a study on employees motivation

CHAPTER-1

INTRODUCTION

Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed .A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities.

The concept of motivationThe word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior.

Definition of Motivation.According to Edwin B Flippo, Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.

Significance of MotivationMotivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity.

3. The rates of labors turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.

Motivation Process.

1. Identification of need2. Tension3. Course of action4. Result Positive/Negative5. Feed back

Theories of Motivation.

Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six major approaches that have led to our understanding of motivation are Mcclellands Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory.

McClellands Achievement Need Theory.According to McClellands there are three types of needs;

Need for Achievement (n Ach);This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement.

Need for Power (n Pow)It is the desire to control the behavior of the other people and to manipulate the surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style.Need for affiliation (n Aff)It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.

Behavioral Modification Theory;According to this theory people behavior is the outcome of favorable and unfavorable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by behavioral scientists, A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation. Although Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations.

The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behavior- as Motivators.Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self actualization needs, as shown in order of their importance.Self- Actualization

Ego NeedsSocial NeedsSafety NeedsPhysiological Needs

Fig (2.1)The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the number of person who has experienced the fulfillment of the higher needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Such needs are generally met by safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfillment of workers urge for self expression. Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person.

J.S Adams Equity TheoryEmployee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation.Vrooms Expectation TheoryVrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.

Two Factor TheoryDouglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style.

X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. People prefer to be directed

Y Theory People view work as being as natural as play and rest People will exercise self direction and control towards achieving objectives they are committed to People learn to accept and seek responsibility.

Types of Motivation.Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant.Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades)

IncentivesAn incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa.

Need for IncentivesMan is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

Wages and Salaries. - Competition Bonus - Group recognition Medical reimbursement - Job security Insurance - Praise Housing facility - Knowledge of result Retirement benefits. - Workers participation. - Suggestion system. - Opportunities for growth

Motivation is the key to performance improvementThere 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 may not even know where to start. As a guideline, there are broadly seven strategies for motivation.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 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.CHAPTER - IIINDUSTRY PROFILEIntroduction: India is a large, highly populated Country of around one billion people, with an economy, which is steadily growing. As per the study, there were an estimated 125 million dwellings in India (1995), but 200 million households. This reveals an acute housing shortage. The U.N. predicts an increase in the population of 1.6% per annum. There is a gradual migrant shift from rural to urban areas and 27% of the population now lives in urban areas as compared to 20% in 1971. There is a large difference in amenities between the urban population and the rural. In 1994, 70% of the urban population had access to adequate sanitation, whereas in the rural community only 14% had access. In 1991, approximately 64% of urban households had some kind of toilet facility compared with 9% of the rural areas. There is a widening difference in income between different regions, the rich and the poor. Sanitation is a must for every individual of our society. According to the Government estimates, more than 50% of the urban population does not access to sanitation facilities. Condition of the rural areas abyssmal that only 6% of the population are covered by sanitation. Population Covered by Sanitation Facilities

Years198519901997

Rural0.72.46.4

Urban28.445.949.3

Sanitaryware demand : Sanitaryware Industries in India for the last 6-7 years have shown very dramatic growth with major players doubling their production capacity. The Companies have also upgraded their manufacturing system by introducing Battery Casting, Beam Casting and have gone in for latest imported Fast Firing Cycle Kiln Technology. These Companies have also upgraded their quality and have introduced high value range in the market, which has been accepted and appreciated. The demand for high value Sanitaryware in India is growing very fast. The Companies are trying to meet the demand as the realization per Metric Ton for high value product is very good which ultimately results in good profitability. In order to educate the customers in India to go for quality products and also for higher value sanitarywares, companies have adopted a very aggressive advertisement campaign. Companies have also strengthened their dealer network by offering showroom incentives and some of the companies have also gone for their own retail outlets in major towns. The demand for Sanitarywares in India is growing @ 15% -17% every year.

Industry overview: The sanitaryware industry in India is divided in two sectors. The organized sector consisting of 5 companies (M/s. Hindustan Sanitary Industries Limited, M/s. E.I.D. Parry, M/s. Swastik Sanitarywares Limited, M/s. Madhusudan Ceramics, M/s. Neycer India Limited), manufacturing sanitaryware for the last 15-20 years and have established their Brand image. The organized sectors produce fully vitrified sanitarywares, using latest technology and best of Ceramic Raw Materials available in India. The unorganized sectors have adopted local Indian technology to manufacture the basic sanitaryware products. Since the availability of raw material is in abundance and also very cheap in the state of Gujarat & Rajasthan, various companies have established their factory in these areas. They are producing the basic sanitaryware in various brands. Unorganized sector's percentage of production capacity and also their sales in the local domestic market are higher than that of the organized sectors' sales. Unorganized sanitaryware manufacturer comes under small sectors and hence enjoy the benefit of Nil Excise Duty and Sales Tax and hence they sell their products in the domestic market approximately 70% cheaper than the organized sector products. Government of India Policy on Housing Sector is very encouraging. The Government has announced Income Tax rebate on housing loan to boost the housing sector. All financial institutions are lending money for construction of house at a very low rate of interest. Government figure shows that Housing Sector is growing by approximately 25% every year. The need of Housing in India with 100 crores population looks to be very potential. As per DGTD Survey Report there is a shortage of about 20 million houses in the country by the end of 8th Five Year Plan. The housing has become a basic necessity, as people in India are looking forward for improved sanitary condition. The concept of making toilet is fast growing even in village areas, where toilet till last two years did not exist. The cost of producing sanitaryware in India is substantially low as compared to the advance countries, because the labour cost and the basic raw materials for manufacturing quality sanitarywares is available at very cheap rate and in abundance. Because of our low cost of production, Indian sanitarywares are very competitive in the neighboring countries and hence export from India is also growing every day. Demand Estimates : The total demand for sanitaryware in India for the organized manufacturers is at present approximately 80,000 M.T. per annum. The region wise demand pattern can be estimated as follows: NORTHSOUTHEASTWESTTOTAL

