good project
Post on 13-Apr-2015
41 Views
Preview:
DESCRIPTION
TRANSCRIPT
A
Project Report On
Motivation vis-à-vis Safety of Employees
At
Jaya Enterprises
By
Joganand Bhamidipati
02008103
Project submitted in partial fulfillment for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
By
Osmania University, Hyderabad-500007
DECLARATION
I hereby declare that this Project Report titled “Motivation vis-à-vis Safety
of Employees” submitted by me to the department of Nava Bharathi
College of P.G. Studies, Bolarum, Secundrabad, is a bonafide work
undertaken by me and it is not submitted to any other University or
Institution for the award of any degree diploma/ certificate or published any
time before.
Bh. Joganand Signature of the student
Moula-Ali,
Hyderabad.
Date:
Abstract:
This project work presents a thesis of the methods that are used to motivate the
employees of an organization. In the project I have taken the liberty of explaining the
various methods of motivation used in small scale industries. Motivation methods used in
the MNC’s cannot be used in these industries as the people working here are low skilled
labors, for whom the theories like ‘performance appraisal’, ‘incentives’ can’t be applied
like bigger organizations do to motivate their employees . But it is also necessary to
motivate these employees because the production is largely depended upon the
performance of these people.
AIM:
To understand the various methods used at a small scale industry to motivate
their employees.
To carefully observe and analyze the effectiveness of these methods.
To derive the relationship between motivation and safety at workplace.
Conclusion:
The conclusion can be derived by the analysis made on the data obtained through the
questionnaires and direct interviews. It includes the effectiveness of the motivation
methods, the extent the employees are motivated.
It emphasizes the need of safety at workplace.
ACKNOWLEDGEMENT
I extend my sincere gratitude to Shri Dr. M. Ghosh, Director, Nava Bharathi College
of P.G. Studies, and to Mr. Md Naseeruddin Ahmed, Head of the department of
management studies, for their kind support and guidance for making my project great
success.
I thank my internal faculty guide Mr. G.V. Ramaiah garu, guide for the project, for the
continuous, valuable support extended to me, without which the project would not have
been efficiently completed.
I render my whole hearted thanks to all the other respected faculties of the management
department, librarian, for their assistance and co-operation given to me in regard to this
work.
I am extremely indebted to the management of Jaya Enterprises. I thank Mr. K.S. Rao
garu (M.D), Mr.K.Someshwar Rao (Personnel Department), external guide who
gave me the privilege to carry out my project in their distinguished institution. I also
thank the entire staff and workers of JAYA ENTERPRISES.
I thank my parents and all other family members for their valuable support in completion
of this project.
I also take this opportunity to thank all my friends and well wishers for their support in
helping me in this work.
Joganand
Bhamidipati
TABLE OF CONTENTS
SI:NO CONTENTS PG:NO
I
II
III
1
2
3
4
List of Tables
List of Charts
List of Figures
INTRODUCTION
1.1 OBJECTIVES OF THE STUDY
1.2 RESEARCH METHODOLOGY
LITERATURE REVIEW
2.1 MOTIVATION
2.2 WORKPLACE SAFETY
INDUSTRIAL PROFILE
3.1 SMALL SCALE INDUSTRY
3.2 COMPANY PROFILE
ANANLYSIS OF DATA
i
ii
iii
1
6
7
10
11
31
36
37
41
53
5
6
7
SUMMARY& CONCLUSION
5.1 SUMMARY
5.2 CONCLUSION
FINDINGS & SUGGESTIONS
6.1 FINDINGS
6.2 SUGGESTIONS & LIMITATIONS
BIBLIOGRAPHY
64
65
66
67
68
69
70
LIST OF TABLES
SI: NO: PARTICULARS PAGE NO:
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Regarding the payment provided by the company
Regarding the interest of the management towards safety
of employees
Regarding the type of incentive that motivates
Regarding the satisfaction with the present incentive
system
Regarding the company is eagerness in recognizing and
acknowledging employee’s work
Regarding good relations with co- workers
Regarding the safety measures
Regarding the support from co-worker to get motivation
Regarding the Factors which motivate you the most
Regarding incentives and other benefits will influence your
performance
54
55
56
57
58
59
60
61
62
63
LIST OF CHARTS
SI: NO: PARTICULARS PAGE NO:
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Regarding the payment provided by the company
Regarding the interest of the management towards safety
of employees
Regarding the type of incentive that motivates
Regarding the satisfaction with the present incentive
system
Regarding the company is eagerness in recognizing and
acknowledging employee’s work
Regarding good relations with co- workers
Regarding the safety measures
Regarding the support from co-worker to get motivation
Regarding the Factors which motivate you the most
Regarding incentives and other benefits will influence your
54
55
56
57
58
59
60
61
62
63
performance
LIST OF FIGURES
SI:NO PARTICULARS PG:NO
2.1
2.2
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
Figure showing Maslow’s hierarchy of motivation
Figure showing the various incentives for an employee
Figure showing the performance of SSI
Figure showing the departments present in the company
Figure showing the production department
Figure showing the administration department.
Figure showing the career growth
Figure showing the greenery outside the factory
Figure showing the Lightning present inside the factory
Figure showing a worker working with gloves near moulding
unit
Figure showing the ventilation in the factory
Figure showing machines placed at least with a distance of
80mm
Figure showing special equipment used by specialists
Figure showing worker operating a machine with special care
16
20
40
42
44
45
47
48
49
49
50
50
51
51
CHAPTER 1CHAPTER 1
IntroductionIntroduction
Introduction:
“Making the employee work with more energy and dedication in order to achieve a
preset goal of an organization”.
This project work presents a thesis of the methods that are used to motivate the
employees of an organization. In the project I have taken the liberty of explaining the
various methods of motivation used in small scale industries. Motivation methods used in
the MNC’s cannot be used in these industries as the people working here are low skilled
labors, for whom the theories like ‘performance appraisal’, ‘incentives’ can’t be applied
like bigger organizations do to motivate their employees . But it is also necessary to
motivate these employees because the production is largely depended upon the
performance of these people.
