Motivational Tools in Pranjape Autocast

Shivaji University,Kolhapur BBA Program

A Project Report On

““ANALYSESANALYSES

SATISFACTION LEVEL OF EMPLOYEE’S SATISFACTION LEVEL OF EMPLOYEE’S

&WORKER THROUGH MOTIVATIONAL TOOLS ”&WORKER THROUGH MOTIVATIONAL TOOLS ”

With Spcial Refferance to,

PRANJAPE AUTOCAST PVT. LTD.SATARA

Submitted to

SHIVAJI UNIVERSITY, KOLHAPUR

In the Partial Fulfillment of the Rrquirement For The Award Of The

Degree Of

“BACHELOR OF BUSINESS ADMINISTRATION” “BACHELOR OF BUSINESS ADMINISTRATION”

Submitted By

Mr. SAGAR HANUMANT PACHANGANEMr. SAGAR HANUMANT PACHANGANE

Under The Guidance OfUnder The Guidance Of

Prof. RAJENDRA.DINKAR.PAWARProf. RAJENDRA.DINKAR.PAWAR

Through Through

THE PRINCIPALTHE PRINCIPAL

S.M.S MOHITE PATIL MAHAVIDYLAYA, RAHIMATPURS.M.S MOHITE PATIL MAHAVIDYLAYA, RAHIMATPUR

2009-2010

SMSMP,Rahimatpur Page No-1


CHAPTER :- ICHAPTER :- I

Plan of work



1.1 Introduction :-

Employee motivation is a very important factor for any business. A motivated

employee performs at a much higher level than an unmotivated employee of the same

talent and skill level. This is why managers and supervisors spend so much time and

put so much emphasis on recognizing and praising employee contributions, no matter

how large or small.

Finding a proper balance can be difficult. While employee incentives (ie gifts or cash

bonuses) can be a power motivational tool, they can also become quite expensive. And

lose their effect if overused. Managers need to be careful with the frequency of these

types of incentive programs. so the researcher may select the topic Employee

motivation in human resource department of Paranjpe autocast limited , Satara. This

Project focus on the employee motivation of the Paranjpe autocast limited, Satara

Management having a labure turnover problem. The manpower having low loyalty

against company. Researcher done the Study of the “Employee motivation”

The project was successfully completed under the guidance of

Mr.S.R.Khatavkar, Manager ( human resource) at,Paranjpe autocast in analyses

satisfaction level of employees & workers through motivational tools

1.2 Objectives of study :-

1. To study of the employee motivation for the human resource department of an

organization.

2.To increase the loyalty of employee against organization

3.To decrease the employee turn over.

4.To increase relationship between Employee’s & Organization

1.3 Scope of the Study :-

Conceptual Scope:-

Researcher had included the Concept of the employee motivation , Objective

employee motivation, Functions of employee motivation, Scope of employee

motivation and Importance of the employee Motivation .



Analytical Scope:-

Researcher had used the motivation plan’s used in organization, Tables and

some pictures of the Company and company’s products.

Geographical Scope:-

The Researcher has done Project Report on the employee motivation in

Paranjpe autocast limited, Satara. A firm had started in 1973 with small foundry unit

first in old MIDC area of Satara, It is reputed manufacturer shell molded in intricate

casting in Cast Iron Foundry and Aluminum with LPDC/GDC process i.e. Low

Pressure Die Casting/Gravity Die Casting process.

1.4 Importance of the study :-

The actual study of motivational tools for the decrease labour turnover &

increase performance.

1.5 Limitations of the study :-

1. Not getting information in detail, there are some limitations in sharing all

information in detail.

2. Since employees were busy in their routine work it was very hard for them to take

their timeout and share the information.

3. Every organization having some Business Secretes, so there is some restriction on

collecting all the information in detail.

1.6 Research Methodology :-

The Researcher has used the Research Methodology in which directly

Questions were asked to the Employees and the workers. They were made aware

about the project objectives and the purpose of the project, the information was

collected. Researcher has also noted their Suggestions to the regarding the human

resource.



During the Project period at Paranjpe Autocast ltd , a lot of first hand

experience was collected by involving in employee motivation activities. It was a great

learning experience and it provided a valid knowledge base during the entire project

period.

The Project is successfully completed, with the help of supportive Employees

of the Organization.

Data Requirement :-

To complete the Project Report research, researcher required the data about

Company Profile of the Organization, Manpower Data of the organization, Product

Range of the Organization, Customers of the Organization, organization

chart, ,Benefits given to Employees , Operation in Shifts of the Organization.

Financial Scenario of organization, Human Resource Scenario. Motivational plans of

organization.

Data Sources :-

Data used by researcher are two types they are as follows:

A] Primary Data Sources.

B] Secondary Data Sources.

A] Primary Data Sources:

The data which is collected by the researcher at the first time for the study with

the help of questionnaire, different methods of data collection.

The data collected by visiting directly to the human resource manager of Paranjape

Autocast,Satara. Also by meeting with organization people time to time with the help

of structured and unstructured questionnaire

B] Secondary Data Sources:

This data is collected through various books, magazines, generals, annual reports,

internet, etc.

The data which published already and we are taking the reference of this secondary

data.



CHAPTER: - II

PROFILE OF THE ORGANISATION



2.1 Introduction of Organization:-

The research is carried out in Paranjpe Autocast

Pvt. Ltd. cast iron foundry (J-16) additional MIDC Satara. The company is having

four subsidiaries as follows.

Table No: 2.1

Address of company subsidiaries and Resister office.

Sr.No. Plants Address

1. Gray Cast Iron Foundry Paranjpe Autocast Pvt. Ltd. Plot no.H-19, old

MIDC Satara.

2. Aluminum Foundry Paranjpe Autocast Pvt. Ltd. Plot no.J-15,

additional MIDC Satara.

3. Cast Iron Foundry Paranjpe Autocast Pvt. Ltd. Plot no.J-16,

additional MIDC Satara.

4. Gray Cast Iron Foundry

and Machine Shop

Paranjpe mtalshapers

Pvt.Ltd.Shirwal,Tal.Khandala,Dist.Satara.412801

Resister Office

Paranjpe mtalshapers

Pvt.Ltd.

T-141,Bhsari,Indusrtal area,Pune.411026

Source-Company Record.

