implimentation of motivation policies in tata
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A PROJECT REPORTON
“IMPLEMENTATION OF MOTIVATIONAL POLICIES IN TATA YAZAKI AUTOCOMP LTD.”
ATTATA YAZAKI AUTOCOMP LTD.
WAGHOLI, PUNE.
IN PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN CAREER STUDIES
HUMAN RESOURCES
SUBMITTED BYASHOKKUMAR SHARMA
INDIRA SCHOOL OF CAREER STUDIES,PUNE
[2006-2008]
1
ACKNOWLEDGEMENT
Presenting the project report on ‘Implementation of Motivational
Policies in TATA YAZAKI AUTOCOMP LTD.’ has not only called for an
immense effort but also the attention and invaluable help from my peers,
family, friends and colleagues who helped it materialize.
I would like to thus extend my sincere thanks and gratitude to all those
who have been directly or indirectly been involved for providing me with
moral support needed to complete this project.
I would like to acknowledge Prof. Chetan Wakalkar, Director – Indira
School of Career Studies, Pune and Prof. P. Divakaran, Executive
Director (Dean-Academics)- Indira School of Career Studies, Pune for
giving me the opportunity to undertake a fulltime project to supplement
my theory classes and Mrs. Harshali Murudkar - Internal Guide for
constantly guiding me.
The invaluable co-operation received from TATA YAZAKI AUTOCOMP
LIMITED during the period of my project report. Thanks are due to Mr.
Ravindra Chaudhari (GM-HR), Mr. Satish Tonapi (Manager-Admin)-
External Guide, Mr. Sourabh Kane (Dy. Manager-HR), whose trust
has encouraged me to develop my ideas and understanding and have
kindly provided feedback.
I wish to express my gratefulness to all the staff of “TATA YAZAKI
AUTOCOMP LIMITED.” for their needful help in various stages of my
project.
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Finally, I like to thank my Family Members who have always been my
continuous source of inspiration and they have constantly supported and
motivated me to complete my project.
TABLE OF CONTENTS
SR. NO. TITLE PAGE NO.
1 Executive Summary 4-7
2 Company Profile 8-19
3 Introduction of topic 20-36
4Research Design and
Methodology
Objective and Scope of Project
Hypothesis of Project
Project Design
Source of Data
Sampling
Data Collection
5Graphical representation and
Tabulation
Data Interpretation
Analysis
6 Recommendation
7 Limitation
8 Bibliography/References
9 Annexure
3
Executive Summary
4
5
6
7
COMPANY PROFILE
8
TATA YAZAKI AUTOCOMP LTD.
WAGHOLI PLANT
9
Tata Autocomp Systems Ltd.
Tata Autocomp Systems Ltd. (TACO) was incorporated as a holding company in 1995, to realize the vision that India should modernise its auto component industry to meet the state-of art technology requirements of the global automakers who are coming to India. As a part of this goal, TACO aims to offer world-class quality, cost and delivery (QCD) terms to its customers, in a wide range of components: offer design and engineering capabilities for components as well as systems integration and undertake to manage complete supply chain, on behalf of its customers.
TACO’s focus is on building skills. In years to come, TACO expects to build the largest engineering reservoir in India, in their design and engineering offices world-wide, and learning on their current product engineering programs, our engineers are in the process of building world-class capabilities in designing, engineering, testing, benchmarking, and tool-making, which would help us to offer complete engineering solutions to our customers in India and abroad.
With its wide range ranging skills base, TACO expects to emerge as a one-stop shop, which can undertake to meet every requirement of the automakers from engineering to manufacturing to outsourcing and assembly. Through partnership and strategic alliance, with Indian and overseas auto-component companies, TACO aspires to serve its customers to meet their requirements of components, systems, assemblies, even complete vehicles.
Every product and service, TACO will build, will be global standards. TACO expects to sell its components and engineering services and supply chain management capabilities to Indian as well as global automakers, to meet their requirements. TACO is building partnerships with world leaders on a 50:50 equity-sharing basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development requirements of the existing and potential automakers for their global operations.
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The Yazaki Group
Yazaki Corporation manufacturers and markets a wide range of products including wire harness, instruments and components for automotive use, electrical power and transmission cable, fibre optic cable, solar energy systems, gas meters and air-conditioning systems.
Yazaki gave the Japanese automotive industry its first wire harness in 1929, and is today one of the world’s largest producers, supplying harness to all leading Japanese and International automakers.
The continuous advances in electronics during the past decade have brought with them new standards of automotive performances, safety and comfort. In response, the Yazaki Group has developed a long list of innovations, which reduce wire harness weight and girth, such as; thinner lighter wire featuring improved reliability and performance, compact multifunctional junction blocks, connectors, switches integrated moulds, hybrid integrated circuits, and electronic and multiplex system.
A corporation founded over half a century ago, the Yazaki Group is a multi-cultural organization with 130 manufacturing and sales operations in 30 countries on four continents, employing over 93000 people, with annual sales of over 7.6 billion US dollars.
Partnership is the keyTACO is building partnerships with world leaders on a 50:50
equity basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development capabilities in India to meet the future product requirements of the existing and potential automakers for their global operations.