Management’s basic job is the effective utilization of human resources for achievements
of organizational objectives. The personnel management is concerned with organizing
human resources in such a way to get maximum output to the enterprise and to develop
the talent of people at work to the fullest satisfaction. Motivation implies that one person,
in organization context a manager, includes another, say an employee, to engage in action
by ensuring that a channel to satisfy those needs and aspirations becomes available to the
person. In addition to this, the strong needs in a direction that is satisfying to the latent
needs in employees and harness them in a manner that would be functional for the
organization.
Employee motivation is one of the major issues faced by every organization. It is
the major task of every manager to motivate his subordinates or to create the ‘will
to work’ among the subordinates. It should also be remembered that a worker may
be immensely capable of doing some work; nothing can be achieved if he is not
willing to work. A manager has to make appropriate use of motivation to enthuse
the employees to follow them.
The problem here lies in motivating the employees in small scale industries.
Motivation is a key issue on which the success and growth of the organization is
heavily depended. For any industry small or large the workers or the employees
play a very major role. People are an essential asset to an organizations growth.
The employees working for an organization must be very loyal to it and should
work with dedication and honesty in order to achieve the organizations goals. But
the employees need to be motivated in order to achieve the above mentioned, the
task of motivating the employees lies with the employer or the organization. In
large companies or MNC’s we find many motivation techniques which drive their
employees to work for the company with more dedication. In India small scale
industries play a very prominent role in building the economy. So the tasks here
lies in identifying the different techniques used at these industries. Along with
motivation the safety of employees must also be taken care by the organization
because, the employees can work freely only when they feel secure. For that
reason safety becomes a key issue as there are certain norms in providing the
safety of the employees.
The key factor in any company is their employees. If and only if the employees
work efficiently only then the company can achieve its objectives and goals. If the
employees feel dissatisfied due to any reason or feel that they are not treated properly
by the organization they may not be able to work for the company which may result
in labor strikes or lock out of the company which incurs heavy losses. In order to
understand the scope and the seriousness of the problem let us take a scenario of a
company which has 50 workers employed in it. Let us suppose that it has a dead line
to meet in achieving its objective or a certain target, out of the 50 say 10 workers are
not working properly as it is a small industry the work cannot be levied on other
people as they are already fully engaged and they may get stressed due to heavy work
and new workers cannot be employed for a short time because there is no time to train
them as there is a dead line to meet. So the exact problem lies with the 10 employees
who are not properly working instead of trying the above alternatives if these are
correctly motivated then they work with dedication and the dead line may be easily
reached. So motivation of its workers is very important for a company to prosper.
Like wise safety matters most when it comes to small scale industry where people
are put to work in risky conditions. It can be added in the above scenario that if the
environment the workers are working is not safe then they may not be able to work
freely as there is loss of security to human life even then the production of the
company is affected. If there is no safety for a worker to work then he may not be
willing to take risk by working in unsafe conditions which again effects the
production.
We need to observe the presently used methods to motivate the workers in
the industries. A careful survey has to be made with the workers whether they are
feeling motivated or expecting more from the management. Based on the results new
methods can be brought forward and if feasible can be implemented. After the new
methods have been implemented again the effects must be observed and corrections
must be made if necessary.
The design can be carved out basing on the original methods being used in
the industry and matching them to methods used in other organizations by making
changes so that they suit the industry’s environment. Once the designing phase is
done and approved by the company we can move to the next phase and implement the
new techniques the effects should be carefully observed and the results that is
whether there is improvement in the attitude of employees towards the company has
improved and the level of motivation has increased or not should be considered. If the
method is proven to be successful it can be continued.
The data needed for the study has been collected from the employees through
questionnaires and direct interviews. Analysis and interpretation has been done by using
the statistical tools and data’s are presented through tables and charts.
Significance:
The study is intended to evaluate motivation of employees in the organization. A good
motivational program procedure is essential to achieve goal of the organization. If
efficient motivational programmes of employees are made not only in this particular
organization but also any other organization; the organizations can achieve the efficiency
also to develop a good organizational culture.
Motivation has variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way. This helps in retaining and
nurturing the true believers “who can deliver value to the organization. Proliferating
and nurturing the number of “true believers” is the challenge for future and present HR
managers.
This means innovation and creativity. It also means a change in the gear for HR polices
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational
programmes and also discusses management ideas that can be utilized to innovate
employee motivation. It helps to provide insights to support future research regarding
strategic guidance for organizations that are both providing and using reward/recognition
programs.
1.1 OBJECTIVES OF THE STUDY:
Primary objective:
The primary objective is to observe the various methods used to motivate the
employees in the industry and analyze the effectiveness of these methods with the
help of survey.
To analyze the safety measures taken at the workplace regarding the safety of the
workers.
Secondary Objective:
To study the effect of monetary and non-monetary benefits provided by the
organization on the employee’s performance.
To study the effect of job promotions on employees.
To learn the employee’s satisfaction on the interpersonal relationship exists in the
organization.
To provide the practical suggestion for the improvement of organization’s
performance.
To learn the effect of safety on motivation.
1.2 RESEARCH METHODOLOGY:
Research is a systematic method of finding solutions to problems. It is essentially an
investigation, a recording and an analysis of evidence for the purpose of gaining
knowledge. According to Clifford woody, “research comprises of defining and redefining
problem, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, reaching conclusions, testing conclusions to determine whether they fit
the formulated hypothesis”
(i) Sampling Design:
A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.
(ii) Universe:
The universe chooses for the research study is the workers of Jaya Enterprises located at
Kushaiguda Hyderabad.
(iii) Sample Size:
Number of the sampling units selected from the population is called the size of the
sample. Sample of 50 respondents were obtained from the population.
(iv) Sampling Procedure:
The procedure adopted in the present study is probability sampling, which is also known
as chance sampling. Under this sampling design, every item of the frame has an equal
chance of inclusion in the sample.
(v) Methods of Data Collection:
The data’s were collected through Primary and secondary sources.
(vi) Primary Sources:
Primary data are in the form of “raw material” to which statistical methods are applied
for the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through
questionnaire.
For safety measures the foundry and assembling area is inspected according to OSHA.
(vii) Secondary Sources:
The secondary data mainly consists of data and information collected from records
discussion with the management of the organization. Secondary data was also collected
from journals, magazines and books and mostly from the internet.