The cast iron foundry is equipped to produce 4000 tons/annum of good casting,

ranging in weights from 0.2kg to 30kg. The aluminum foundry is equipped to produce

2400 tons/annum.

The company is implementing lean manufacturing across the group. It helps

to continuously improve quality and reduce cost.



2.2 History of Company:-

In 1973 Mr. Prasanna Narayan Paranjpe had started a small

foundry unit first in old MIDC area of Satara, who is presently working as managing

director of company. Since its inception, a span of over three decades both eventful

and active. In the life of growing specialized foundry, the small and single foundry has

developed and professionally managed manufacturing unit. It is reputed manufacturer

shell molded in intricate casting in Cast Iron Foundry and Aluminum with

LPDC/GDC process i.e. Low Pressure Die Casting/Gravity Die Casting process. After

establishing the name in Gray Iron Foundry as reputed manufacturer of shell molded

casting company ventured in Aluminum foundry in early 1996 in a small way. In very

short span of time, due to dedicated efforts put in by employees company established

as a reliable manufacturer of intricate Aluminum casting in a LPDC and GDC process.

2.3 Management Of organization:-

organization can grow only through the

competencies of their human capital so the organization has always recognized the

importance of human and valued it highly human has been one key pillars of

company’s success. The company has been able to attract, grow and retain efficient

workforce in the industry. If human resource is not treated as assets, there is failure to

make human investment; it could result in physical and mental deficiency and the

direct result of which would be lethargy indifference and low standard of productivity

so lot of emphasis and efforts are made to create working environment that will

enhance work satisfaction and to meet the company‘s growth plan, the company has

been able to scale up its human capital with manpower.



Manpower Scenario

Following table shows manpower scenario of the company.

Sr.No Levels of

Manage

mnt

No of Employees as per Debt

Tota

l

Admini-

stration

Produ

-ction

Qualit

y

Mainte

-nance

Process

Develop

-ment

Fettlin

g

Pattrn

Mainten

-ance

1. Top

Level

Mgt.

- - - - - - - -

2. Middle

Level

Mgt.

3 3 1 1 - 1 1 10

3. First

Line

Mgt.

12 5 2 3 - 2 - 24

4. Workers - 40 25 6 2 15 3 91

Total. 15 48 28 10 2 18 4 125

Source-Company Records

+



Organization Structure

Managing Director

Deputy General Manger

Quality Deputy UH DPM Welfare StoreAssurance General Human Department

Resource

S.H.Q.A S.H.D.D.M S.H. Store

Supervisor Supervisor Supervisor

Worker Worker Worker

S.H. S.H. S.H. S.H. S.H.

Maudling Melting Fitting Pattern Maintenance

Supervisor Supervisor Supervisor Supervisor Supervisor

Worker Worker Worker Worker Worker



2.4 Strategic Intent of Organization:-

VISION:-

Customer satisfaction with good quality in time.

MISSION:-

[We are] The process of Cast Iron Foundry Company committed to

delivering solutions to demanding applications through innovation, exceptional level

of service and dependability, challenging and rewarding environment for our

employees.

OBJECTIVE:-

To increase employees work efficiency through motivational tools.

2.5 Product Profile:-

Following are the company products.

Aluminum LPDC (Low Pressure Die Casting) Product: -

1] Bajaj Discover Cylinder Head.

2] Honda Eterno Cylinder Head.

3] Bajaj C-100 Cylinder Head.

4] Bajaj Pulsar Cylinder Head.

5] Fly Wheel.

6] Connecting Rod.

7] Bajal Platina Cylinder Head.

8] K-70 Cylinder Head.

2.6 Financial Scenario:-



Table No.2.3

Financial Scenario

Following table shows Financial Scenario.

Sr. No. Particulars 2006-2007 2007-2008 2008-2009

1. Working Capital 42622416 53496350 66382001

2. Current Asset 67654070 95359114 122481509

3. Current Liabilities 25031644 41822764 56099508

4. Fixed Asset 115744134 138175711 182196160

5. Debit 39731082 67899268 68740813

6. Profit After Tax 19258634 27390594 37958818

7. Sales 227400163 340591472 449274413


Table No.2.4

Financial Ratios

On the basis of above figures following ratios are collected.

Sr. No. Ratios 2006-2007 2007-2008 2008-2009

1. Current Ratio 2.70:1 2.27:1 2.18:1

2. Net Profit Ratio 8.47% 8.04% 8.45%

3. Debt/Debtors Turnover

Ratio(in times)

5.72 5.02 6.53

4. Working Capital

Turnover Ratio(in

times)

5.33 6.37 6.77

5. Fixed Asset Turnover

Ratio(in times)

3.01 3.67 3.53

6. Debt to equity Ratio 5.7:1 6.5:1 5.2:1




From the above table current ratio and net profit ratio shows that, short term liquidity

and profitability of the company goes on decreasing year to year from 2006-

2007.Credit policy of company is good in 2004-2005 as the debit turnover ratio is

increasing from last two year.

From the fixed asset turnover ratio it can be seen that fixed asset are

efficiently used in the company but its efficiency is decreased in 2008-2009 as

compared to last two years. While working capital is efficiently used in the business in

2008-2009 than last two years.

According to debt equity ratio it can be analyzed that debt and equity of the

firm are not in standard proportion as firm use very less own capital and much more

relay on the debt especially on secured loans.

Total turnover of the organization is nearly 44, 92, 74000Rs.2004-2005.

2.8 Operation/Systems Scenario:-

Manufacturing Steps:-

Main Process

1] Melting.

2] LPDC Production.

3] Decoring.

4] Gate Cutting.

5] Fettling.

6] Heat Treatment.

7] Leakage Testing.

8] Shot Blasting.

9] Painting.

10] Machining.

11] Packing.

Other Process



1] Core Making.

2] Die Maintenance.

3] Die Coating.

4] RT Painting.

2.9 Competitors of Company:-

A] Akashganga Pvt.Ltd.

B] Mutha Foundry Pvt.Ltd.Satara.

C]. Jay Hind Pvt.Ltd.Satara.

D] MENAN PITSAN Pvt.Ltd.Kolhapur.

E] Samarth Foundry Pvt.Ltd Kolhapur.

