from team members.
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4 4 4

3 3 3

2 2 2

1 1 1

My personal motivators a. b. c. d. e. f. Being a leader Continuing education Being a good citizen Helping others Increasing my net worth Arts / Crafts
5 5 5 5 5 5 4 4 4 4 4 4 3 3 3 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1

12. rank from the following from 1 11 which you feel more important for improving the motivation level of employees. Enter the rank here : a. b. c. d. e. f. g. h. i. j. k. Job security Pleasant condition Chances for advancement Recognition and reward Interesting work Vacation time and flexi hours Payment benefit Friendly co workers Team work Training Personal motivators

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