(viii) Nature of Research:
Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot
describe what caused a situation. Thus, descriptive research cannot be used to create a
causal relationship, where one variable affects another. In other words, descriptive
research can be said to have a low requirement for internal validity.
(ix) Questionnaire:
A well defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of
the system. A defeated questionnaire was carefully prepared and specially numbered. The
questions were arranged in proper order, in accordance with the relevance.
(x) Nature of Questions Asked:
The questionnaire consists of open ended, dichotomous, rating and ranking questions in
an understandable manner so that; the workers can easily relate to and provide reliable
answers.
(xi) Sample:
A finite subset of population, selected from it with the objective of investigating its
properties called a sample. A sample is a representative part of the population. A sample
of 50 respondents in total has been randomly selected. The response to various elements
under each questions were totaled for the purpose of various statistical testing.
(xii) Variables of the Study:
The direct variable of the study is the employee motivation and safety.
Indirect variables are the incentives, interpersonal relations, career development
opportunities.
(xiii) Presentation of Data:
The data are presented through charts and tables.
(xv) Tools and Techniques for Analysis:
Correlation is used to test the hypothesis and draw inferences.
CHAPTER 2CHAPTER 2
Literature ReviewLiterature Review
2.1 MOTIVATION:
Workers in any organization need something to keep them working. Most times the
salary of the employee is enough to keep he or she working for an organization.
However, sometimes just working for salary is not enough for employees to stay at an
organization. An employee must be motivated to work for a company or organization. If
no motivation is present in an employee, then that employee’s quality of work or all work
in general will deteriorate.
Keeping an employee working at full potential is the ultimate goal of employee
motivation. Just as there are unlimited amounts of motivators, there are unlimited
amounts of methods to help keep employees motivated. Some traditional ways or
motivating workers are placing them in completion with each other. Friendly competition
is a great way to generate motivation among employees. This gives a chance for
employees to flex their working skills in a competition against their peers. This not only
will motivate employees with a result of greater production. But the competition with
recorded results will give the employer and idea of who is being most productive.
Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. 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.
(I) The Concept of Motivation:
The 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.
(II) 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.
(III) Significance of Motivation:
Motivation 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 labor’s 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.
(IV) Motivation Process:
1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
(V) 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
Mcclelland’s Achievement Need Theory, Behavior Modification theory; Abraham H
Mallows need hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory,
Vrooms Expectation Theory, Two factor Theory.
i. McClelland’s Achievement Need Theory:
According to McClelland’s 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.
ii. 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.
iii. 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.
iv. 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 Maslow’s
theory to interpret specific problems in personnel administration and industrial relations.
The crux of Maslow’s 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.
2.1 Figure showing Maslow’s hierarchy of motivation
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.
v. J.S Adams Equity Theory:
Employee 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.
vi. Two Factor Theory:
Douglas 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.
vii. 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)
Incentives:
An 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 Incentives:
Man is a wanting animal. He continues to want something or other. He is never fully
satisfied. If one need is satisfied, the other need 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.
- Opportunities for growth
2.2 Figure showing the various incentives for an employee
Motivation is the key to performance improvement:
There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or
otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory
tower' they must be motivated or driven to it, either by themselves or through external
stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,
for motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.
Performance is considered to be a function of ability and motivation, thus:
Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There are
many options and an uninitiated manager 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 individual’s 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.
The lower four layers of the pyramid are what Maslow called "deficiency needs" or "D-
needs": physiological, safety and security, love and belonging, and esteem. With the
exception of the lowest (physiological) needs, if these "deficiency needs" are not met, the
body gives no physical indication but the individual feels anxious and tense.
Physiological needs:
For the most part, physiological needs are obvious - they are the literal requirements for
human survival. If these requirements are not met the human body simply cannot
continue to function.
Physiological needs include:
Breathing
Homeostasis
Water
Sleep
Food
Clothing
Shelter
Safety needs:
With their physical needs relatively satisfied, the individual's safety needs take over and
dominate their behavior. These needs have to do with people's yearning for a predictable,
orderly world in which injustice and inconsistency are under control, the familiar
frequent and the unfamiliar rare. In the world of work, these safety needs manifest
themselves in such things as a preference for job security, grievance procedures for
protecting the individual from unilateral authority, savings accounts, insurance policies,
and the like.
For the most part, physiological and safety needs are reasonably well satisfied in the
"First World." The obvious exceptions, of course, are people outside the mainstream —
the poor and the disadvantaged. If frustration has not led to apathy and weakness, such
people still struggle to satisfy the basic physiological and safety needs. They are
primarily concerned with survival: obtaining adequate food, clothing, shelter, and seeking
justice from the dominant societal groups.
Safety and Security needs include:
Personal security
Financial security
Health and well-being
Safety net against accidents/illness and the adverse impacts
Social needs:
After physiological and safety needs are fulfilled, the third layer of human needs is social.
This psychological aspect of Maslow's hierarchy involves emotionally-based
relationships in general, such as:
Friendship
Intimacy
Having a supportive and communicative family
Humans need to feel a sense of belonging and acceptance, whether it comes from a large
social group, such as clubs, office culture, religious groups, professional organizations,
sports teams, gangs ("Safety in numbers"), or small social connections (family members,
intimate partners, mentors, close colleagues, confidants). They need to love and be loved
(sexually and non-sexually) by others. In the absence of these elements, many people
become susceptible to loneliness, social anxiety, and clinical depression. This need for
belonging can often overcome the physiological and security needs, depending on the
strength of the peer pressure; an anorexic, for example, may ignore the need to eat and
the security of health for a feeling of control and belonging.
Esteem:
All humans have a need to be respected, to have self-esteem, self-respect. Also known as
the belonging need, esteem presents the normal human desire to be accepted and valued
by others. People need to engage themselves to gain recognition and have an activity or
activities that give the person a sense of contribution, to feel accepted and self-valued, be
it in a profession or hobby. Imbalances at this level can result in low self-esteem or an
inferiority complex. People with low self-esteem need respect from others. They may
seek fame or glory, which again depends on others. It may be noted, however, that many
people with low self-esteem will not be able to improve their view of themselves simply
by receiving fame, respect, and glory externally, but must first accept themselves
internally. Psychological imbalances such as depression can also prevent one from
obtaining self-esteem on both levels.