F] ENKEI Pvt.Ltd.Pune



CHAPTER III

CONCEPTUAL BACKGROUND



3.1 Introduction of motivation

A good working definition of motivation is this: motivation represents a measurable

increase in both job satisfaction and productivity. The motivated worker does his job

better and likes it more than those folks who are not so motivated. What generates real

motivation is the first set of factors mentioned: opportunities for achievement and

accomplishment, recognition, learning and growth, having some say in how the job is

done, and worthwhile work. Those are the items that generate strong feelings of

loyalty, satisfaction, enthusiasm, and all those other important attributes we want to

see in those whose paychecks we sign.

But you can’t get away with working exclusively on the satisfiers scale. You have to

make sure that you clean up the job to reduce or eliminate those things that cause

people to be unhappy and quit.

Wait a minute, some of you are saying — where does money fit into this scheme? Pay

is the ringer in the equation; the one factor that shows up as both a source of

satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when

they feel it isn’t commensurate with their efforts, or is distributed inequitably, or

doesn’t reflect the responsibilities of the job, or is out of touch with market realities. If

you don’t pay competitive wages, people will be unhappy and they will quit. But no

matter how much you raise salaries, you won’t generate motivation and job

satisfaction, because job satisfaction is a function of the content of the job.

Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I’ll be

unhappy and demotivated. But raise my wages to a princely sum and guess what —

I’ll still hate washing dirty dishes. But I won’t complain any more about my crummy

compensation; I probably won’t quit; and I may even improve my attendance record

(if you pay me my munificent wages on an hourly basis). What you have bought with

the generous pay increase you provided me was not real job satisfaction. All you have

bought is the absence of dissatisfaction. They are not the same thing. If you really

want me to be a happy camper, you’d better change the nature of my work.



And changing the nature of the work is the true key to motivation. The message is

clear: do everything you can to get rid of the things that generate employee

unhappiness, recognizing that no matter how big an investment you make you’ll get

precious little in return. All your money will buy is the absence of dissatisfaction.

Listen up — you have no choice! You must pay people competitive wages, you must

provide a healthy, safe and attractive work environment.

3.2 Process of Motivation

Objectives of motivation

1) The purpose of motivation is to create condition in which people are willing to

work with zeal, initiative. Interest, and enthusiasm, with a high personal and

group moral satisfaction with a sense of responsibility.

2) To increase loyalty against company.

3) For improve discipline and with pride and confidence in cohesive manner so

that the goal of an organization are achieved effectively.

4) Motivation techniques utilised to stimulate employee growth.

5) For the motivation you can buy man’s time. Physical presence at a given place.

6) You can even buy a measured number of skilled muscular motions per hour or

day.



7) Performance results from the interaction of physical, financial and human

resource.

8) For the achieve a desire rate of production.

3.3 Motivational Techniques

Various theories of motivation discussed above have implications on management

practices .in applying motivational theories at work place.applying motivational

theories at work place,both intrinsic and extrinsic aspects of the job must be

considered.Intrinsic factors are directly related to the contents of job whereas extrinsic

factors are related to the environment in which the job is performed.some of the

motivational techniques that can be used by managers are:-

A]motivational job design

B]quality of work life

C]Financial and non- Financial incentives

A] motivational job design:-every employee spends a significant amount of his time at

the work place executing the tasks,activies and duties involved in jobs.Traditional job

designing produced job alienation resulting into

monotony,boredom,meaninglessness,powerlessness,absenteeism and

I)Individual Financial Incentives:-

1. Performance based pay:-

Performance based pay is provided by same organizations to

managerial personnel whose contribution cannot be measured quantitatively on

day to day basis. Annual pay increase of such employees is determined on the

basis of performance.

2. Productivity:-

Linked incentives, managements of several organizations provide

productivity linked incentives to workers in the production department whose

out put can be measured quantitatively.



II) Collective Financial Incentives:-

1. Profit Sharing:-

Profit sharing is an arrangement by which employees receive a share

of the profits of the organization.

2. Co partnerships:-

Under the co partnership employees become shareholders of a

company and may exercise control over it as other shareholders do.

3. Stock option:-

Under this scheme, employees are offered shares of a company in

such a way that they enjoy long-term benefits due to appreciation in share

prices with the progress of the company.

4. Retirement Benefits:-

Managements of several organizations offer retirement benefits of

different types of their employees.

a) Provident fund scheme:-

Under the scheme employer as well as employees contribute

certain percentage of salary of employees to a common fund which is

refunded to the employees on their retirement from the job along with a

reasonable interest from Provident Fund Authorities with whom the

fund is saved.

b) Pension scheme:-

Under this scheme employee is given a certain percentage of his

wages or salaries after the retirement of employee from the job.

c) Gratuity:-

Under scheme on ex-gratia payment acknowledging the long

tenure of service is made by the employer to his employees.



Non-Financial Incentives:-

Though a man hankers after money and it is an important motivator, it is

not the only motivator and it is not always motivator. After satisfying primary

and secondary needs of a man and after raising his standard of living, it ceases

to work as a motivator. Its is observed that in spite of satisfying wage rate,

bonus schemes and retirement benefits may employees do not take interest in

their work.

I) Individual Non-Financial Incentives:-

1. Status:-

Status, in the organizational context means the ranking of positon,

rights and duties in the formal organizational structure. Status is a strong

motivator as it is extremely important for most of the people. Companies

relate the status of employees the their abilities and aspirations.

2. Promotion:-

If promotion to higher positions are given to employees on the basis

of merit, skill, sincerity and abilities employees strive hard to give what is best

of them. Thus promotions to de serving candidates motivates employees to

higher their performance.

3. Responsibility:-

People can also be motivated by entrusting them with higher

responsibility. The employees feel that the management has imposed its

confidence in them and they must prove to be worthy of such confidence by

shouldering higher responsibility. This assignment of higher responsibility

also works as an incentive to individuals.



4. Making job pleasant and interesting:-

Managements design the job to make them more enjoyable and pleasant

through the satisfaction if their instincts. It creates interest in work and

motivates the employees to perform better. Job enlargement and job

enrichment techniques make the job more pleasant and interesting.

5. Recognition of work:-

A worker gets satisfaction when his work is appreciated by his

superior. Praise, acknowledgement and recognition for the work done is a

strong motivation for the employees. Praise can do what money cannot do

Recognition means acknowledgement with a show of appreciation. When such

recognition is given to the work performed, the employees feel motivated to

perform work at similar or even higher level.