18,00032,00015,00015,00080,000

Note: Every year the above demand is expected to grow by 15 to 17%. Current Market Size: The Indian Sanitaryware market is worth around 500 crores for the year 2001-02 with an annual market size of around 8 million pieces. This represents a yearly growth rate of about 3-4%.

Major players: Until the mid 1940s the only Sanitaryware available in India was imported mainly from UK and was used only in upper class residences in major cities. The first Sanitaryware manufactured in India was by M/s. Parasuram Pottery Works. In the 1960s, companies like EID Parry, in collaboration with Royal Doulton of UK and Hindustan Sanitaryware in collaboration with Twyford of UK, started production of Vitreous China Sanitaryware. Other major players who joined the organized sector were Madhusudan Ceramics and Neyveli Ceramics. In the 1980s, 7-8 other players had entered the organized sector, but most of them have since been taken over by the majors. The large foreign players like American Standard, Toto, Villeroy and Boch have also set up distribution channels in India. In addition to the branded products made by the above companies, there are a large number of small-scale units mainly in Thangad and Morbi districts of Gujarat. Concerns: It has been observed that many sanitaryware manufacturers in the small-scale sector do not manufacture ceramic sanitaryware to standard quality norms. Moreover some of these manufacturers use the word "Vitreous" along with their brand name whereas they do not meet the water absorption standards and thereby are misleading the consumers.Outlook for Sanitaryware Industry in India: In the next decade, India is expected to be one of the world's fastest growing countries for sanitaryware consumption. The sanitation penetration has more than trebled from 8% in 1982 to 18% in 1994 and to 29% in 1999. The comparative penetration levels in neighboring countries are as follows: Pakistan: 50%, Sri Lanka: 65%, Malaysia: 94% and Thailand: 96%. The government impetus to improve hygiene and sanitation is likely to increase the demand for sanitaryware in India. Moreover the increasing urbanization of India and the consequent requirement for residential and commercial buildings will be a major driver for growth of sanitaryware. Along with this the focus of the central and state governments to provide housing facilities to the poor, is also expected to generate demand. The National Housing Policy formulation that envisages "Housing for all" by the end of Ninth Plan period is a big step towards this. Indira Awaas Yojana, Samgra Awaas Yojana are programs for providing housing to the rural poor is a key step taken by the government in this area. The housing development organizations like HUDCO, State Housing Development Boards and Rajiv Gandhi Rural Housing Corporation Ltd. are also playing a large role in this initiative. It is estimated that there is currently a demand for 20 million housing units in India. Further, a significant number of the 115 million housing units across the country will need reconstruction for improvement. Therefore a replacement market will emerge, though currently original equipment sanitaryware market accounts for nearly 90% of the market.

SANITARYWARE INDUSTRY STATISTICS:

1.World production: 187 Million pieces

2.India's Share: 6.7 Million pieces.

3.World ranking (in production): not in the Top 10 (India A/c for 3.30%)

4.Global Industry Growth Rate: 5-7%

5.Growth Rate (India Domestic Market): 10%

6.Organized sector:

% Share of Production: 43%

No. of units: 6

Production Capacity: 103300 M.T. per annum

Actual Production: 95000 M.T. per annum

7.Unorganized sector:

% Share of Production: 57%

Production Capacity: 136700 M.T. per annum

Actual Production: 120000 M.T. per annum

COMPANY PROFILE Neycer India limited is formally known as Neyveli Ceramics & Refractorys Limited, was promoted by South Madras. Industrial Development Company Private Limited. An affiliate of Seshasyee brothers (Pvt) Limited. The company was incorporated on 12th may1960.The project was established with a licensed capacity to manufacture 1800tonnes of sanitary ware per annum.The technical collaboration for his venture was provided by M/s Elemental Baykeramik vestries GMBH (KERAMAG) OF West Germany. The project was completed and the commercial production commenced in October 1965. The production plant was steadily increased and the rated capacity of 1800 tones per annum was reached in 1967.GROWTH AND EXPANSION: The company after availing the technical services from M/s Bombay Potteries and Tiles Limited, Bombay, increased its installed capacity from 1800 tonnes to 3000 tonnes. In the year 1974-75, the installed was further increased from 3000 tonnes to 4200 tonnes per annum at a further outlay. In april 1977,the agreement with M/s Bombay potteries and tiles limited was terminated has the company had acquired the required skill and experience from running the plant on their own strength. In April 1979, the company further increase the capacity from 4200 tonnes per annum to 4800 tonnes involving the extension of casting shop introduction of the humidity control system in one of the casting, shops, installation of a twin tunnel ories, construction of the new work building was provided. In 1987,the plant had increased the capacity from 7500 tonnes to 9000 tonnes.