Aesthetic needs:
The motivation to realize one's own maximum potential and possibilities is considered to
be the master motive or the only real motive, all other motives being its various forms. In
Maslow's hierarchy of needs, the need for self-actualization is the final need that
manifests when lower level needs have been satisfied.
Self-transcendence:
Near the end of his life Maslow revealed that there was a level on the hierarchy that was
above self-actualization: self-transcendence"[Transcenders] may be said to be much more
often aware of the realm of Being (B-realm and B-cognition), to be living at the level of
Being… to have unitive consciousness and “plateau experience” (serene and
contemplative B-cognitions rather than climactic ones) … and to have or to have had
peak experience (mystic, sacral, ecstatic) with illuminations or insights. Analysis of
reality or cognitions which changed their view of the world and of themselves, perhaps
occasionally, perhaps as a usual thing." Maslow later did a study on 12 people he
believed possessed the qualities of Self-transcendence. Many of the qualities were guilt
for the misfortune of someone close, creativity, humility, intelligence, and divergent
thinking. They were mainly loners, had deep relationships, and were very normal on the
outside. Maslow estimated that only 2% of the population will ever achieve this level of
the hierarchy in their lifetime, and that it was absolutely impossible for a child to possess
these traits.
Victor Vroom’s Expectancy Theory :
Victor Vroom is a business school professor at the Yale School of Management, who
was born on 9 August 1932 in Montreal, Canada. He holds a PhD from University of
Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to
explain why individuals choose to follow certain courses of action in organizations,
particularly in decision-making and leadership. His most well-known books are Work
and Motivation, Leadership and Decision Making and The New Leadership. Vroom has
also been a consultant to a number of corporations such as GE and American Express.
Expectancy Theory:
Vroom's theory assumes that behavior results from conscious choices among alternatives
whose purpose it is to maximize pleasure and minimize pain. The key elements to this
theory are referred to as Expectancy (E), Instrumentality (I), and Valence (V). Critical to
the understanding of the theory is the understanding that each of these factors represents a
belief.
The Expectancy Theory of Victor Vroom deals with motivation and management.
Vroom's theory assumes that behavior results from conscious choices among alternatives
whose purpose it is to maximize pleasure and minimize pain. Together with Edward
Lawler and Lyman Porter, Vroom suggested that the relationship between people's
behavior at work and their goals was not as simple as was first imagined by other
scientists. Vroom realized that an employee's performance is based on individuals factors
such as personality, skills, knowledge, experience and abilities.
The expectancy theory says that individuals have different sets of goals and can be
motivated if they believe that:
There is a positive correlation between efforts and performance,
Favorable performance will result in a desirable reward,
The reward will satisfy an important need,
The desire to satisfy the need is strong enough to make the effort
worthwhile.
Vroom's Expectancy Theory is based upon the following three beliefs:
1. Valence (Valence refers to the emotional orientations people hold with respect to
outcomes [rewards]. The depth of the want of an employee for extrinsic [money,
promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management
must discover what employees value.
2. Expectancy (Employees have different expectations and levels of confidence
about what they are capable of doing). Management must discover what
resources, training, or supervision employees need.
3. Instrumentality (The perception of employees whether they will actually get what
they desire even if it has been promised by a manager). Management must ensure
that promises of rewards are fulfilled and that employees are aware of that.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and
Valence interact psychologically to create a motivational force such that the employee
acts in ways that bring pleasure and avoid pain. This force can be 'calculated' via the
following formula: Motivation = Valance × Expectancy (Instrumentality). This formula
can be used to indicate and predict such things as job satisfaction, one's occupational
choice, the likelihood of staying in a job, and the effort one might expend at work.
Vroom's theory suggests that the individual will consider the outcomes associated with
various levels of performance (from an entire spectrum of performance possibilities), and
elect to pursue the level that generates the greatest reward for him or her.
Expectancy:
Expectancy refers to the strength of a person's belief about whether or not a particular
job performance is attainable. Assuming all other things are equal, an employee will be
motivated to try a task, if he or she believes that it can be done. This expectancy of
performance may be thought of in terms of probabilities ranging from zero (a case of "I
can't do it!") to 1.0 ("I have no doubt whatsoever that I can do this job!")
A number of factors can contribute to an employee's expectancy perceptions:
the level of confidence in the skills required for the task
the amount of support that may be expected from superiors and
subordinates
the quality of the materials and equipment
the availability of pertinent information
Previous success at the task has also been shown to strengthen expectancy beliefs.
Instrumentality:
"What's the probability that, if I do a good job, that there will be some kind of outcome in
it for me?"
If an employee believes that a high level of performance will be instrumental for the
acquisition of outcomes which may be gratifying, then the employee will place a high
value on performing well. Vroom defines Instrumentality as a probability belief linking
one outcome (a high level of performance, for example) to another outcome (a reward).
Instrumentality may range from a probability of 1.0 (meaning that the attainment of the
second outcome — the reward — is certain if the first outcome — excellent job
performance — is attained) through zero (meaning there is no likely relationship between
the first outcome and the second). An example of zero instrumentality would be exam
grades that were distributed randomly (as opposed to be awarded on the basis of excellent
exam performance). Commission pay schemes are designed to make employees perceive
that performance is positively instrumental for the acquisition of money.
For management to ensure high levels of performance, it must tie desired outcomes
(positive valence) to high performance, and ensure that the connection is communicated
to employees. The VIE theory holds that people have preferences among various
outcomes. These preferences tend to reflect a person's underlying need state.
Valence:
"Is the outcome I get of any value to me?"
The term Valence refers to the emotional orientations people hold with respect to
outcomes (rewards). An outcome is positively valent if an employee would prefer having
it to not having it. An outcome that the employee would rather avoid ( fatigue, stress,
noise, layoffs) is negatively valent. Outcomes towards which the employee appears
indifferent are said to have zero valence. Valences refer to the level of satisfaction people
expect to get from the outcome (as opposed to the actual satisfaction they get once they
have attained the reward).
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and
Valence interact psychologically to create a motivational force such that the employee
acts in ways that bring pleasure and avoid pain.