6. Job-security:-

Employees with a sense of security of job show keen interest,

enterprising initiative and produce better results as they know that their welfare

is closely related to the welfare of the organization. They stop worrying and

concentrate on work.

Collective Nonfinancial Incentives:-

1. Social Importance of Work :-

Some organizations like banks, insurance companies, railways etc.

may motivate the emoployees by convincing them about the social worth of

their service.

2. Team spirit:-

Team work is a coordinated action by a comparative small group is

regular spirit where in members contribute responsibility and enthusiastically

towards the team task.

3. Informal groups:-



When employees work together they develop a sort of affiliation

among themselves. They create some informal groups at work place.

3.4Type of motivation

1Monetary motivation

Overview: The value and importance of creativity has been well established in the

business world. The effective fostering of creativity, however, remains a somewhat

elusive goal for most organizations. Using the context of product design, we examine

three factors that are likely to have an important influence on the creativity of new

product ideas: intrinsic motivation, monetary rewards, and the accessibility of creative

thinking skills. We present and test a conceptual framework explaining the differential

and interactive influences of these factors on the two essential components of

creativity - the originality and the usefulness - of the end design. Further, we identify

effort and enjoyment as two variables mediating the effects of intrinsic motivation and

monetary rewards on originality and usefulness. The findings are integrated into a

discussion that clarifies the role of these factors in producing creative outcomes and

highlights their potential in the new product design process.

Monetary Bonuses and Incentives Versus Gifts & Awards :

Research on what employee’s value for rewards and recognition indicated a monetary

reward only ranked 12th in a list of items important to employees. It is true, we all

need money for the expenses of day to day living but studies indicate that when

employees receive a monetary bonus it is typically used to pay bills, expenses or

purchase something that the employee needs, not some thing they truly enjoy.

Consequently money becomes a very in-personal gift.

Conversely, if you want to give a very sincere gift that not only says thanks but will

help create the loyalty, dedication and motivation you would like your employees to

have, consider a gift or award that will touch them personally. Something they will

truly enjoy and use or some thing that brings them pleasure in their leisure or family

time.

Please see What Employees Want on our main menu under Recognition for more

information on this subject.



2 Effective Non-Monetary Motivation Ideas

The economic downturn has put a great deal of pressure on employers to find creative

ways to motivate employees. Gone are the days of quarterly bonuses, performance-

based pay raises, and other financial incentives that once kept noses to the grindstone.

Motivating without money is a challenging task, but it can be done with the right

combination of leadership and management skills.

While money is one of the proven ways to motivate employees, there are also other

ways to encourage your team to put their best foot forward. Here are three non-

monetary motivation techniques that are geared toward personal recognition and

satisfaction.

Paid Time Off

Your business expects to expend a certain number of dollars for payroll. One method

of non-monetary motivation is to create an incentive program that allows employees to

earn paid time off. For example, you could offer a paid day off to the sales associate

who generates the most revenue in the month of July. A paid day off is a miniscule

cost to your business, and it is one of the excellent ways to motivate a sluggish sales

staff.

Space and Status Motivation

You can use the space in your workplace and the status of your employees as a form

of non-monetary motivation. For example, in recognition of excellent customer

service, you might consider designated a special parking spot (one that is close to the

front door) to be awarded each month to an outstanding employee. If you have a

recently vacated corner office, you can host a contest to see who can generate the most

sales, who can go above and beyond the call of duty to solve a problem, or who

exhibits perfect attendance. These are simple events to coordinate, and employees will

enjoy the spirit of healthy competition. Having access to special spaces on the

company property enhances their feeling of accomplishment. These types of rewards

are fast and easy ways to start motivating without money.



Share the Company Perks

Does your company receive incentive rewards from customers and organizations in

the community, such as tickets to concerts, free t-shirts, movie tickets or gift cards to

local restaurants? Perks like these are among the greatest forms of non-monetary

motivation. Your company receives these items at no cost, and you can turn them into

rewards for employees by passing them onto your workforce. Perhaps you want to

recognize a manager for excellence or a sales person for customer service. Sharing the

company perks is a way you can start motivating without money, and your employees

will truly appreciate the gesture.

The economic downturn has most likely had a negative impact on morale in your

workforce. Motivating without money will become a necessity to keep your team

engaged and active. It’s important to develop a creative approach and find ways to

motivate without dipping into company funds. A little bit goes a long way when it

comes to motivation and non-monetary motivation is vital to the core of your small

business.

3.5 REQUISITES TO MOTIVATE

1.We have to be Motivated to Motivate

2.Motivation requires a goal

3.Motivation once established, does not last if not repeated

4.Motivation requires Recognition

5.Participation has motivating effect

6.Seeing ourselves progressing Motivates us

7.Challenge only motivates if you can win

8.Everybody has a motivational fuse i.e. everybody can be motivated

9.Group belonging motivates

3.6Theories of Motivation

1) Contribution of Robert Owen :

Though Owen is considered to be paternalistic in his view, his contribution is of a

considerable significance in the theories of Motivation. During the early years of the

nineteenth century, Owen’s textile mill at New Lanark in Scotland was the scene of

some novel ways of treating people. His view was that people were similar to



machines. A machine that is looked after properly, cared for and maintained well,

performs efficiently, reliably and lastingly, similarly people are likely to be more

efficient if they are taken care of. Robert Owen practiced what he preached and

introduced such things as employee housing and company shop. His ideas on this and

other matters were considered to be too revolutionary for that time.

2) Jeremy Bentham’s “The Carrot and the Stick Approach” :

Possibly the essence of the traditional view of people at work can be best appreciated

by a brief look at the work of this English philosopher, whose ideas were also

developed in the early years of the Industrial Revolution, around 1800. Bentham’s

view was that all people are self-interested and are motivated by the desire to avoid

pain and find pleasure. Any worker will work only if the reward is big enough, or the

punishment sufficiently unpleasant. This view - the ‘carrot and stick’ approach - was

built into the philosophies of the age and is still to be found, especially in the older,

more traditional sectors of industry.