NEYCER BRAND NAME: Due to the long existence of the company and manufacturing and marketing the product with consistent quality, the NEYCER brand name has become to hold name in our country.NEW DESIGN:Neycer has the capability to develop new patterns, products as per the exclusive requirement of customers and has skilled man power developed over a period of more than 4 decades. Neycer products are famous for the range of patterns and glossy colours with different sizes in each under regular manufacture. It has been continuously updating its manufacturing techniques to product of superior quality. Some of the recently developed products won prized in exhibitions conducted in eighties.NEYECR TILES: With the setting up of Neycer Ceramic Tiles plat at Pondicherry in 1986, the customer has got the advantage of getting both Neycer Sanitary ware and tiles from one source of their according to choice. SPARTEK TAKE OVER: During 1988, the Neycer management came under Spartek Group, the pioneers in ceramic tiles manufacturing in India .After this, the company has made headway in: 1.Reduction of excess man power.2.Elimination of wasteful and unwanted practices in operations.3.Modernizing the plant and machinery.4.Developing new designs and colours.5.Improving the process methods and technology up gradation.There are various ambitious programmes contemplated to modernize the plant to achieve better productivity and the best quality to meet the market requirements.In 1989 1998, the Neycer further make improvements in their products, and also improve the market at large. By producing the capacity of the product up to 12000 tonnes to 14500 tonnes.In 1999 2002 the capacity of the Neycer had increased the installed capacity up to 15000 tonnes to 25000 tonnes per annum. From 2003 2005 the capacity was further from 25000 tonnes to 30000 tonnes per annum,Due to the more in improvements of the marketing activities.From 2006 2009 the market has become very large then the capacity was further increased from 30000 tonnes to 45000 tonnes per annum.ABOUT THE PRODUCT The Neycer is making a wide range of sanitary ware in 20 colours, The product range include various types of wash closets, urinals, pans and toilet accessories. The plant has got the production capacity if 12000 M.T.per annum.We are having 2 Tunnels Kilns, one Push Bat Kiln and Shuttle Kiln.The various production stages are briefly explained below.1. RAW MATERIALS:S.NO RAW MATERIALS1.Ball Clay2.China Clay3.Feldspar4.Quartz5.Wollastonitc6.Calcitc7.Zircon8.Zinc Oxide9.CMC10.Chemicals11.Colour StaainsDRY GRINDING PLANT:Feldspar , Quartz and Pitcher which we are getting in lumps from are being ground in the dry grinding plant. the fire powder from DG plant will pass through a magnetic drum from removal of iron contamination and finally enter the storage silo. From the silo the powder is collected, packed in gunny bags and sent to the production department for body glaze preparation.SLIP HOUSE-BODY PREPRATION:In slip house, separate storage bins are available for keeping all the raw materials. From the storage bins, the raw materials are transported to high speed bungers, where the ball clay, china clay, feldspar powder, green ware rejects and pre-ground silica sand slurry are mixed with water and electrolytes. Then the study is sieved and pumped to the mixing tank. From the ;mixing tank, the slip is pumped to the second stage sieving arrangement through magnets and the final slip, it is supplied from the storage tanks to the Casting Department by pumps through pipe lines.GLAZE PREPARATION:The glazes raw materials are loaded in porcelain lined Ball Mill with water and are ground to form a fine glaze slip. The grinding media is dressed flint pebbles. The ground glaze slips sieved and passed through powerful magnets for complete cllamination o9f iron contamination.The processed glaze is stored in underground tanks with mixing arrangements. After confirming the quality standards, the glaze is supplied to glazing department for spraying operation. They are a number of Ball Mills for making different type of color glazes as per production programme.MOULDING:Here the moulds required for casting department is made Moulds are made of Plaster of Paris and water. First the model will be developed according to the requirement. Then the mother mould will be taken from the model. From the mother mould, then Block and case will be taken and from Block Case, working moulds will be made and sent for casting department after drying.MOULD MADING PROCESS: After arranging the block and case with liquid soap application, plaster of Paris and water are mixed in a stirrer to form slurry. Then the slurry is poured into the block and case and allowed to set and released from the block and case. The released mould finished for removal of soap and sent for drying in the; mould drying chamber for a maximum period of one week. After drying, the moulds are finished with fine sand papers and checked for quality aspects. After quality confirmation, the moulds are supplied to the casting debarment for casting. Apart from plaster of Paris block and cases, we are making resin block and case moulds-an improved technology of block making.

CASTING DEPARTMENT:Here the moulds are arranged in the wooden benches according to the production programmers. First the moulds are cleaned and steatite powder, Slurry water is applied on the moulds, where ever necessary.Then the body slip coming through the pipe lines from the Slip House storage tank is filled in the moulds. After getting the required thickness, the excess slip is drained out and sent to slip house for re-cycling. After sufficient drying, de-molding is done and the ware is taken out from the mould and kept in the storage rack for two days for air drying. Then the dried wares are finished, inspected and sent for further drying in drying chamber.DRYING CHAMBER:From the Casting Shop the wares are coming out with high moisture content. In the chamber dryer, the wares are allowed to stand for 16 to 20 hours. Waste heat coming out from the Tunnel Kiln issued for drying wares. Then the dried wares are glazing.NEW CDS DRYER:On 2000, we have installed and commissioned one modern dryer of ceramic drying systems UK. Here, the wares are dried.GLAZING:There are number of spray booths with conveyer arrangement. First the inspected ware is subjected to perfect air blow for dust removal and the same is thoroughly water sponged. Then the glaze is applied on the ware with the help of spray gun. Then the trade name stamp, ISI Stamp, date stamp and sprayers inspectors, spongers and loaders code numbers are put on the war in respective places with screen and rubber stamp. Then the glaze at the unwanted portion is removed and the wares are sent for loading department.