People elect to pursue levels of job performance that they believe will maximize their
overall best interests (their subjective expected utility).
There will be no motivational forces acting on an employee if any of these three
conditions hold:
the person does not believe that he/she can successfully perform the
required task
the person believes that successful task performance will not be associated
with positively valent outcomes
the person believes that outcomes associated with successful task
completion will be negatively valent
2.2 WORKPLACE SAFETY
Safety of employees is altogether another topic which is as important as motivation.
There are few points also quoted in this project which help in identifying the need of
safety, measures and precautions that are to be taken to ensure a safe environment and
workplace. By following these employees will be assured that the company is taking all
that is required to take care of them, which helps the employee to work freely and shows
more commitment which is nothing but motivating the employee.
Why Safety Is Important?
Ensuring the employees a safe working environment drives the employees to work more
freely as the risk is very low. Employees feel satisfied that ample care is taken by the
management towards their safety. This thought helps in motivating the workers.
Top management role in safety:
Safety experts would agree that employers should not miss the forest for the trees. Telling
the supervisors to “watch for spills” and employees to “work safely” is futile if everyone
thinks management’s not serious about safety. The point is that workplace safety always
starts with and depends on top management’s genuine commitment to safety.
In brief, evidencing top management’s commitment requires several things. Top
management should be personally involved in safety activities: give safety matters high
priority in meetings and production scheduling: give the company safety officer high rank
and status: and include safety in new worker’s training. Ideally,” safety is an integral part
of the system, woven into each management competency and a part of everyone’s day-to-
day responsibilities. In addition top management should:
Institutionalize management’s commitment with a safety policy, and publicize it.
Analyze the number of accidents and safety incidents and then set specific
achievable safety goals.
The following is the checklist that is used by the supervisors and managers incharge
in an industry to check the workplace safety. This checklist is issued by the U.S.
Department of Commerce to ensure safe working conditions to the employees and
workers working in an industry.
Worker safety:
The main purpose of effective safety programs in an organization is to prevent
work-related injuries and accidents. A well managed factory will see to it that there
are no physical hazards such as,
Slipping, tripping, or falling on the floor hazards
Obstruction and collision hazards
Equipment hazards
Hazards from falling objects
Fire hazards
Accidents in the factory: Causes and prevention:
There are two basic causes of workplace accidents, apart from chance occurrences, which
are beyond management’s control: unsafe conditions and unsafe acts. Unsafe conditions
include facts as: improperly guarded equipment, defective equipment, dangerous
procedures in or around machines or equipment, congestion and overloading, improper
illumination and ventilation. In addition to these, other work related factors may lead to
accidents.
What causes accidents?
Improperly guarded equipments
Defective equipment, machines
Unsafe storage: congestion, overloading
Improper illumination: glare, insufficient light
Improper ventilation
Falls on stairs, ladders, walkways
Congested workplace
Unsafe acts such as throwing materials
Unsafe procedures in loading, placing or mixing or by lifting improperly
People with impaired vision : under the influence of drugs or alcohol
Apart from mechanical failures, unsafe physical conditions, employee ignorance and
negligence there could be several other reasons leading to industrial accidents in
India.
Role of supervisors:
Supervisors have a great role to play in reducing unsafe conditions and unsafe acts.
He can reduce unsafe acts by screening out accident prone persons before they rare
selected. Safety training, propaganda through posters, framing safety rules, regular
inspections may also help supervisors in making employee more safety-conscious.
Where employees carry out repetitive operations, they are likely to pay less attention
to their tasks or they develop bad work habits that can cause accidents and injuries.
One way to deal with workers boredom and monotony is to redesign the job. Studies
could also be undertaken to look into fatigue factors, lightning tools, equipment
layout, etc. so as to improve work environment and climate of employees.
Effective safety management:
The role of human begins in safety related problems should also be looked into.
Safety efforts will not be successful if we try to engineer machines without paying
attention to behavioral reaction of employees. A comprehensive approach to safety
includes the following steps:
Safety policy: Every factory must formulate and implement a safety policy.
The objective of such a policy should be to eliminate or reduce accidents and
injuries in the workplace.
Top management support: the safety policy must be supported by top
management firmly. Safety commitment should begin with the top
management. The commitment manifests itself in top management’s being
personally involved in safety activities in a routine way; giving safety matters
top priority in company meetings.
Safety committee: Safety rules must be enforced strictly. Violations should
not be tolerated. Frequent reinforcement of the need for safe behavior and
feedback on positive safety practices have been found to be extremely
effective in improving workers safety.
Safety discipline motivation: To promote safety consciousness among
employees. Safety committees could be constituted, under the chairmanship
of a safety officer.
Safety engineering: To minimize workplace accidents, proper engineering
procedures could be followed.
Safety training and communication: Safety training can also reduce
accidents. It is especially useful in case of new recruits. Posters,
newsletters, displays, slogans and signs could also be used to promote
safety consciousness throughout the organization.
Evaluation of safety effort: Organizations should monitor and evaluate
safety efforts by conducting safety audits at intervals.
Government support: To extend support to safety related activities the
Government of India established the National Safety Council in 1966. The
principal job of this council is to promote safety consciousness at the plant
level and conduct safety programmes.
Legal provisions regarding Safety:
The Factories Act, 1948, puts emphasis on the following safety provisions:
All machinery should be properly fenced to protect workers when
machinery is in motion, [Section 21 to 27].
Hoists and lifts should be in good condition and tested periodically,
[Section 28 and 29].
Pressure plants should be checked as per rules, [Section 31].
Floor, stairs and means of access should be of sound construction and free
form obstructions, [Section 32].
Safety appliances for eyes, dangerous dusts, gas, and fumes should be
provided, [Sections 35 and 36].
Worker is also under obligation to use the safety appliances. He should
not misuse any appliance, convenience or other things provided, [Section
111].
In case of hazardous substances, additional safety measures have been
prescribed, [Sections 41A to 41H].
Adequate fire fighting equipment should be available, [Section 38].
Safety Officer should be appointed if number of workers in factory is
1,000 or more, [Section 40B].