The various leading theories of motivation and motivators seldom make reference to

the carrot and the stick. This metaphor relates, of course, to the use of rewards and

penalties in order to induce desired behavior. It comes from the old story that to make

a donkey move, one must put a carrot in front of him or dab him with a stick from

behind. Despite all the research on the theories of motivation, reward and punishment

are still considered strong motivators. For centuries, however, they were too often

thought of as the only forces that could motivate people.

At the same time, in all theories of motivation, the inducements of some kind of

‘carrot’ are recognized. Often this is money in the form of pay or bonuses. Even

though money is not the only motivating force, it has been and will continue to be an

important one. The trouble with the money ‘carrot’ approach is that too often everyone

gets a carrot, regardless of performance through such practices as salary increase and

promotion by seniority, automatic ‘merit’ increases, and executive bonuses not based

on individual manager performance. It is as simple as this : If a person put a donkey in

a pen full of carrots and then stood outside with a carrot, would the donkey be

encouraged to come out of the pen ?



The ‘stick’, in the form of fear–fear of loss of job, loss of income, reduction of bonus,

demotion, or some other penalty–has been and continues to be a strong motivator. Yet

it is admittedly not the best kind. It often gives rise to defensive or retaliatory

behavior, such as union organization, poor-quality work, executive indifference,

failure of a manager to take any risks in decision making or even dishonesty. But fear

of penalty cannot be overlooked. Whether managers are first-level supervisors or chief

executives, the power of their position to give or with hold rewards or impose

penalties of various kinds gives them an ability to control, to a very great extent, the

economic and social well-being of their subordinates.

3) Abraham Maslow’s “Need Hierarchy Theory” :

One of the most widely mentioned theories of motivation is the hierarchy of needs

theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the

form of a hierarchy, ascending from the lowest to the highest, and he concluded that

when one set of needs is satisfied, this kind of need ceases to be a motivator.

As per his theory this needs are :

(i) Physiological needs :

These are important needs for sustaining the human life. Food, water, warmth, shelter,

sleep, medicine and education are the basic physiological needs which fall in the

primary list of need satisfaction. Maslow was of an opinion that until these needs were

satisfied to a degree to maintain life, no other motivating factors can work.

(ii) Security or Safety needs :

These are the needs to be free of physical danger and of the fear of losing a job,

property, food or shelter. It also includes protection against any emotional harm.

(iii) Social needs :

Since people are social beings, they need to belong and be accepted by others. People

try to satisfy their need for affection, acceptance and friendship.

(iv) Esteem needs :



According to Maslow, once people begin to satisfy their need to belong, they tend to

want to be held in esteem both by themselves and by others. This kind of need

produces such satisfaction as power, prestige status and self-confidence. It includes

both internal esteem factors like self-respect, autonomy and achievements and external

esteem factors such as states, recognition and attention.

(v) Need for self-actualization :

Maslow regards this as the highest need in his hierarchy. It is the drive to become what

one is capable of becoming, it includes growth, achieving one’s potential and self-

fulfillment. It is to maximize one’s potential and to accomplish something.

As each of these needs are substantially satisfied, the next need becomes dominant.

From the standpoint of motivation, the theory would say that although no need is ever

fully gratified, a substantially satisfied need no longer motivates. So if you want to

motivate someone, you need to understand what level of the hierarchy that person is

on and focus on satisfying those needs or needs above that level.

Maslow’s need theory has received wide recognition, particularly among practicing

managers. This can be attributed to the theory’s intuitive logic and ease of

understanding. However, research does not validate these theory. Maslow provided no

empirical evidence and other several studies that sought to validate the theory found

no support for it.



4) “Theory X and Theory Y” of Douglas McGregor :

McGregor, in his book “The Human side of Enterprise” states that people inside the

organization can be managed in two ways. The first is basically negative, which falls

under the category X and the other is basically positive, which falls under the category

Y. After viewing the way in which the manager dealt with employees, McGregor

concluded that a manager’s view of the nature of human beings is based on a certain

grouping of assumptions and that he or she tends to mold his or her behavior towards

subordinates according to these assumptions.

Under the assumptions of theory X :

1.Employees inherently do not like work and whenever possible, will attempt to avoid

it.

2.Because employees dislike work, they have to be forced, coerced or threatened with

punishment to achieve goals.

3.Employees avoid responsibilities and do not work fill formal directions are issued.

4.Most workers place a greater importance on security over all other factors and

display little ambition.

In contrast under the assumptions of theory Y :

1.Physical and mental effort at work is as natural as rest or play.

2.People do exercise self-control and self-direction and if they are committed to those

goals.

3.Average human beings are willing to take responsibility and exercise imagination,

ingenuity and creativity in solving the problems of the organization.

4.That the way the things are organized, the average human being’s brainpower is only

partly used.



On analysis of the assumptions it can be detected that theory X assumes that lower-

order needs dominate individuals and theory Y assumes that higher-order needs

dominate individuals. An organization that is run on Theory X lines tends to be

authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to

enforce obedience” and the “right to command.” In contrast Theory Y organizations

can be described as “participative”, where the aims of the organization and of the

individuals in it are integrated; individuals can achieve their own goals best by

directing their efforts towards the success of the organization.

However, this theory has been criticized widely for generalization of work and human

behavior

5) Contribution of Rensis Likert :

Likert developed a refined classification, breaking down organizations into four

management systems.

1st System – Primitive authoritarian

2nd System – Benevolent authoritarian

3rd System – Consultative

4th System – Participative

As per the opinion of Likert, the 4th system is the best, not only for profit

organizations, but also for non-profit firms.

6) Frederick Herzberg’s motivation-hygiene theory :

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also

known as two-factor theory or Hygiene theory. He stated that there are certain

satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job

satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his

theory on the question : “What do people want from their jobs ?” He asked people to

describe in detail, such situations when they felt exceptionally good or exceptionally

bad. From the responses that he received, he concluded that opposite of satisfaction is

not dissatisfaction. Removing dissatisfying characteristics from a job does not



necessarily make the job satisfying. He states that presence of certain factors in the

organization is natural and the presence of the same does not lead to motivation.

However, their nonpresence leads to demotivation. In similar manner there are certain

factors, the absence of which causes no dissatisfaction, but their presence has

motivational impact.

Examples of Hygiene factors are :

Security, status, relationship with subordinates, personal life, salary, work conditions,

relationship with supervisor and company policy and administration.