SHUTTLE KILN:This is new advanced type open firing kiln. This is imported from UK. Fuel is gas. It is used normally for the re-firing. This can also be used for first firing.LOADING:Here the cars are kept with refractory setters according to the production pattern. A thin coating of alumina wash is given on the setters to avoid sticking of wares on the setters. Thermo Cole pieces are used for cushioning effect. The wars are loaded on the setters and after inspection and air blowing the car with wares are pushed inside the Tunnels Kiln for firing.TUNNEL KILNS 1&2:It is a continuous type of kiln. Fuel is natural gas. The ears loaded with the wars are pushed into the kiln as per scheduled time with the help of hydraulic pushing machine and fired around at 1200 approximately during the firing cycle. Centralized panel board is available for controlling the temperature and draught. After completion of the firing and cooling, the cars are taken out from the exit of the kiln and sent to the unloading and sorting department.PUSH BAT KILN:This is also converted in to gas firing. Here mainly Indian pan and Orissa pan are fired.UNLOADING & SORTING DEPARTMENT:The wares coming out from the kiln is unloaded here and classified as follows according to Neycer specification which is more stringent than ISI norms.Standard: A ClassCommercial:B Class

Faulty:Refire class-which isRefired in Shuttle KilnAfter classification, suitable markings are given on the wares and sent to the packing yard for sales. A flush testing room is provided with all fitting facilities to check up the flushing performance of the daily products.ORGANIZATIONAL CHART:

MANAGING DIRECTOR

General Manager (Operation)

Deputy General Manager(Finance & HRD)

Senior Manager(Administration)

Superintendent

Assistant Manager (Personal)

Assistant Superintendent



chapter III

Objectives of the study

To analyze and examine the effectiveness of Motivation Programmes in Neycer India limited To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. To study the effect of job promotions on employees. To study the employees opinion on the Motivation in Neycer India limited

LIMITATION OF THE STUDY

1. Difficulty in meeting the respondents due to the shift system2. Employee hesitate to give proper response because of the fear on management3. 100% reliability and accuracy cannot be expected from the respondents due to various reasons4. The sample size taken is very less5. Time period is very limited to conduct the study

CHAPTER II REVIEW OF LITERATUREIntroduction In any business organization or industry, profiteering is the prime aim. Profit can be got only when the productivity is high and it is quite evident that productivity will be high only when employee motivation is high.Motivation has come from motives which are expressions of human needs by a human being. In fact the activities of human being have particular motives or needs. The need can be defined as, feelings of lack ness for some think a human being tries (activities), to get lackness removed (satisfaction). Thus, human behavior (activities) is caused by motive or needs, and motivation is the process of inducting persons to experience needs for certain desired behavior so that organizational efficiency is achieved.Findings from previous projectMr.Scott(1960) found ten factors associated with motivation. They were pay, co-workers, supervisors, and types of work, working condition, identification of the company. Overall job satisfaction, security, management. Mr.Gilmar(1966), observed that, job satisfaction or dissatisfaction is the result of various attitudes a person holding towards his job, towards related factors and towards life in general.Mr.Baldev, R.Sharma(1971), studied the determinants of job satisfaction among the industrial workers. He took six variables for his study as work technology, monthly income, occupational aspirations, requirement policy, union involvement and social-economic background the findings of the study reveal that each independent variable is positively related to job satisfaction and motivation.Mr.Pastonjee (1973)has suggested that, motivation is summation of employees feelings in four important areas of this area encompass factors, directly connected with the job, and other two include factors not directly connected with the job.Mr.S.K.Bhatia(1979), studied the job satisfaction among women workers taking into consideration, health and safety, attitude towards salary, change in job, attitude etc., his conclusion was that hygienic and motivating factors are important for the employee job satisfaction and motivation. Mr.S.K.Parthiban(1999), made a study on workers motivation will special reference to meridian industries limited. Pollachi, taking with the considerations like job contents, recruitment, selection, increments, management styles, individual factors, working conditions, welfare facilities and industrial relations. The conclusion of the study reveals that the management should provide necessary medical treatment to the employee to minimize the occupational diseases. Ms.M.Sevika (1999), has made a study on employees motivation in English tools and casting private limited, Thamaraikulam, Pollachi. To collect the workers, the investigator used questions in the areas of family data, job contents, recruitment, promotions, transfer, management style, wages, individual factors, working condition, welfare facilities, industrial relations, opinion factors, leave facilities etc. The study revealed that almost 70% of the respondents are highly motivates with high level of job performance.