Company Partner Product AreaTata Johnson Controls Ltd. Johnson Controls Inc.
USASeating Systems
Tata Toyo Radiator Ltd. Toyo Radiator, Japan Engine Cooling SystemsTata AutoPlastics Ltd. Sommer Allibert, France Plastics Interiors &
ExteriorsTata Ficosa Ltd. Ficosa, Spain Mirrors & Cables
Tata Yazaki Autocomp Yazaki, Japan Wiring Harness
11
Ltd.T C Springs Pvt. Ltd. Chuo Spring Company
Ltd.Coil & Parabolic Springs
TATA YAZAKI AUTOCOMP LTD.
HIGH QUALITY WIRINGHARNESS
Tata Yazaki Autocomp Limited (TYA) is a leading Manufacturer of Wiring Harnesses for the Automotive Industry. The Company has established capabilities in Product Design, Development and Manufacturing and is highly respected by its Global Clientele for its reliability and timely delivery at highly competitive costs.
Tata Yazaki Autocomp Ltd. Is a 50:50 Joint Venture between Tata Autocomp Systems Ltd. India and Yazaki Corporation Japan. It aims to build world-class technology and facilities in ‘Electrical Distribution System’ for the automotive industry. The plant complex is at Wagholi near Pune with state of art facilities. The land is of 46800 sq.m. and building of 20600 sqm. capacity to produce 5 lakh vehicle sets annually.
Tata Yazaki plans to set up an engineering and design excellence center, which will use the latest design tools to compete, the world class manufacturing facility.
The Tata Yazaki Edge
Cost-effective Manufacturing Capabilities Wiring harnesses for a variety of Segments of the Automobile
Industry Design and Manufacturing Technologies from the World's largest
producer of Wiring Harnesses, Yazaki Corporation, Japan.
ProductsTata Yazaki can manufacture Wiring Harnesses for various
Segments of the automobile industry, including passenger cars, commercial vehicles. It also supplies wiring harnesses for applications such as Air Bag Assemblies. The Product range also includes following:
Integrated modular wiring harnesses providing power to the vehicle.
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High-tension cables capable of carrying heavy currents from the battery to
other parts of the vehicle. These are exclusively used for petrol vehicles.
Connectors and Terminals that connect various sections and modules of the
vehicle. The product range includes Specially Designed double locking,
waterproof Connectors and Terminals.
Junctions and fuse boxes for car safety and protection.
Promoters and partners
Tata Autocomp Systems Ltd.
Established by the Tata Group, which has several decades of experience in the automotive industry, the TACO group of companies offers a range of products and services in the field of auto components to automotive vehicle manufacturers all over the world. TACO has three major businesses - Manufacturing, Engineering and Supply Chain Management. The Group comprises of the Holding Company, Tata Autocomp Systems Limited (TACO), its Joint Ventures with global auto component leaders and two Subsidiaries in the plastics and stampings product.
The TACO group, with its 13 Manufacturing plants, 3 Engineering Centers and 3 Export-Oriented Units, is rapidly expanding its business with vehicle Manufacturers and Tier-II suppliers to the Automotive Industry. Its current Original Equipment Manufacturers include
Daimler Chrysler, Fiat, Ford, General Motors, Honda, Hyundai, Mahindra and Mahindra, Piaggio, Tata Motors, Toyota and Volvo.
13
Yazaki, the World's largest producer of Wiring Harnesses, consists of 97 companies involved in either of two industries: Automotive Components and Energy or Environment. A vertically integrated provider of complete Electrical Distribution Solutions to the Automotive Industry, Yazaki has spread across 37 countries through business ties with major automakers worldwide.
It now has more than 300 operations the World over. Through its full range of Design, Development and Manufacturing facilities - Plating, Copper Smelting and Drawing, Rubber and Plastic Compound Manufacturing, Tooling and Die Making, Testing, Computer Aided Design, Automated Manufacturing & Engineering - Yazaki manufactures all the components of the Wiring Harness, Electrical Distribution System including Backward Integration:
Cables Housings Connectors and Terminals Fuses and Relay Blocks Protector Retainers Grommets Tapes and tubes
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Customers
Tata Yazaki has the necessary Supply-Chain and Logistics Capabilities to deliver to customer’s locations, “In Time around the world.” TYA provides Yazaki with a well-established base to service the requirements of Carmakers in Japan and Europe. The TYA is on the top-supplier lists of companies amongst many of the clienteles some of the Major Clientele includes:
Behr Escorts General Motors Honda India Nissan Piaggio Tata Motors Toyota
Customer testimonials
"Excellent Quality Systems…" Tim Casey, Behr "Preferred Sourcing Base…" R. Wasan, Honda Siel Cars "High Potential for Export…" Victor Rosas, electrical commodity Director, General Motors "High Efficiency and Good Quality…" Erich Woitsch, Behr
15
"Best among Wiring Harness Manufacturers…" P. M. Kamath, ADD division, Tata Motors
Board of DirectorsMr. D. S. Gupta
Chairman Tata Autocomp Systems Ltd
1. Mr. Shinji Yazaki 2. Mr. T. Ikeda
President Production Operations DGM
Yazaki Corporation Yazaki Corporation
3. Mr. Hirmatsu 4. Mr. Matsuda President VP Operations
Thai Arrow Products Co. Ltd. Tata Yazaki Autocomp Ltd.