Examples of Motivational factors are :

Growth prospectus job advancement, responsibility, challenges, recognition and

achievements.

7) Contributions of Elton Mayo :



The work of Elton Mayo is famously known as “Hawthorne Experiments.” He

conducted behavioral experiments at the Hawthorne Works of the American Western

Electric Company in Chicago. He made some illumination experiments, introduced

breaks in between the work performance and also introduced refreshments during the

pause’s. On the basis of this he drew the conclusions that motivation was a very

complex subject. It was not only about pay, work condition and morale but also

included psychological and social factors. Although this research has been criticized

from many angles, the central conclusions drawn were :

*People are motivated by more than pay and conditions.

*The need for recognition and a sense of belonging are very important.

*Attitudes towards work are strongly influenced by the group.

8) Vroom’s Valence x Expectancy theory :

The most widely accepted explanations of motivation has been propounded by Victor

Vroom. His theory is commonly known as expectancy theory. The theory argues that

the strength of a tendency to act in a specific way depends on the strength of an

expectation that the act will be followed by a given outcome and on the attractiveness

of that outcome to the individual to make this simple, expectancy theory says that an

employee can be motivated to perform better when their is a belief that the better

performance will lead to good performance appraisal and that this shall result into

realization of personal goal in form of some reward. Therefore an employee is :

Motivation = Valence x Expectancy.

The theory focuses on three things :

*Efforts and performance relationship

*Performance and reward relationship

*Rewards and personal goal relationship

This leads us to a conclusion that :



9) The Porter and Lawler Model :

Lyman W. Porter and

Edward E. Lawler

developed a more complete

version of motivation

depending upon

expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it is also

affected by the person’s ability to do the job and also by individual’s perception of

what the required task is. So performance is the responsible factor that leads to

intrinsic as well as extrinsic rewards. These rewards, along with the equity of

individual leads to satisfaction. Hence, satisfaction of the individual depends upon the

fairness of the reward.

10) Clayton Alderfer’s ERG Theory :



Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model

named ERG i.e. Existence – Relatedness – Growth. According to him there are 3

groups of core needs as mentioned above. The existence group is concerned mainly

with providing basic material existence. The second group is the individuals need to

maintain interpersonal relationship with other members in the group. The final group

is the intrinsic desire to grow and develop personally. The major conclusions of this

theory are :

1.In an individual, more than one need may be operative at the same time.

2.If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.

3.It also contains the frustration-regression dimension.

11) McClelland’s Theory of Needs :

David McClelland has developed a theory on three types of motivating needs :

1.Need for Power

2.Need for Affiliation

3.Need for Achievement

Basically people for high need for power are inclined towards influence and control.

They like to be at the center and are good orators. They are demanding in nature,

forceful in manners and ambitious in life. They can be motivated to perform if they are

given key positions or power positions.

In the second category are the people who are social in nature. They try to affiliate

themselves with individuals and groups. They are driven by love and faith. They like

to build a friendly environment around themselves. Social recognition and affiliation

with others provides them motivation.

People in the third area are driven by the challenge of success and the fear of failure.

Their need for achievement is moderate and they set for themselves moderately

difficult tasks. They are analytical in nature and take calculated risks. Such people are

motivated to perform when they see atleast some chances of success.



McClelland observed that with the advancement in hierarchy the need for power and

achievement increased rather than Affiliation. He also observed that people who were

at the top, later ceased to be motivated by this drives.

12 ) Equity Theory :

As per the equity theory of J. Stacey Adams, people are motivated by their beliefs

about the reward structure as being fair or unfair, relative to the inputs. People have a

tendency to use subjective judgment to balance the outcomes and inputs in the

relationship for comparisons between different individuals. Accordingly :

If people feel that they are not equally rewarded they either reduce the quantity or

quality of work or migrate to some other organization. However, if people perceive

that they are rewarded higher, they may be motivated to work harder.

13) Reinforcement Theory :

B.F. Skinner, who propounded the reinforcement theory, holds that by designing the

environment properly, individuals can be motivated. Instead of considering internal



factors like impressions, feelings, attitudes and other cognitive behavior, individuals

are directed by what happens in the environment external to them. Skinner states that

work environment should be made suitable to the individuals and that punishments

actually leads to frustration and de-motivation. Hence, the only way to motivate is to

keep on making positive changes in the external environment of the organization.

14) Goal Setting Theory of Edwin Locke :

Instead of giving vague tasks to people, specific and pronounced objectives, help in

achieving them faster. As the clearity is high, a goal orientation also avoids any

misunderstandings in the work of the employees. The goal setting theory states that

when the goals to be achieved are set at a higher standard than in that case employees

are motivated to perform better and put in maximum effort. It revolves around the

concept of “Self-efficacy” i.e. individual’s belief that he or she is capable of

performing a hard task.

15) Cognitive Evaluation Theory :

As per these theory a shift from external rewards to internal rewards results into

motivation. It believes that even after the stoppage of external stimulus, internal

stimulus survives. It relates to the pay structure in the organization. Instead of treating

external factors like pay, incentives, promotion etc and internal factors like interests,

drives, responsibility etc, separately, they should be treated as contemporary to each

other. The cognition is to be such that even when external motivators are not there the

internal motivation continues. However, practically extrinsic rewards are given much

more weightage



CHAPTER IV

DATA ANALYSIS AND REPRESENTATION



4.1 Introduction-

Kaizen is...

... a system of continuous improvement in quality, technology, processes, company

culture, productivity, safety and leadership.

What is Kaizen?

Kaizen was created in Japan following World War II. The word Kaizen means

"continuous improvement". It comes from the Japanese words 改 ("kai") which means

"change" or "to correct" and 善 ("zen") which means "good".

Kaizen is a system that involves every employee - from upper management to the

cleaning crew. Everyone is encouraged to come up with small improvement

suggestions on a regular basis. This is not a once a month or once a year activity. It is

continuous. Japanese companies, such as Toyota and Canon, a total of 60 to 70

suggestions per employee per year are written down, shared and implemented.

In most cases these are not ideas for major changes. Kaizen is based on making little

changes on a regular basis: always improving productivity, safety and effectiveness

while reducing waste.



Table No. 4.2.1.1

Type of Kaizen awards

Sr.

No.