CHAPTER IVRESEARCH METHODOLOGY

1.1 Research DesignThe present study is carried out by adopting descriptive design. Since the researcher is interested to describe the employee motivation and to get an idea about the workers opinion about them employee motivation level.1.2 Sources of informationa) Primary sourceThe researcher used structured questionnaire method to collect the primary Source of data.b) Secondary Source Personal records, Books, Journals constitute the secondary sources of data.1.3 Sample method The researcher has adopted convenient sampling method.1.4 Sample Size All the workers employed in the Neycer India Limited. In total there found 499 workers. Among the total respondents 50 respondents are selected as sample for the study.1.5 Area of the study The sampling unit taken for the study is Neycer India Limited, Vadalur

4.6 Data collection method Direct questionnaire method is used to collect the data form various respondents.4.7 Application of Statistical tool In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula No of Respondent Percentage of Respondent = x 100 Total no. of Respondents From the above formula, we can get percentages of the data given by the respondents.

CHAPTER VI

DATA ANALYSIS AND INTERPRETATION

TABLE 1: CLASSIFICATION OF RESPONDENTS ACCORDING TO GENDER

S.NoGenderNo. of RespondentsPercentage

1Male9494%

2Female0606%

Total 100100.00

INTERPRETATION:

From the above table it is clear that 94% of the respondents are male and remaining 6% of the respondents are female.

CHART 1: CLASSIFICATION OF RESPONDENTS ACCORDING TO GENDER

TABLE 2: CLASSIFICATION OF RESPONDENTS ACCORDING TO AGE

S.NoAge GroupNo .of. RespondentsPercentage

1Below 30 Years 0606%

231-35Years 0202%

336-40Years 0202%

441- 45 Years 2020%

4Above 45 Years 7070%

Total100100.00

INTERPRETATION:

The above table shows that, 70% of the respondents are in the age group of above 45 years, 20% of the respondents are in the age group of 41-45 years, 6% of the respondents are in the age group of below 30 years, 2% of the respondents are in the age group of Below 39 Years and 2% of the respondents are in the age group of between 31-35Years respectively.

CHART 2: CLASSIFICATION OF RESPONDENTS ACCORDING TO AGE

TABLE 3: CLASSIFICATION OF RESPONDENTS ACCORDINGTO MARITAL STATUS

S.NoMarital statusNo .of. RespondentsPercentage

1Married9696%

2Unmarried0404%

Total 100100.00

INTERPRETATION:

From the above table it is inferred that 96% of the respondents are married and remaining 4% of the respondents are unmarried.

CHART 3: CLASSIFICATION OF RESPONDENTS ACCORDINGTO MARITAL STATUS

TABLE 4: CLASSIFICATION OF RESPONDENTS ACCORDING TO EDUCATIONAL QUALIFICATION

S.NoEducational QualificationNo .of. RespondentsPercentage

1School level education3232%

2Technical education2222%

3Under graduation2020%

4Post-graduation2626%

Total100100.00

INTERPRETATION:

From the above table it was clear that, 32% of the respondents are having their educational qualification at School level, 26% of the respondents are having their educational qualification at Post graduation level, 22% of the respondents are having their educational qualification at Technical level, and remaining 20% of the respondents are having their educational qualification at under graduation level.

CHART 4: CLASSIFICATION OF RESPONDENTS ACCORDING TO EDUCATIONAL QUALIFICATION

TABLE 5: CLASSIFICATION OF RESPONDENTS ACCORDING TO MONTHLY INCOME

S.NoMonthly incomeNo .of. RespondentsPercentage

1Rs.3,001 7,0000202%

2Rs.7,001 15,0002222%

3Above Rs.15,0007676%

Total100100.00

INTERPRETATION:

The above table shows that, 76% of the respondents are monthly income level were Above Rs.15,000, 22% of the respondents monthly income level were Rs.7,001 15,000, remaining 2% of the respondents monthly income level were Rs.3,001 7,000.

CHART 5: CLASSIFICATION OF RESPONDENTS ACCORDING TO MONTHLY INCOME

TABLE 4.6: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS ESSENTIAL FOR EMPLOYEES

S.NoRespondent opinion No. of RespondentsPercentage

1Strongly agree1818%

2Agree4848%

3Neutral 2424%

4Disagree0404%

5Strongly disagree0606%

Total 50100

INTREPRETATION:

From the above table it is inferred that,48% of the employees are agree that motivation is essential for employees, 24% of the employees are neutral, 18% of the employees are Strongly agree, 6% of the employees are strongly disagree, 4% of the employees are disagree that motivation is essential for employees.

CHART 4.6: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS ESSENTIAL FOR EMPLOYEES

TABLE 4.7: RESPONDENT OPINION ABOUT THE PREFERENCE OF MOTIVATION TYPE

S.NoType of motivation No. of RespondentsPercentage

1Financial motivation5252%

2Non-financial motivation1818%

3Both 3030%

Total 100100

INTREPRETATION:

The above table shows that 52% of the respondents were prefer financial motivation, 30% of the respondents were prefer both and remaining 18% of the respondents were prefer that only non-financial motivation.

CHART 4.7: RESPONDENT OPINION ABOUT THE PREFERENCE OF MOTIVATION TYPE

TABLE 4.8: RESPONDENT OPINION ABOUT THE PREFERENCE AMONG THE FINANCIAL MOTIVATION TECHNIQUES

S.NoFinancial motivation No. of RespondentsPercentage

1Incentives 1818%

2Bonus 6060%

3Allowance 1414%

4Cash Awards 0808%

Total 100100

INTREPRETATION:

From the above table it was clear that 60% of the respondents prefer bonus, 18% of the respondents prefer incentives, 14% of the respondents prefer allowance and remaining 08% of the respondent prefer cash awards.