5. Mr. Ramkumar 6. Mr. VishwanathanGM-Finance, Technology GM-MIS, Budget, CostingTata Autocomp Systems Ltd. Tata Autocomp Systems Ltd.
CEO:
Prashanth Nayak
Education: BE (Electronics and Communication) from KREC, Surathkal and MBA from IIM, Calcutta
Prashanth Nayak joined TACO in June 1996. He has been part of the initial management team of TACO. He has nine years of experience in planning, projects, joint venture negotiations and human resources. Before joining TACO, Mr. Nayak worked with Wipro Systems for one year.
Major Changes in last 3 years
Plant expanded separately for Tata Motors. Change in leadership Mr. Pradeep Tewari to
Mr. Prashanth Nayak Expansion of organisation (horizontally as
well as vertically) Set up of in house ‘Learning Center’
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Certified for Quality by TS 16949 Certified for Environment by ISO 14001
Future plans
New Plant at Banglore New Plant at Jamshedpur New Plant at Singur
Vision
To be a globally competitive company providing electrical & electronic distribution systems solutions to automotive customers and to achieve a turnover of 200 mln. USD by 2010, and build profitability through backward integration.
MissionCore Values
Simplicity: -Doing a job in a simple and straightforward way.
Frugality: -Being careful, thrifty and economical with money, time
and resources.Integrity: -Meeting all commitments being honest and morally
upright.Respect: - Consideration and regard for human beings, environment
and infrastructure.Harmony:-Looking towards reaching a broad agreement on
consensus on interests, opinions and action plans whilst ensuring that it is inline with organisations objectives.
Quality Policy
Be the First Choice of all Customers, Employees, Suppliers and Partners by Continual improvement of Quality Management Systems and Satisfying Customer’s Current and Future Needs.
Quality Objectives
Meeting Customer’s Needs on Time and in Full Improve Productivity continually
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Relentlessly focusing on the best in class Quality, Cost, Delivery
PERFORMANCE
Upgrading and Building individual and team skills continually. Create Clean and Safe Environment
Environmental Policy
We are committed to help creating a safe clean and green environment through…
Conservation of natural resources by optimal and judicial usage. Compliance with relevant Environmental Regulations. Continual improvement in Environmental Management System
starting with ISO 14001 certification
This policy will be made available for all the interested parties.
Address of the Company
Pune FactoryTata Yazaki Autocomp Ltd.Gat No. 93, Survey No. 166High Cliff Industrial Estate,
Wagholi-Rahu Road,Kesnand,
Pune-412207Ph. No. 27005000Fax No. 27050131
Banglore Branch OfficeTata Yazaki Autocomp Ltd.
Skip Commercial Complex25/9, Museum Road,
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Banglore-560025Ph. No. 080-22217348Fax No. 080-22240322
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CEOMr. Prashant Nayak
COOMr. Gajindar Bains
VP-OperationsMr. Matsuda S
Factory ManagerMr. Watanabe H
Manager Prodn. Plang. and Maintenance
Mr. Neeraj Sharma
Manager QAMr. Sanjay Kulkarni
Manager Prodn EnginMr. Kiran Talele
Special Manager PE and EOU
Mr. Machide T.
Manager DesignMr. Anand Biyani
Prodn Manager Bangalore
Mr. Soma Sekhar.
GM-MarketingMr. Prashant Gadkar
GM-HRMr. Ravindra
Choudhari
GM-FinanceMr. Ravi Sharma
Manager Quality system
Mr. Mudikeri
GM-SCMMr S. Kalse
GM- ITMr. R. Mittal
Sr. Manager-MarketingMr. Doi Hiroshi
Manager-IRMr. Ghatwai
Manager-HRVacant
Manager-AdminMr. Satish Tonapi
FinanceMr. Anant Bhide
Manager SCMMr. Sundarshan
Manager-SCMMr. Modi
Organization Chart
20
Organization Chart-HR
GM-HRMr. R. Choudhari
Dy-GM-HRVacant
Dy-GM-ERVacant
Dy-GM-AdminVacant
Dy-GM-Admin -BangaloreVacant
Manager-HRVacant
Dy-ManagerMr. Sourabh
Kane
Dy- Manager Training/OD
Vacant
Member-ODVacant
Member-Hr Vacant
Member-Training
Sunita Naik
Associate Member
Bharti/Swati
Associate Training
6/8
Manager-ER-VacantEOU
Manager-ER-VacantDTA-2
Manager ERMr. Ghatwai-
(now common)
NA NA NA
NA
Member-ER-Vacant
Member ER-Vacant
Alandi Plant
Member-ERVacant
Member-ERVacant
Associate-ERMr. Gawade
Associate-ERMr. Belhekar
Associate Member
Satish/Raj
Associate- AlandiVacant
Manager-AdminMr. Tonapi
Medical OfficerVacant
NA
Dy Manager-Admin
Mr. Shinde
NA
Medical StaffVacant
Member-SafetyMr. Jangale
Member AdminVacant
Associate-Admin3/4
Manager Admin/Hr
Vacant
NA
Member HR/Admin
Vacant
Associate-HR/Admin
Benny PA
21
INTRODUCTION
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What is Motivation?