Type of Kaizen awards Announcement

1.Implemented suggestion

(kaizen) during the month Utility item up to Rs 50/- per implemented suggestion

2. Top 3 kaizen’s of the month

Certificate & utility item for top 3 kaizen up to Rs.500/- & Rs. 300/- Rs.200/- Respectively

3. Top 4 to 10 kaizen of the month Utility item for the 4-10 kaizen’s up to Rs.100/-

4. 1st best kaizen of the year Certificate & sponsored pleasure trip within Maharastra up to Rs.5000/-

5.2nd best kaizen of the year Certificate & utility item up to Rs.3000/-

6. 3rd best kaizen of the year Certificate & utility item up to Rs.1000/-

Objectives –

To recognized team member for improvement in productivity, quality, cost,

delivery, service, safety & moral (PQCDSSM) In both production &non

production areas PQCDSSM will consider for both internal & external

customers.



4.2.2 5’s System

Seiri : tidiness, organization. Refers to the practice of sorting through all the tools,

materials, etc., in the work area and keeping only essential items. Everything else is

stored or discarded. This leads to fewer hazards and less clutter to interfere with

productive work.

2.Seiton : orderliness. Focuses on the need for an orderly workplace. Tools,

equipment, and materials must be systematically arranged for the easiest and most

efficient access. There must be a place for everything, and everything must be in its

place.

3.Seiso : cleanliness. Indicates the need to keep the workplace clean as well as neat.

Cleaning in Japanese companies is a daily activity. At the end of each shift, the work

area is cleaned up and everything is restored to its place.

4.Seiketsu : standards. Allows for control and consistency. Basic housekeeping

standards apply everywhere in the facility. Everyone knows exactly what his or her

responsibilities are. House keeping duties are part of regular work routines.



5.Shitsuke : sustaining discipline. Refers to maintaining standards and keeping the

facility in safe and efficient order day after day, year after year.

For Best 5s team of Quarter the announcement by company is Certificate & utility

item up to Rs.25/-to each person in that zone.

Objectives

To recognized team member for improvement in productivity, quality, cost, delivery,

service, safety & moral (PQCDSSM) In both production &non production areas

PQCDSSM will consider for both internal & external customers. this is applicable for

zonal team members.

4.2.3 Reward scheme of head manufacturing (MPJ)

Preamble

1) This scheme shall come into effect from 1-4-08.

2) The scheme is applicable for MPJ who is responsible for entire manufacturing

in the group.

Reward Calculation & Payment.

1) The responsibilities for reward calculation & implementation shall be of H.O.

Account.

2) Calculation & payment shall be done on quarterly basis, the payment should be

completed within 30days of close of quarter.

3) The eligible amount for MPj is 100% of the reward amount as per enclosure.

4.2.4 Attendance Award

Absenteeism is an issue that affects all employers, all year long. How do you motivate

employees to cut down on absenteeism? Offering perfect attendance awards may not

be the right carrot. Here's why.

1. It won't motivate the employees who feel that achieving perfect attendance is too

lofty of a goal. You'll likely find that it's the same employees getting the award; the

others won't care and won't bother.



2. It'll drive some employees to get to work no matter what — no matter that they have

the flu and wind up infecting others who then have to take sick days.

3. It punishes non-abusers. Theoretically, an attendance award is supposed to motivate

those with poor attendance who see nothing wrong with calling out "sick" in order to

recover at the mall, a casino, or the beach. However, you'll wind up having to take the

award away from an employee who has a great attendance record, but then has the bad

luck of having his/her car break down one day.

4. The award must be just right. Too large — see #2. Too small — see #1. Giving

extra time off is counter to the goal of the award, which is having employees at work.

5. Watch the Family and Medical Leave Act (FMLA). You know you cannot count

FMLA absences against employees. But does the employee who misses out on the

award due to a one-day absence for a family emergency and sees a co-worker receive

the award despite being out for weeks at a time? You can explain the law all you want,

but the employee will likely still be demotivated when comparing attendance records.

6. Beware of how you define "perfect." It should never include legally protected time

off, such as jury duty. You also don't want to discourage employees from using

vacation time because it sends the message that your company doesn't respect

employees' need to relax and recharge.

Best attendance award policy for staff.

This award will be declared annually to appropriate staff with good attendance

&encourage other to improve attendance

1) The period consider for attendance will be the calendar year.

2) The award will be declared by the 15th jan of the next year .

3) The award will include a cash price & certificate as follows

1st price 2000/- + certificate

2nd price 1500/- + certificate

3rd price 1000/- + certificate

If more then one candidate are eligible the price will be at follows.

A) Max than 1st price.



B) All will be eligible for first price number2 will declared more than one 2 nd

price.

C) A price will be equally distributed among all. more than one 3rd price.

D) Price will be equally distributed among all.

4.2.5 Star performer award scheme

1) This is in recognition for outstanding contribution towards achieving company

objectives eligibility is for all operators &staff member at each work entire,

excluding management team.

2) The award shall be for the financial year April-March this scheme will

function in addition to the performance appraisal scheme.

3) The award shall given to three group namely.

3.1) worker/ operator –selection shall be done by first line supervisor and

middle management team.

3.2) first line supervisor / clerks /manager selection shall be done by middle

management team &the plant in charge

3.3) middle management (sectional head) –selection shall be done by plant in

charge & management team

For the each group the number of star performers for the year may be 0 or 1few this

will be treated as an open scheme there shall be no restriction on the number of people

who the this reward the rating is related to one’s work and is not a comparison with

other team member.

4) The other member could be from personnel or account or production or

development or Q.A or maintenance or administration or other area’s.

5) The basis for selection shall be.

5.1) mainly performance appraisal report.

5,2) other characteristic such as enthusiasm attitude

5.3)the performance shall be reviewed half yearly and reports of all such

reviews shall be considered.

6) The award shall be in the form of



6.1 certificate

6.2 With effect form 2005-06 the monetary reward is increased to Rs 7500/-

for works cooperators Rs. 15000/- line management & Rs.25000/- for middle

management section

4.2.3 Satisfaction Level of Employees and Workers

4.2.3.1 Kaizen Award

Employee’s (30) satisfaction level table

Employee’s (30) In %

High satisfied 26 87%

Low satisfied 4 13%

From kaizen 30 employee’s 26 employee’s are high satisfied (in percentage 87% ) &

the 4 employee’s low satisfied (in percentage 13%)for the kaizen award. the ratio of

satisfied employee’s is more than low satisfied employee’s



Worker’s (30) satisfaction level table

Worker’s (30) In %


Low satisfied 3 10%

This award issued for constantly improvement in the organization from the 30worker’s

27 are high satisfied & 3 are low satisfied means 90% & 10% respectively this award

help to worker’s to introduced new idea’s & techniques.