CHART 4.8: RESPONDENT OPINION ABOUT THE PREFERENCE AMONG THE FINANCIAL MOTIVATION TECHNIQUES

TABLE 4.9: RESPONDENT OPINION ABOUT THE PREFERENCE OF THEM AMONG NON-FINANCIAL MOTIVATION TECHNIQUE

S.NoNon-financial motivation No. of RespondentsPercentage

1Job security1530%

2Responsibility 0714%

3Promotion2040%

4Recognition of work 0816%

Total 50100

INTREPRETATION:

The above table shows that 40% of the respondents are preferring promotion, 30% of the respondents are preferring job security, 16% of the respondents are preferring recognition of work and remaining 14% of the respondents are preferring responsibility.

CHART 4.9: RESPONDENT OPINION ABOUT THE PREFERENCE OF THEM AMONG NON-FINANCIAL MOTIVATION TECHNIQUE

TABLE 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN ACCORDING TO THEIR QUALIFICATION AND SKILL



2Agree2346%

3Neutral 0816%

4Disagree0510%


Total 50100

INTREPRETATION:

From the above table it is clear that,46% of the respondents are agree that jobs are given based on their qualification and skill, 28% of the respondents are Strongly agree, 16% of the respondents are neutral and remaining 10% of the respondents are disagree with jobs is given based on their qualification and skill.

CHART 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN ACCORDING TO THEIR QUALIFICATION AND SKILL

TABLE 4.11: RESPONDENT OPINION ABOUT THE WEATHER ADEQUATE TOOLS AND EQUIPMENT SUPPLIED TO YOU TO WORK COMFORTABLY



2Agree2754%

3Neutral 0714%

4Disagree0408%


Total 50100

INTREPRETATION:

From the above table it is indicate that,54% of the respondents are agree, 20% of the respondents are Strongly agree, 14% of the respondents are neutral and 08% of the respondents are disagree and remaining 04% of the respondents are strongly disagree with adequate tools and equipment, materials supplied to you to work comfortably.

CHART 4.11: RESPONDENT OPINION ABOUT THE WEATHER ADEQUATE TOOLS AND EQUIPMENT SUPPLIED TO YOU TO WORK COMFORTABLY

TABLE 4.12: RESPONDENT OPINION ABOUT THE WORKING CONDITION



2Agree2550%

3Neutral 0612%

4Disagree0510%


Total 50100

INTREPRETATION:

The above table shows that,50% of the respondents are agree, 28% of the respondents are Strongly agree, 12% of the respondents are neutral and 10 % of the respondents are disagreed with the satisfaction of working condition..

CHART 4.12: RESPONDENT OPINION ABOUT THE WORKING CONDITION

TABLE 4.13: RESPONDENT OPINION ABOUT WEATHER THE MANAGEMENT ENCOURAGES YOU TO IMPROVE THE TECHNICAL SKILLS IN THE JOB



2Agree1734%

3Neutral 1122%

4Disagree1326%


Total 50100

INTREPRETATION:

From the above table it is inferred that,34% of the respondents are agreed, 26% of the respondents are disagreed, 22% of the respondents are neutral and 12% of the respondents are strongly agreed and remaining 06% of the respondents are strongly disagree with the statement management encourages to improve the technical skills in the job.

CHART 4.13: RESPONDENT OPINION ABOUT WEATHER THE MANAGEMENT ENCOURAGES YOU TO IMPROVE THE TECHNICAL SKILLS IN THE JOB

TABLE 4.14: RESPONDENT OPINION ABOUT THIR AWARENESS ABOUT SUGGESTION BOX SYSTEM



2Agree1938%

3Neutral 1122%

4Disagree1020%


Total 50100

INTREPRETATION:

From the above table it is inferred that, 38% of the respondents are agreed, 22% of the respondents are neutral, 20% of the respondents are disagreed and 08% of the respondents are strongly disagreed and remaining 6% of the respondents are strongly agreed with the awareness of the suggestion box system.

CHART 4.14: RESPONDENT OPINION ABOUT THIR AWARENESS ABOUT SUGGESTION BOX SYSTEM

TABLE 4.15: RESPONDENT OPINION ABOUT THEIR UTILIZATION OF THE SUGGESTION BOX SYSTEM



2Agree1836%

3Neutral 1734%

4Disagree0510%


Total 50100

INTREPRETATION:

From the above table it is inferred that,36% of the respondents are agree, 34% of the respondents are neutral, 18% of the respondents are strongly agree and 10% of the respondents are disagree and remaining 02% of the respondents are strongly disagree with the utilization of the suggestion box system.

CHART 4.15: RESPONDENT OPINION ABOUT THEIR UTILIZATION OF THE SUGGESTION BOX SYSTEM

TABLE 4.16: RESPONDENT OPINION ABOUT THE FACTOR WHICH ATTRACTS THEM TO RETAIN IN THE SAME ORGANIZATION.

S.NoFactor No. of RespondentsPercentage

1Monetary benefits1632%

2Welfare scheme 0816%

3Job satisfaction1530%

4Job security 1122%

Total 50100

INTREPRETATION:

From the above table it is inferred that, 32% of the respondents are attracted by monetary benefits, 305 of the respondents are attracted by job satisfaction, 22% of the respondents are attracted by job security and remaining 16% of the respondents are attracted by welfare scheme so as to retain in the same organization.