CHAPTER 3CHAPTER 3
Company ProfileCompany Profile
3.1 Small scale industries:
A rewarding feature of economic development in India has been the impressive growth of
modern small scale industries. The small scale industries (SSI) have by now established
their competence to manufacture a wide variety of sophisticated goods in different
product –lines requiring a high degree of ski and precision. They have made a notable
contribution in realizing the principal objectives of expanded employment opportunities,
adoption of modern techniques and dispersal of industries in small town and rural areas.
Small Scale Industries may sound small but actually plays a very important part in the
overall growth of an economy. Small Scale Industries can be characterized by the unique
feature of labor intensiveness. The total number of people employed in this industry has
been calculated to be near about one crore and ninety lakhs in India, the main proponents
of Small scale industries.
The importance of this industry increases manifold due to the immense employment
generating potential. The countries which are characterized by acute unemployment
problem especially put emphasis on the model of Small Scale Industries. It has been
observed that India along with the countries in the Indian continent have gone long
strides in this field.
Advantages associated with Small Scale Industries:
This industry is especially specialized in the production of consumer
commodities.
Small scale industries can be characterized with the special feature of adopting the
labor intensive approach for commodity production. As these industries lack
capital, so they utilize the labor power for the production of goods. The main
advantage of such a process lies in the absorption of the surplus amount of labor
in the economy that was not being absorbed by the large and capital intensive
industries. This, in turn, helps the system in scaling down the extent of
unemployment as well as poverty.
It has been empirically proved all over the world that Small Scale Industries are
adept in distributing national income in more efficient and equitable manner
among the various participants in the process of good production than their
medium or larger counterparts.
Small Scale Industries help the economy in promoting balanced development of
industries across all the regions of the economy.
This industry helps the various sections of the society to hone their skills required
for entrepreneurship.
Small Scale Industries act as an essential medium for the efficient utilization of
the skills as well as resources available locally.
Small Scale Industries enjoy a lot of help and encouragement from the government
through protecting these industries from the direct competition of the large scale ones,
provision of subsidies in the form of capital, lenient tax structure for this industry and
many more.
The small scale sector has played a very important role in the socio-economic
development of the country during the past 50 years. It has significantly contributed to
the overall growth in terms of the Gross Domestic
Product (GDP), employment generation and exports: The performance of the small
scale sector, therefore, has a direct impact on the growth of the overall economy. The
performance of the small scale sector in terms of parameters like number of units (both
registered and unregistered), production, employment and exports is given in. During the
one year period i.e., 2000-01 over 1999-2000, the number of SSI units is estimated to
have increased by 1,58,000, production at current prices by Rs. 72,609 crore and at
constant prices by Rs. 33,714 crore.
Employment increased by 7,14,000 persons, while exports were higher by Rs. 5,778
crores. According to projections made by the Ministry of Small Scale Industries during
2000-01, the SSI sector recorded growth in production of 8.09 per cent over the previous
year. The small scale industries sector has recorded higher growth rate than the industrial
sector as a whole (4.9 per cent during 2000-01). It contributed about 40 per cent towards
the industrial production as a whole and 35 per cent of direct exports from the country.
The Government has been taking various measures from time to time in order to enhance
the productivity, efficiency and competitiveness of the SSI sector. In pursuance of the
comprehensive policy package announced last year, the major developments that have
taken place in the SSI sector during 2001-02.
3.1 Figure showing the performance of SSI
3.2 Company profile:
The unit is established under self employment by qualified, experienced engineers as a
registered Small Scale Industry during the year 1981 at PLOT NO: C18&19,
KUSHAIGUDA, HYDERABAD-500062.
Since inception the unit started working mainly on foundry which is a core industry and
is concentrating on import substitute by availing the in house machining facility. The unit
is very well equipped with latest machinery and equipment to handle the needs of the
customers. Our skilled work force is well trained to handle the plant and equipments and
maintain zero level rejections.
They are an ISO 9001-2000 certified company with the latest test and measuring
equipment for quality surveillance. They are capable to take up any product from
conceptual stage to Design, Engineering documentation and production of final
assemblies to the exact needs of our customer.
Since inception Jaya Enterprises has grown steadily and is serving the nation by
supplying quality components to public sectors like Electronics Corporation of India Ltd,
Bharat Electronics Ltd, Nuclear Fuel Complex, C-Dot etc and lot of other industries in
India. The unit specializes in the manufacture of complex parts requiring the most precise
manufacturing techniques and handling. The company is recognized around the world
and across many Industries as a unique supplier of Quality cost effective machined
components and assemblies. The recognition is the culmination of their continued
commitment to engineering expertise production and skill and guaranteed Customer
satisfaction.
They have also won Export Orders from U.S.A & France against stiff competition and
gained their confidence. As result today they have repeated Export Orders on hand.
They are presently manufacturing Pneumatic presses and the tooling required to our
customers at France , which are being used in the fabrication activity such as Windows,
rolling shutters, doors etc. we are also manufacturing the Carona Rings and Hallow tubes
for Sensors required to our customers at U.S.A.
ORGANISATION CHART OF THE COMPANY:
3.2 Figure showing the departments present in the company
MANAGING DIRECTOR
PRODUCTION DEPARTMENT
ADMINISTRATIONDEPARTMENT
ORGANISATION CHART OF PRODUCTION DEPARTMENT
3.3 Figure showing the production department
PRODUCTION DEPARTMENT
Designing Machine shop
Fitting Quality Control
Quality Assurance
Production Engineer
ORGANISATION CHART OF ADMINISTRATION DEPARTMENT:
3.4 Figure showing the administration department.
ADMINISTRATION
MANAGER
ACCOUNTANT STORES STAFF
FINANCIAL INCENTIVES:
The company has employees working in it with an experience of 15 years. These
employees are there with the company from a very long period of time and are very loyal
to it. The salary ranges from 5000/- to 17000/-. The salary is depended on the experience
of an employee and the qualification. The compensation management is done at the time
of employee selection and recruitment.
The company provides incentives based upon the amount of work and also based on the
employees attendance. For example if an employee joins on the 1 st of august and the
company works for 300 days, apart from the leaves provided by the company if the
employee does not come to work for say 2 months then he is not liable to the incentive
provided by the company until he compensates for the two months of extra leave he has
taken. That is, he can only get the incentive on the 1st of October which is two months
late to the original date. If the employee is regular to work then he gets his incentive
exactly at the same date he joined in the company the previous year. These incentives are
continuous in the same above explained manner.