Motivation is the process that account for individuals intensity, direction and persistence of efforts towards attaining a goal. While general motivation is concerned with efforts towards any goal.
Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive.
Process of Motivation
1. Needs: needs are created whenever there are physiological or psychological imbalances.
2. Drives: drives or motives are set up to alleviate needs. Drives are action oriented and provide an energizing thrust towards reaching incentives. They are at the very heart of the motivational process.
3. Incentives: at the end of the motivational cycle are the incentives. Defined as anything that will alleviate a need and reduce a drive. It creates physiological or psychological balance.
Framework of Motivation:
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1. Identifying Needs
2. Search for ways to satisfy needs
3. Engages in goal directed behavior
4. Performs
5. Receive either rewards or Punishment
6. Reassesses needs deficiencies
Employee
Theories of Motivation:
Early Theories:
1. Scientific Management:F.W. Taylor thought that primary interest of the workers is
economic gain in the form of wages.
24
Model
Early Theories Contemporary Theories
Scientific Management
Human Relation Model
Content Theories
Process Theories
Maslow’s Need Hierarchy
Theory
Hertzberg’s Two Factor
Theory
Alderf’s ERG
Theory
Achievement Motivation
Theory
Goal Setting Theory
Vroom’s Expectancy
Theory
Adams’s Equity Theory
Porters Performance Satisfaction
Model
2. Human Relation Model:Human relation researchers found that other than monetary
there are other factors to the motivation of employees like social contacts which the employee had at work places were also important and that the boredom and repetitiveness of task were themselves factor in reducing motivation. These researchers think that managers can motivate employees by acknowledging their social needs and by making them feel useful and important.
25
Matching Content Theory:
Need Hierarchy ERG Theory Two-Factors Theory Achievement Motivation
Model
Self Actualizati
on
Esteem
Social
Security
Physiological
Growth
Relatedness
Existence
Motivators Advancemen
t Growth Achievemen
Hygiene Job
Security Salary Working
Condition
Need For Achievement
Need For Power
Need For Affiliation
26
Self actualization
(
SELF ACTUALIZATIO
N(Personal growth, realizatio
n of potential
)
ESTEEM(TITLES, STATUS SYMBOLS ETC.)
SOCIAL(FORMAL/INFORMAL WORK GROUPS OR
TEAMS)
SAFETY(SENIORITY PLAN, HEALTH INSURANCE ETC.)
BASIC / PHYSIOLOGICAL NEEDS(PAY)
Maslow’s Need Hierarchy Theory27
Maslow’s Need Hierarchy:
1. Food2. Clothing3. Shelter
1. Daily Wages 1. Quality Job 2. Job Security
1. Own House2. Safety Against theft3. Insurance
1. Safe working condition i. Salary increment
2. Wage increment ii. Pension Scheme3. Unionization iii. Group insurance
iv. Provident Fund v. Gratuity vi. System of seniority
Physiological
Individual Organizational
Worker
Staff/Managers
Safety
Individual Organizational
Worker
Staff/Managers
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1. Love and Belongingness2. Family and friends 3. Social Groups
1. Unions 1. Work Group2. Mutual respect 2. Peer
Acceptance 3. Group Membership 4. Professional
Friendship 5. Compatible
Workgroup
1. Independence and Freedom2. Confidence3. Desire to competence4. Adequacy
Social
Individual Organizational
Worker Staff/Managers
Self Esteem
Individual Organizational
Worker Staff/Managers
29
5. status 6. Reputation i. Recognition 1.
Promotionii. Seniority 2. Rewardiii. Self Respect 3. Appreciation
4. Attention
1. Becoming everything that isOne capable of being.
1. Desire for excellence
2. Managing a unit Successfully.
ERG Theory:
1. Existence: The basic physiological needs and protection from physical danger2. Relatedness: Social and affiliation needs and the need for respect and
positive regard from others.3. Growth: The need to develop and realize ones potential.
Motivation-Hygiene Theory:
Motivation:
Self Actualization
Individual Organizational
Worker Staff/Managers
30
1. Achievement2. Recognition of achievement3. work itself4. responsibility5. Advancement6. Growth 7. Salary
Hygiene:
1. Company Policy and administration2. Supervision3. interpersonal relation4. Working conditions5. Salary6. Status7. Security
Achievement Motivation Theory:
1. Need for Achievement:
i. Give employees periodic feedback on performance.ii. Provide good models of achievementiii. Arrange tasks so that employees call pursue moderate
challenges and responsibilities.
iv. Employee should be able to control their own destiny and imagination. They should be trained, however, to think realistically and positively about how they will accomplish goals.
2. Need for Power:
The employee exhibiting the need for power derives satisfaction from the ability to control the others. Satisfaction is derived from being in position to influence and control.
3. Need for Affiliation:
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Interpersonal relationship between the people and recognized by people as part of group.