CHART 4.16: RESPONDENT OPINION ABOUT THE FACTOR WHICH ATTRACTS THEM TO RETAIN IN THE SAME ORGANIZATION.

TABLE 4.17: RESPONDENT OPINION ABOUT THE SATISFACTION WITH REGARD TO OVERTIME PAYMENTS



2Agree2448%

3Neutral 0918%

4Disagree0714%


Total 50100

INTREPRETATION:

From the above table it is clear that,48% of the respondents are agree, 18% of the respondents are neutral, 14% of the respondents are disagree and 12% of the respondents are strongly agree and remaining 08% of the respondents are strongly disagree with satisfaction on overtime payments.

CHART 4.17: RESPONDENT OPINION ABOUT THE SATISFACTION WITH REGARD TO OVERTIME PAYMENTS

TABLE 4.18: RESPONDENT OPINION ABOUT THE JOB APPRECIATION



2Agree1122%

3Neutral 1428%

4Disagree1224%


Total 50100

INTREPRETATION:

From the above table it is inferred that,28% of the respondents are neutral, 24% of the respondents are disagree, 22% of the respondents are agree and 18% of the respondents are strongly disagree and remaining 08% of the respondents are strongly agreed.

CHART 4.18: RESPONDENT OPINION ABOUT THE JOB APPRECIATION

TABLE 4.19: RESPONDENT OPINION ABOUT THE ADEQUACY OFMEDICAL FACILITY



2Agree1632%

3Neutral 1326%

4Disagree0918%


Total 50100

INTREPRETATION:

From the above table it is inferred that,32% of the respondents are agree, 26% of the respondents are neutral, 20% of the respondents are strongly agree and 18% of the respondents are disagree and remaining 04% of the respondents are strongly disagree with adequacy medical facilities provided.

CHART 4.19: RESPONDENT OPINION ABOUT THE ADEQUACY OFMEDICAL FACILITY

TABLE 4.20: RESPONDENT OPINION ABOUT THE SATISFACTION ON TRAINING AND DEVELOPMENT PROGRAMME



2Agree1530%

3Neutral 2040%

4Disagree1224%


Total 50100

INTREPRETATION:

The above table shows that 40% of the respondents are neutral, 30 % of the respondents are agree, 24% of the respondents are disagree and 4% of the respondents are strongly agree and remaining 02% of the respondents are strongly disagree with the satisfaction on training and development programme.

CHART 4.20: RESPONDENT OPINION ABOUT THE SATISFACTION ON TRAINING AND DEVELOPMENT PROGRAMME

TABLE 4.21: RESPONDENT OPINION ABOUT THE TRANSPORT FACILITY PROVIDED BY MANAGEMENT



2Agree0816%

3Neutral 0816%

4Disagree1836%


Total 50100

INTREPRETATION:

From the above table its observe that 36% of the respondents are disagree, 18 % of the respondents are strongly disagree agree, both the 18% of the respondents are agree and neutral respectively and remaining 14% of the respondents strongly agree with transport facility provided by the organization.

CHART 4.21: RESPONDENT OPINION ABOUT THE TRANSPORT FACILITY PROVIDED BY MANAGEMENT

TABLE 4.22: RESPONDENT OPINION ABOUT THE CANTEEN FACILITY



2Agree2244%

3Neutral 1428%

4Disagree0408%


Total 50100

INTREPRETATION:

From the above table it is indicate that,44% of the respondents are agree, 28% of the respondents are neutral, 16% of the respondents are strongly agree and 8% of the respondents are disagree and remaining 4% of the respondents are strongly disagree with canteen facility provide by the organization.

CHART 4.22: RESPONDENT OPINION ABOUT THE CANTEEN FACILITY

TABLE 4.23: RESPONDENT OPINION ABOUT THE RELATIONSHIP EXIST WITH SUPERIORS IS CORDIAL



2Agree2244%

3Neutral 0918%

4Disagree0102%


Total 50100

INTREPRETATION:

From the above table it is clear that,44% of the respondents are agree, 34% of the respondents are Strongly agree, 18% of the respondents are neutral and 2% of the respondents are disagree and 2% of the respondents are strongly disagree with the cordial relationship exist with superiors is cordial.

CHART 4.23: RESPONDENT OPINION ABOUT THE RELATIONSHIP EXIST WITH SUPERIORS IS CORDIAL

CHART 4.24: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS ESSENTIAL FOR JOB SATISFACTION



2Agree2040%

3Neutral 1734%

4Disagree0510%


Total 50100

INTREPRETATION:

From the above table it is observed that, 40% of the respondents are agree, 34% of the respondents are neutral, 16% of the respondents are strongly agree and 10% of the respondents are disagree with motivation is essential for job satisfaction.

CHART 4.24: RESPONDENT OPINION ABOUT WHETHER THE MOTIVATION IS ESSENTIAL FOR JOB SATISFACTION

TABLE 4.25: RESPONDENT OPINION ABOUT THE MOTIVATION WILL RESULT IN CREATION OF HIGH MORALE



2Agree1734%

3Neutral 1836%

4Disagree0714%


Total 50100

INTREPRETATION:

From the above table it is inferred that,36% of the respondents are neutral, 34% of the respondents are agree, both the 14% of the respondents are strongly agree and disagree and remaining 02% of the respondents strongly disagree with motivation will result in creation of high morale.