4.2.3.2 5s Team Award

Employee’s (30) satisfaction level

Employee’s(30) In %


Low satisfied 6 20%

For the 5s zone team award from 30 employee’s 24employee’s are high satisfied & 6

are low satisfied employee’s in percentage 80% & 20% respectively.




Worker’s (30) In %


Low satisfied 2 7%

For the 5s zone team award from 30 worker’s 28 worker’s are high satisfied & 2 is

low satisfied worker in percentage 93% & 7% respectively. The worker’s are more

satisfied. Compare to employee’s the workers are more satisfied.



4.2.3.3 Reward scheme of head manufacturing (MPJ)




Low satisfied 5 17%

From 30 employee’s 25 employee’s are high satisfied (in percentage 83% ) & the 5

employee’s low satisfied (in percentage 17%)for the Reward scheme of head

manufacturing . the ratio of satisfied employee’s is more than low satisfied employee’s






Low satisfied 3 10%

From 20 Worker’s 18 worker’s are high satisfied (in percentage 90% ) & the 2

worker’s low satisfied (in percentage 10%)for the Reward scheme of head

manufacturing. the ratio of satisfied worker’s is more than satisfied employee’s. also

worker’s are more satisfied.



4.2.3.4 Attendance award




Low satisfied 0 0%

From the 30 employee’s 30 are full satisfied with attendance award means 100% are

high satisfied no one the low satisfied in that case. because of the employee’s having

create value in organization.



Worker’s (30) satisfaction level table for attendance award



Low satisfied 9 30%

The worker are 70% high satisfied &30% low satisfied means from 30 worker’s the21

are high satisfied & 9 are low satisfied for attendance award.means the employee’s

full satisfied through that tool.



4.2.3.5 Star performer award scheme




Low satisfied 7 23%

This award having all round performance in the organization in the 30 employee’s 23

are high satisfied & 7are low satisfied in short 77% &23% respectively.




Worker’s(30) In %


Low satisfied 10 34%

Worker are low satisfied compare to employee’s in30 worker’s 20 are high satisfied

10are low satisfied in short 66% & 34% respectively.



Obzervation:-

They are having courageous activities. They give chance to employees to shows

his/her performance and on that basis they give promotion as well as allowances to

employees.

They follow motivational tools of Deming’s to improve efficiency of employee’s &

also the increase the loyalty of employee’s. Each officer in the organisation is trying

to co-ordinate systematic work with each other and make this system is very effective

in terms of control and management which would result in overall performance of the

organisation



Chapter:- 5Chapter:- 5

FINDINGS, SUGGESIONS &FINDINGS, SUGGESIONS & CONCLUSION



FINDINGS AND SUGGESIONSFINDINGS AND SUGGESIONS

5.1 Introduction :-

During the research, I found following situation in Paranjpe Autocast Pvt.Ltd.Satara

which is listed below. According to those finding I offer some suggestion which is

mention below.

5.2 Findings :-

1) The company is running with well consistency procedure.

2)The company conducts all necessary motivational program like Kaizen, 5s system,

reward, award etc

3) There are specialized Motivational tools are used for human motivation.

4) The organization provides promotional activities such as training, information etc.

to their employees, for the better carrier.

5) The organization keeps time to time supervision on their employees for better

performance.

6) The researcher found that there is no communication gap between superior and

their subordinates.

7) The management of an organization continuously tried to eliminate barriers of

employees and motivates them for efficient team work.

8) The organization achieves their shorterms program time to time. Which helps in

increase employee’s efficiency.



9) For doing motivational analysis, company appoint one expert committee.

13) The organization having counseling department for employees which enhancing

knowledge & ability of employee for increase them capabilities.

5.3) CONCLUSION :-

During the research all employees of Paranjpe Autocast Pvt.Ltd.Satara were friendly

and co-operative and the most important thing is that Paranjpe Autocast has an

informal type of environment which makes employees easier to involve and ultimately

lead to effective work culture in the organization.

They are having courageous activities. They give chance to employees to shows

his/her performance and on that basis they give promotion as well as allowances to

employees.

They follow motivational tools of Deming’s to improve efficiency of employee’s &

also the increase the loyalty of employee’s. Each officer in the organization is trying

to co-ordinate systematic work with each other and make this system is very effective

in terms of control and management which would result in overall performance of the

organiszation

And thus lastly it is concluded that the Paranjpe Autocast Pvt.Ltd follows the

systematic and scientific method for Motivation.



5.4 SUGGESIONS :-

1) An organisation should include latest motivational tools.

2) The organisation should fix the standard for measuring motivation level.

3) An Organisation should arrange motivational seminar, work-shop from experts

which is help in the reduce stress, family problems.

4) An Orgnisation should include tools for the un-skill worker.

5) An Organisation should try to increase loyalty of worker against organization.



ANNEXURE1) Name of company.2) Address of company.3) How many employee’s are working in organization?4) What type of programs do conduct to improve manpower skill?5) What type of awards issued by company to employees?6) What type of reward scheme is in company?7) Does any requirement is there for labour in an orgnisation?8) What are the policies do you accept to motivates the employee’s?9) Which are the polices do you developed to remain in competition?10) Does any specific method to be used for improvement?11) What type of motivation tools are adopted?12) Do you satisfied with following tools?

a) Kaizen tool.Yes. No.If No___Why

b) 5s system tool.Yes. No.If No___Why

C) Reward scheme of head manufacturing (MPJ).

Yes. No.

If No___Why

d) Best attendance award policy for staff.

Yes. No.

If No___Why

e) Star performer award scheme.

Yes. No.

If No___Why



BIBLIOGRAPHY

C.B. Memoria & S.V.Ganker, Personnel Management

Website: -www.paranjpeautocast.com

Website: - www.wikipedia.com


Motivational Tools in Pranjape Autocast

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