Process Theories:
Expectancy Theory:
FirstLevel Outcome
Expectancy Instrumentality
FirstLevel Outcome
E= EffortP= Performance FirstO= Outcome Level
Outcome
Efforts
E P
Performance
P O
Second Level Outcome
Second Level Outcome
Second Level Outcome
Second Level Outcome
Second Level OutcomeSecond Level Outcome
32
Second Level Outcome:These are reward (positive or negative) they include Pay raise Promotion Peer acceptance Job security Recognition Rewards Demotion Transfers Monetary punishments etc
MOTIVATION = VALENCE X EXPECTANCY X INSTRUMENTALITY
THE THREE FACTORS :-
1. ValanceREFERS TO THE STRENGTH OF A PERSON’S
PREFERENCE FOR RECEIVING A REWARD. IT’S VALUE MAY RANGE FROM MINUS ONE (-1) TO ONE (1).
2. EXPECTANCYIS THE STRENGTH OF BELIEF THAT ONE’S WORK –
RELATED EFFORT WILL RESULT IN COMPLETION OF A TASK. IT IS THE PROBABILITY OF A CONNECTION BETWEEN EFFORT
STRONG AVIODENCE
STRONG PREFERENCE
INDIFFERENCE
-1 0 +1
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AND PERFORMANCE. IT’S VALUE MAY RANGE FROM ZERO (0) TO ONE (1).
3. INSTRUMENTALITY:REPRESENTS THE EMPLOYEE’S BELIEF THAT A REWARD
WILL BE RECEIVED ONCE A TASK IS COMPLETED. HERE THE EMPLOYEE ASSUMES THAT THE ORGANISATION VALUES HIS PERFORMANCE AND WILL ADMINISTERS REWARDS ON A CONTINGENT BASIS. IT’S VALUE MAY RANGE FROM ZERO (0) TO ONE (1).
Equity Theory:
+1
Low Probability High Probability
+1
Low Probability High Probability
0
0
34
This theory is based on the assumption that individuals are motivated by their desire to be equitably treated in their work relationship. When employees work for an organization, they basically exchange their services for pay and other benefits. The equity theory proposes that individuals attempt to reduce any inequity they may feel as a result of this exchange relationship.
Four important factors are:1. person 2. comparison others 3. inputs 4. outputs
Porter’s Model:
1. Predictors of efforts2. predictors of performance3. predictors of satisfaction
35
Goal-Setting Theory:
Process:
The success of goal setting in motivating employee depends on establishing goals that have the appropriate attributes or characteristics. Goal should be SMART
S- Specific M- Measurable A- Attainable R- Realistic T- Time bound
Goal
Desire to meet the Goal
Self-Efficiency
Beliefs
Goal Commitmen
t
Task Performanc
e
Meeting the Goal
36
Linking Management by objectives and goal setting theory
Overall organizationa
l Objective
XYZ COMPANY
Divisional Objectives
Consumer Products Division Industrial Products Division
Departmental Objectives
Production Sales Customer Service Marketin
g
Development
Research
Individual Objectives
Individual Employees
37
Motivational Practices:
Types of Organizational Reward:
Motivational Practices
OthersRewards
Job Design
QWL Behavior Modificatio
n
Problem Employees Goal
Setting
Empowerment
Organizational Reward
Membership and Seniority Task
Performance
Competency
Job Status
38
Membership and Security Based Rewards:
In this the employees who are seniors receives more benefit than his or her junior employees
Advancement Promotion Pay raise Retirement benefit Prerequisite
This type of rewards does not directly motivate job performance. These rewards reduce turnover but may fail to motivate achievers to perform better.
Job Status-based Rewards:
Job Based Pay and Skill Based Pay:
Factors Job Based Skill BasedPay Structure Based on job performance Based on ability to
performEmployees
FocusJob carries wage;
employees link to jobEmployees carries wages; Employees linked to Skills
Employees Focus Job promotion to earn better pay
Skill Acquisition to earn better pay
Procedures Required
Assess job content; value job
Assess Skills; Value Skills
Advantageous Pay based on value of work performed
Flexibility; reduced workforce
Disadvantageous Potential personal bureaucracy; inflexibility
Potential personal bureaucracy; cost controls
Competency based reward:
When rewards are linked to competencies what emerges is the skill based pay. In the skill based pay, employees are paid on the basis of number of jobs they are capable of discharging or on the depth of their knowledge. The purpose of this system is to motivate employees to acquire additional skills so that they become useful to the organization.
39
Performance based pay:
Organizational Rewards: Stock options Profit sharing(ex: ESOPS)
Team Rewards: Gain sharing Special bonus
Individual Rewards: Piece rate Commissions Merit pay Bonuses
Non Monetary Motivation: ESOPS Recognition Fringe benefits Rewards (ex: trophy) Giving extra power Parties Putting name on dart board as a employee of the month
or year Providing things like T-shirt, watch etc with reason
written on it for giving this reward. Dinner parties for group performance Transportation facility Personal holidays Step reward Promotions Free purchase vouchers Club membership Formation of informal group in organization which
make some events in organization and giving membership of different activity group
40
Sending mails and gifts on birthdays, marriage anniversaries etc.