CHART 4.25: RESPONDENT OPINION ABOUT THE MOTIVATION WILL RESULT IN CREATION OF HIGH MORALE

TABLE 4.26: RESPONDENT OPINION ABOUT THE STATEMENT HIGH MORALE WILL RESULT IN HIGH PRODUCTIVITY



2Agree0918%

3Neutral 2244%

4Disagree0918%


Total 50100

INTREPRETATION:

The above table shows that,44% of the respondents are neutral,20% of the respondents are strongly disagree, 18% of the respondents are agree and again 18% of the respondents are disagree and remaining 14% of the respondents strongly agree with high morale will result in high productivity.

CHART 4.26: RESPONDENT OPINION ABOUT THE STATEMENT HIGH MORALE WILL RESULT IN HIGH PRODUCTIVITY

TABLE 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB ENRICHMENTS CONSIDERATION



2Agree1836%

3Neutral 1938%

4Disagree0612%


Total 50100

INTREPRETATION:

From the above table it is inferred that,38% of the respondents are neutral, 36% of the respondents are agree, 12% of the respondents are disagree and 10% of the respondents are strongly agree and remaining 4% of the respondents were strongly disagree with job enlargement and job enrichment are consider that the organization.

CHART 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB ENRICHMENTS CONSIDERATION

CHAPTER VII

FINDINGS OF THE STUDY 94% of the respondents are male. 70% of the respondents are in the age group of above 45 years. 96% of the respondents are married. 32% of the respondents are having their educational qualification at School level, 26% of the respondents are having their educational qualification at Post graduation. 76% of the respondents are in the monthly income level of Above Rs.15, 000. 48% of the respondents agreed that motivation is essential for employees. 52% of the respondents prefer financial motivation. 60% of the respondents prefers bonus. 40% of the respondents prefers promotion. 46% of the respondents agreed that jobs are given based on their qualification and skill. 54% of the respondents agreed with adequate tools and equipment, materials supplied to work comfortably. 50% of the respondents are satisfied with the working condition. 34% of the respondents are agreed that the management encourages improving the technical skills in the job. 38% of the respondents agreed that they aware of the suggestion box system. 36% of the respondents agreed that they utilized with the suggestion box system. 32% of the respondents are attracted monetary benefit so as to retain in the same organization. 48% of the respondents are satisfied with overtime payments. 32% of the respondents are agreed that medical facilities provided are adequate. 40% of the respondents are neither satisfied nor dissatisfied with the training and development programme. 36% of the respondents are disagreed with transport facility provided by the organization. 44% of the respondents are agreed that the canteen facility provide by the organization. 44% of the respondents are agreed that cordial relationship existing with the superiors. 40% of the respondents are agreed that motivation is essential for job satisfaction 44% of the respondents are neither agree nor disagree with high morale will result in high productivity. 38% of the respondents are neither agree nor disagree with job enlargement and job enrichment are considered by the organization.

CHAPTER VIII

SUGGESTIONS

The workers perform who perform well should be recognized well such that is motivates him to work more effectively and drives others to achieve it. They should not be ignored. A friendly atmosphere among all levels of workers has to be necessarily created in order to function effectively. This is a necessity as the employees name it as a major dissatisfying factor. The workers have to be given feedback at regular intervals such that they can know about their performance level. To establish an informal council of members from each department, from different fields to discuss on various problems and provide solution to it. The workers should feel free in getting access with the superiors. The open-door policy can be thrived. The major disturbing factor identified from the analysis is working condition. Since it is one of the most crucial factor creating lots of expectations from the respondents, here some suggestion to improve the working condition, based on their finding. Providing adequate number of water coolers then and there within the radius of the manufacturing unit at a specific distance to provide the workers with hygienic drinking water. Taking necessary measures to improve the quality of the food that has served in the industrial canteen as the employees have a bad impression about it.

CHAPTER IX

,,,

CONCLUSION

The study concludes that, the motivational program procedure in Neycer India Limited is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. Thus study was conducted among 100 employees and collected information through structured questionnaire. The Study helped to findings, which were related with employee motivational, programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

ANNEXURE IBIBLIOGRAPHYBOOKS REFFERED

Wayne F. Cascio 2006, Managing Human Resources, TMH. Aswathappa, 2006, Human Resource Management, 4th edition, TMH K.Aswathappa, 2006, Organizational Behaviour- Text, Cases and games, Himalaya Publishing House Curtis w. cook and Phillip L.Hunsaker, 2006, Management and Organizational Behaviour, Macgraw-Hill Irwin Jyothi P. and DN Venkatesh-2006, Human Resource Management, Oxford University press. Dale Yoder, Personal Management and Industrial Relations Prentice Hall of India Private Ltd, New Delhi. Joseph Tiffin & J. Mecoromic, Industrial Psychology prentice Hall of India Private Ltd, New Delhi, 1971. Chac Licoin, L. Satistical Method and Analysis Mc Graw Hill Book Company, International Edition, 1969. Gupta. S.P., Statistical Method Sulthan Chand & Sons, New Delhi, 1979. Kothari.C.R Research Methodology, Willy Ester Limited, New Delhi,1985.

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