The payment of salaries to the employees is done exactly on 7th of every month provided
it is a working day. This has been practiced from the very starting days of the company
till now. The main way of motivating the employees is the salary, which is more than any
other company is providing around in the same line of work.
If an employee works for the whole month without taking any leaves then he gets an
extra 50Rs for his regularity. This practice helps in increasing the regularity discipline
in workers.
The other fringe benefits offered by the company are:
Gratuity
Providend Fund
Family Pension
Education fund for 2 children per family
House rent allowance
Conveyance allowance
Over time
Bonus for festivals
There is also another benefit known as EMPLOYEE STATE INSURANCE (ESI),
which is provided to the employees in case of any emergency concerning the health
of the employee. If the employee meets with an accident while coming to work, or
has fallen ill, or gets injured in course of work in the factory then he is sent for
medical care by the company, all the medical expenses are covered by the company.
TRAINING:
The selection of employees is done by the managing director himself based upon the
qualification and experience. Qualification is not mandatory if the applicant is well
experienced. Once an applicant is selected he is clearly explained various benefits
both financial and career benefits he acquires by working in the company by the
managing director himself. Once he clearly understands the benefits provided to him
the willingness to work in the applicant increases which is again a form of
motivating.
Training is provided by placing the new worker under the supervision of an
experienced employee. Any grievances are handled by the director in personnel.
Management is done in a MANAGEMENT BY WALKING AROUND (MBO)
manner.
Providing ample training for an employee helps in increasing his confidence and also
ease in working by the new comer. Once he gets the knack of doing the job he can
contribute to himself and also to the company by completing the given work within
time.
Once the training has been completed the employee joined will obtain promotions
and will move in the following manner. Growth of an employee will depend upon
both the experience and working skills.
3.5 Figure showing the career growth
SAFETY MEASURES IN THE COMPANY:
SUPERVISOR
SENIOR WORKER
JUNIOR WORKER
HELPER
There has not been a single accident in the company till now. The company is very
strict in implementing the safety measures. The following steps have been taken to
provide a very safe environment.
1. Factory sheds are built as per the rules and regulation of civil structures under the
factories act.
2. All the constructions and the layout has been verified and certified by the
inspector of factories.
3. All the machinery and equipment are installed by following the rules indicated by
instructions of the factories act.
4. The equipment is constantly checked for any wear and tear. And replaced if there
is any need. This helps in controlling accidents relating to equipment.
5. Fire fighting equipment is kept handy at the factory to deal with any fire accidents
that may occur at the workplace.
6. Safety equipment is provided to the employees working at the foundry, who are
involved in melting the metals.
7. Factory uniform is provided to the workers along with gloves if they are involved
in heating or melting works which include very high temperatures.
8. Trees and bushes are grown outside the factory in the compound to provide fresh
air and pleasing environment.
Apart from the above extra precautions are taken in moulding section. The
temperature at moulding department is around 750 degrees. Coke is heated to obtain
that temperature. Metals are moulded by using this high degree of heat. If a drop of
water is dropped here, it results in a huge blast. So extra care us taken that no water is
brought near this facility.
Every day 10 to 20 minutes is spent by Mr. Someshwar Rao (personal department) in
discussing about the safety precautions that has to be taken.
The following pictures show the measures taken to prevent accidents.
3.6 Figure showing the greenery outside the factory
3.7 Figure showing the Lightning present inside the factory
3.8 Figure showing a worker working with gloves near moulding unit
3.9 Figure showing the ventilation in the factory
3.10 Figure showing machines placed at least with a distance of 80mm
3.11 Figure showing special equipment used by specialists
3.12 Figure showing worker operating a machine with special care
As seen in the above pictures ample care is taken by the management in providing a safe
and healthy environment for the workers. We can observe workers in the uniform
provided by the company. Workers working in the moulding section using gloves for
protection from heat.
CHAPTER 4CHAPTER 4
Data Analysis & InterpretationData Analysis & Interpretation
ANALYSIS AND INTERPRETATION OF DATA:
4.1 Statistics obtained from questionnaires:
I. Regarding the payment provided by the company:
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly Dissatisfied 0 0
Total 50 100
(Table 4.1)
(Chart 4.1)
INTERPRETATION:
This shows that above 50% of employees feel that they are satisfied with the financial incentives that are being provided by the organization.
II. Regarding the interest of the management towards safety of employees.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
36
58
6
0 00
10
20
30
40
50
60
70
HighlySatisfied
Satisfied Netural Dissatisfied highlyDissatisfied
Series1
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.2)
Management is interested in motivating the employees
54
40
30 0
0
10
20
30
40
50
60
StronglyAgree
Agree Netural Disagree StronglyDisagree
Series1
(Chart 4.2)
INTERPRETATION:
The table shows that 54% of the respondents are strongly agreeing that the management
is interested in the safety of employees.
III. Regarding the type of incentive that motivates.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
(Table 4.3)
The type of incentives motivates you more
30%
18%
52%
Financial Incentives
Non Financial Incentives
Both
(Chart 4.3)
INTERPRETATION:
The table shows that 52% of the respondents are expressing that both financial and non
financial incentives will equally motivate them.
IV. Regarding the satisfaction with the present incentive system.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly Dissatisfied 0 0
Total 50 100
(Table 4.4)
Satisfaction with the present incentives provided by the organization
36%
58%
6%0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
HighlySatisfied
Satisfied Netural Dissatisfied highlyDissatisfied
(Chart 4.4)
INTERPRETATION:
The table shows that 58% of the respondents are satisfied with the present incentive
scheme of the organization.
V. Regarding the company is eagerness in recognizing and acknowledging employee’s work.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.5)
Eagerness of the company in acknowledging the work of employees
36%
58%
6%0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
StronglyAgree
Agree Netural Disagree StronglyDisagree
(Chart 4.5)
INTERPRETATION:
From the study, 58% of employees agreed that the company is eager in recognizing and
acknowledging their work.