Festival gift vouchers Etc.
41
Research Design and Methodology
42
Objective & Scope
43
Objective of Project:
To introduce and implement a new motivational program in TATA YAZAKI AUTOCOMP LTD. for the staff level employees. This will lead to retain them, to get better performance out of them and to make them feel important for the organization.
Objectives of the Study:
To study the current motivational level of the employees.
To design a new motivational scheme for the employees in TYA.
To implement the motivational scheme.
Scope:
Motivation is becoming more and more important. It is not only important for the employee as an individual but also the performance of the employee. If employee is motivated his creativity and his performance will increase drastically and his performance will always be outstanding. But to keep the employees motivated at different levels is becoming a challenge for the organizations and the HR people. The employee motivation increases the performance of the employee as well as helps them to retain in the organization. As per REED CONSULTANCIES’ one survey, 3/4th of the employees leave the organization in less than three years. So we can say that motivation is becoming the burning issue in the organizations.
44
Hypothesis
45
46
Hypothesis:
Motivation has a positive impact on the employees’ performance and the employee retention.
47
Research Design
Locale of Study:
The project study is mainly about to design and implement the motivational programs for the employees in TATA YAZAKI AUTOCOMP LTD. The study is conducted in the Wagholi plant of TATA YAZAKI AUTOCOMP LTD. The study is being made to increase the motivational level of the employees.
Sample Size:
Total sample of 37 employees being selected on the following way.
HODs’ and Managers = 17
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Staff employees = 20
Sampling Design:
Stratified random sample of 37 were selected for the study. All the HODs were included in the sample. Other than that some managers, deputy managers and staff employees were selected. This selection was done on a random basis with consideration of different departments and designations of the employees.
Data Collection Method:
As the study is made to design and then implementing the motivational policy, there is no secondary data available. So the study is based upon the primary data only. The data is been collected through questionnaire. Different types of questionnaire were used for HODs and managers; and the staff employees.
Data Analysis:
After the collection of the data, the analysis is done with the Microsoft Excel package. Then the bar graphs and the pie charts were used.
49
Graphical representation and Tabulation
Questionnaire for the HOD’s/Managers
50
Q.1 Since how long you are working in this organization?
Less than one
One to three
Three to five
More than five
31%
57%
6% 6%
Less than 1
1 to 3
3 to 5
more than 5
Q.2 According to you, why people join this organization?
Because of growth opportunity
Because of Brand name
Good working conditions
Because they do not get job at any other place
None of above any other (Specify) ___________
26%
63%
0%0% 11%
Grow th Opportunities
Brand Name
w orking condition
Not getting job at anyother place
Any other
Q.3 What do you think about Company’s current HR policies?
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Excellent
Very good
Good
Average
0% 13%
43%
44%Excellent
Very good
good
Averange
Q.4 As a Department head/Manager which of the following factors motivates you?
Subordinates performance
Work completed on time
Employees taking and understanding responsibility
You want to perform on your own
Any other (Specify)
23%
31%17%
20%
9%
Subordinates performance
w ork completed on time
employees taking andunderstanding responsibility
w ant to perform on yourow n
any other
Q.5 According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11)
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General Depart. Organization Achievement __ __ __Recognition __ __ __Responsibility __ __ __Incentives __ __ __Growth __ __ __Perks __ __ __Gifts __ __ __Bonus __ __ __Fringe benefits __ __ __Cash benefits __ __ __Appreciation in public __ __ __Fear __ __ __
General:1. Growth2. Achievement3. Recognition4. Responsibility
Department:1. Growth2. Recognition3. Responsibility4. Achievement
Organization:1. Responsibility2. Growth3. Recognition4. Achievement
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Q.6 Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees?
RecognitionPromotionAchievementOpportunities and challenges of work Position of authorityInteresting Job ProfileRecognition of team/GroupPositive interpersonal relationshipOther (specify)_______
0% 20% 40% 60% 80% 100%
Recognition
Promotion
Achivement
Opportunities and Challenges of Work
Position of Authority
Intresting job profile
Recognition of team/ group
Positive interpersonal relationship
Yes
No
Uncertain
Yes No Uncertain
54
Q.7 External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees?
Personal needPersonal valuePersonal attitudePersonal interestWork securityVariety of skills to do different jobsOpportunity to complete taskWorking independentlyExternal Feedback on performanceAny other (Specify)_____
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Personal need
Personal Value
Personal attitude
Personal interest
w ork security
variaty of skills to do different jobs
opportunity to complete task
w orking independently
external feedback on performance
Never
Seldom
Sometimes
Often
Always
Q.8 Which type of incentive motivates employees in the organization?
Monetary
Non- monetary
Both
13%0%
87%
Monetory
non- monetory
both
Neve Seldom Sometime
Often Always
55
Q.9 Which type should be implemented?
Monetary
Non- monetary
Both
Any other (Specify) ________
11%5%
68%
16%
Monetory
non- monetory
both
Any other
Q.10 Which one or more of the leadership style of manager will work or not work in this organization?
Leadership style Will work Will not workAutocratDemocratLaissez-faire (Who allow the things to happen, not try to control them)TransformationalParticipativeAny Other(Specify)__________
56
0% 20% 40% 60% 80% 100%
Autocrat
Democrat
Laissez-fair
Transformational
Participative
Any other
Will work
Will not work
Q.11 What is an average age of your department people? (Excluding You)
18-25
25-35
35-50
Above 50
6%
75%
19% 0%
18-25
25-35
35-50
above 50
Q.12 Which age group mainly goes for monetary benefits?
18-25
25-35
35-50
50 and above
57
28%
61%
11% 0%
18-25
25-35
35-50
above 50
Q.13 Which age group mainly goes for non monetary benefits?
18-25
25-35
35-50
50 and above
12%6%
35%
47%18-25
25-35
35-50
above 50
Q.14 How do you keep your department people motivated?
By having dialogs
By rewards
Appreciation
None of above any other (Specify) __________
58
31%
25%
38%
6%
By Having dialoge
By rew ards
by appreciation
none of the above
Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5
Aspects RatingsWork culture
Working conditionsJob security
SeniorsWorking environment
Subordinates Fear
Performance
Aspect/Ratings 1 2 3 4 5Ratings Given by HOD’s/Managers
Work culture 0 1 4 6 6
Working conditions 1 2 2 5 7
Job security 7 4 3 2 1
Seniors 1 4 2 6 4
Working environment
1 2 2 5 7
Subordinates 4 3 6 3 1
Fear 9 3 4 1 0
Performance 0 0 3 4 10
Q.16 Is performance appraisal a right tool to motivate employees?
59
Yes
No
Sometimes
38%
13%
49%
Yes
no
sometimes
Q.17 If answer to above question is yes then how much is the effect of the performance appraisal on the motivation?
0-25%
25-50%
50-75%
75-100%
25%
33%
25%
17%
0-25%
25-50%
50-75%
75-100%
Q.18 Is the same appraisal policy applied for all who are performing the same kind of task with the same efficiency?
60
Yes
No
73%
27%
yes
no
Q.19 How would you describe the work in your department?
Monotonous
With variety in work
High pressure work
Challenging
Lot of traveling
15%
26%
33%
22%4%
Monotonous
With Variaty in w ork
High pressure w ork
Challanging
lot of trevelling
Q.20 On which basis would you like your department people to get rewards or recognition?
Individual performance
Group performance
61
People involved in doing some particular work (Team work)
Organizational reward
38%
31%
23%
8%
Individual performance
Group performance
Team w ork
Organisational rew ard
Q.21 How do you grade your department people?
□ Highly Motivated
□ Motivated
□ Somewhat motivated
□ Less Motivated
□ De-motivated
6%
56%19%
13%6%
Highly Motivated
Motivated
Sometimes motivated
Less Motivated
Demotivated
Q.22 Do you discuss your department people about there performance?
Yes
No
62
Sometimes
94%
0% 6%
yes
no
sometimes
Questionnaire for the Staff-Employees
Q.1 From how many years you are working with this organization?
Less than one
One to two
Two to Three
More than Three
26%
11%
26%
37% Less than one
One to tw o
Tw o to Three
More than Three
Q.2 What is your current gross salary per month?
Less than 5000
5000 to 10000
10000 to 15000
63
More than 15000
0% 16%
21%63%
Less than 5000
5000-10000
10000-15000
More than 15000
Q.3 As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies?
Yes
No
Can’t say
55%
20%
25%
Yes
No
Cant Say
Q.4 What do you feel about the work in your Department?
Monotonous
Challenging
Comfortable
Confusing/ Always fire fighting
64
4%
44%
30%
22%Monotonous
Challaning
Comfortable
Confusing/ Alw ays FireFighting
Q.5 Do you feel money is the only motivating factor?
Yes
No
Not for all
5%
53%
42% Yes
No
Not for All
Q.6 How much increment in salary Motivates you?
0-25%
25-50%
50-75%
75-100%
65
21%
52%
16%
11%
0-25%
25-50%
50-75%
75-100%
Q.7 Does your superior keep you adequately motivated? If yes how?
Yes / No / Sometimes ( Tick one )
42%
21%
37%Yes
No
Sometimes
Q.8 When your motivational levels are low what would you like to do?
Talk with collogues or seniors
Take a leave
Still you try to work because you have deadlines
You handover work to someone else
Quit/ Change the job
Any other (Specify) __________
66
35%
9%43%
0% 13% 0%
Tak w ith collogues/seniors
Take a leave
Still try to w ork because ofdeadlines
you handover w ork tosomeone else
quit/change the job
any other
Q.9 After achieving your set target, how do you get motivated?
Monetary benefits
Recognized in public
Reward
Setting higher targets
23%
15%
23%
39% Monetary benefits
Recognized in public
Rew ard
Setting higher target
Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee?
Individual reward
Group reward
67
Organizational reward
Any facility/ concession/privilege other than what you are getting (Specify) _____________
61%24%
5% 10%
Individual rew ard
Group rew ard
Organizational rew ard
Any facility, previllage,concession other thanw hat you are getting
Q.11 How do you keep yourself stress free from your regular work?