VI. Regarding good relations with co- workers.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.6)
Good relations with co-workers
30%
54%
16%
0% 0%0%
10%
20%
30%
40%
50%
60%
Strongly Agree Agree Netural Disagree Strongly Disagree
(Chart 4.6)
INTERPRETATION:
The table shows 54% of the respondents agree that they have good relations with co-
worker.
VII. Regarding the safety measures.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 12 24
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.7)
Number of Respondents
15%
23%
12%0%0%
50%
1 Strongly Agree
2 Agree
3 Neutral
4 Disagree
5 Strongly Disagree
5 Total
(Chart 4.7)
INTERPRETATION:
The table shows 76% of the respondents agree that there is a good safety measure
existing in the company.
VIII. Regarding the support from co-worker to get motivation.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
(Table 4.8)
Support from the co-worker is helpful to get motivated
24%
58%
0%
12%6%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly Agree Agree Netural Disagree Strongly Disagree
(Chart 4.8)
INTERPRETATION:
The table shows 58% of the respondents agree that the support from the co-worker is
helpful to get motivated.
IX. Regarding the Factors which motivate you the most.
SL NOPARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100
(Table 4.9)
Number of Respondents
21%
15%
3%5%
6%
50%
1 Salary increase
2 Promotion
3 Leave
4 Motivational talk
5 Recognition
5 Total
(Chart 4.9)
INTERPRETATION:
The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.
X. Regarding incentives and other benefits will influence your performance.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
(Table 4.10)
64%
24%
12%
Influence
Does not influence
No opinion
(Chart 4.10)
INTERPRETATION:
The table shows 64% of the respondents responded that incentives and other benefits will
influence their performance.
CHAPTER 5CHAPTER 5
Summary & ConclusionSummary & Conclusion
5.1 SUMMARY:
This document aims at providing employees and management members with the
information that can be beneficial both personally and professionally. Every business
enterprise has multiple objectives including of adequate profit for payment of a
reasonable rate of return to the owners and for investment in business through satisfaction
of customers, maintenance of a contended workforce and creation of a public image. The
basic job of management of any business is the effective utilization of available human
resources, technological, financial and physical resources for the achievement of the
business objectives.
This project entitled as “Employee motivation vis-à-vis safety of employees” was done
to find out the factors which will motivate the employees and the safety measures that are
to be taken by an organization to ensure the safety of their workers. The study undertakes
various efforts to analyze all of them in great details. Factors like financial incentives
and non financial inventive, good relationship with co-workers, promotional
opportunities in the present job, and safety at the workplace very much effect the level
employee motivation. It is also clear from the study that the company is so eager in
motivating their employees and their present effort for it so far effective.
The human resources can play an important role in the realization of the objectives.
Employees work in the organization for the satisfaction of their needs. If the human
resources are not properly motivated, the management will not be able to accomplish the
desired results. Therefore, human resources should be managed with utmost care to
inspire, encourage and impel them to contribute their maximum for the achievement of
the business objectives.
The safety also helps in motivating the employees. When the employees feel that they are
safe in working in the factory they tend to work with more motivation and dedication.
5.2 CONCLUSION:
The conclusion can be given, that the workers in a small scale industry can be motivated
by the use of both financial and non financial incentives. The respect give to the
management is very high. It is the personal relationship that plays a very high role in
keeping the employees with the ingle organization for a long time. They are workers
working from the very start of the organization with over an experience of 25 years.
These employees refuse to leave the organization even though they are provided with
more salary as they share a special relationship with the organization and the
management.
We can also state that safety matters most in working in small scale units. Employees feel
highly motivated if they know that the management is taking all the safety precautions to
ensure their safety.
The study proved that there is a direct proportionality between safety and motivation as
stated by Maslow. So it is the responsibility of the personnel department or human
resource department and the management alike to take all necessary steps to prevent
accidents.
Lastly it can be said that it takes a very dynamic and efficient management to run an
industry by effectively motivating and managing employees and at the same time offering
an uncompromising quality to its customers. In that manner we can say that Jaya
Enterprises is doing an excellent work. The credit goes to its management and the
employees.
CHAPTER 6CHAPTER 6
Findings & SuggestionsFindings & Suggestions
6.1 FINDINGS:
Jaya Enterprises has a well defined organization structure.
There is a harmonious relationship that exists in the organization between
employees and management.
The employees are being motivated by the management.
The employees are satisfied with the present incentive plan of the company.
Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there is job security to their present job.
The company is providing good safety measures for ensuring the employees
safety.
From the study it is clear that most of employees agree to the fact that incentives
and support from the coworkers is helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The study proves that the safety equipment provided by the organization helps
them to work without any hindrance.
It also proves that a healthy environment is a must for the workers to get
motivated.
6.2 SUGGESTIONS:
The suggestions for the findings from the study are follows,
More opportunities for career development can be provided for the workers.
Posters can be put up regarding the safety and causes of accidents. So that
workers can be more cautious in their work.
Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
Technical training can be given at regular intervals by inviting professionals
regarding handling the equipment and safety.
Team work abilities must be enhanced in the workers, so that they can work more
effectively in teams.
A performance appraisal system can be developed so that workers can come to
know about their performance.
6.3 LIMITATIONS OF THE STUDY:
The limitations of the study are the following,
The data was collected through questionnaire. The responds from the respondents
may not be accurate.
The sample taken for the study was only 50 and the results drawn may not be
accurate.
Another difficulty was very limited time-span of the project.
Lack of experience of the researcher.
BIBLIOGRAPHYBIBLIOGRAPHY
Books:
1) Dr.Vasant Desai, 2008, Small-Scale Industries and Entrepreneurship (2nd
edition), Himalaya Publishing House, Mumbai.
2) V.S.P Rao, 2005, Human Resource Management (2nd Edition), Excel Books,
New Delhi.
3) Gary Dessler, 2008, Human Resource Management (11th Edition), Prentice
Hall of India Private Limited, New Delhi.
4) Kothari C.R “Research Methodology- Methods and Techniques” 2nd revised
edition (2007) New Age International Publishers- New Delhi.
Websites:
http://www.osha.gov/
https://www.coford.ie/iopen24/pub/Books-pdf/.../Mitchell-Banks. PDF
http://en.wikipedia.org/w/index.php?title=Special
%3ASearch&search=employee+motivation+theories.
top related