By joining Hobby club
Meet regularly with your friends
Playing games
Weekend parties
Entertainments (like: movies/ theater)
Any other (specify) ______________
15%
32%
15%8%
15%
15% By joining hobby club
Meet regularly w ith friends
Playing games
Weekend Parties
Entertainment
Any other
Q.12 Do you feel stress free environment leads to motivation at work place?
68
Yes
No
95%
5%
Yes
No
Q.13 On “Maslow’s need hierarchy theory” what do you think your need is?
Need for belongingness
Need for affiliation
Need for social needs
Need for self-esteem
Need for self actualization
5%
26%
26%
38%
5%Need For Belongingness
Need for Aff iliation
Need for Social Needs
Need for Self Esteem
Need for Self Actualisation
Q.14 Does Job enrichment, job rotation and job specification are the motivating tools for the employees?
Yes
69
No
Cant say
Sometimes
53%
0%0%
47%Yes
No
Cant say
Sometimes
Q.15 Do you feel that to keep the employee motivated each department head should discuss with him/her, individual’s/employees’ future plans and past performances?
Yes
No
Not necessary
Important tasks only
95%
0%0%5%Yes
No
Not Necessary
Important Tasks Only
Q.16 How would you prefer to set your career planning?
By organization
By yourself
Both
70
21%
11%
68%
By Organisation
By Yourself
Both
Q.17 Do you feel career planning is one of the tools for employee retention and motivation?
Yes
No
Cant say
79%
5%
16%
Yes
No
Cant say
Q.18 Which of the following factors should be considered in the career planning? Rank them
Educational qualification __
Total experience of employee __
Employee’s experience in organization __
KSA’s (Knowledge, Skill, Ability) __
Product related knowledge __
71
Interest/ Enthusiasm of employees __
Any other (Specify) __________ __
As per the employees in the organization by and large all the think which are provided here should be taken in consideration but what they feel more important is the knowledge, skill, ability(KSA’s) to which 17 employees rank as a most preferable and second preference of approximately all the employees is Employee’s experience in the organization.
Q.19 Do you participate in decision making process about your work?
Never
Seldom
Whenever asked for
Always
0% 5%
42%53%
Never
Seldom
Whenever Ask for
Alw ays
Q.20 How would you describe the following when you are at work? (Please tick.)
Very Good Fair Poor Very Good poor
Energy levels
Mood
72
Concentration
Stress levels
0% 20% 40% 60% 80% 100%
Very good
Good
Fair
Poor
Very Poor
Energy level
Mood
Concentration
Stress Level
Q.21 Does employee participation in decision making motivates an employee?
Yes
No
Cant say
79%
0%
21%
Yes
No
Cant Say
Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be……………
Physical acceptanceSafeSatisfying social needsEmphasizing respect and trust Allowing free communication
Yes No
73
Accepting diverse opinion Any Other (Specify) __________________
0% 20% 40% 60% 80% 100%
Physical Acceptance
Safe
Satisfying Social Needs
Emphasising Respect And Trust
Allow ing Free Communication
Accepting Diverse Option
Any Other
Yes
No
Q.23 How does decision making contribute to motivation?
Employee Belongingness
Employee Satisfaction
Transparency - make you feel secured
None of the above
Any Other (Specify) _______
32%
32%
32%
4%0%Belongingness
Satisfaction
Transferancy
None Of above
Any other
74
Analysis
75
As above data show that the people in the organization wants not only monetary but they also wants the non-monetary benefits in the way of recognition in public and other rewards.
In all it is the mix pool of all the views of HOD’s, managers and staff employees where overall view is that people at different level always requires the different kind of rewards which prove the MASLOW’s “NEED HIERARCHY THEORY” very right at organizational level.
The response of all the people in organization towards this program is very positive and they all have given some good views and also they have provided with good quality response which is very helpful during making the motivational policy and implementation phase of the program.
76
77
Suggestions
Program recommended:
1. Program for individual employees:
As MRM is held every month, each department head should keep a watch on each and every employee and whoever performs best in that month in his department. HOD should give his name to the CEO/COO.
After each and every department gives their employees name, HR department will organize one monthly program. In which all those people whom CEO/COO will also consider as the best performer for the month should be given some incentives like Movie tickets, gifts, shopping vouchers, dinner parties, paid trips, outings etc.
78
If any employee gets this reward continuously for three months will get some amount as bonus for his outstanding performance during that quarter.
If management found that the person is performing above average for more than six months in that condition he will be eligible for increment or promotion.
If management found the name given by HOD is not performed well or decision of HOD is biased in that condition management can take other peoples views and take the decision on that basis or can do the double filter system for the purpose of removing the chances of biased decision.
Every month the list of best performers will be put on notice board.
Every month’s rewards should be given by CEO/COO in presence of all the HODs and staff.
2. Responsibility :
As people feel that they can do better if they given opportunities and they like to take the decisions and responsibility so if instead of HOD’s taking all the decisions himself he can give the rights to the people and also make them responsible sometimes people don’t like to take responsibility in some cases in that kind of condition management can give them chance as high risk responsibility high rewards and for low level responsibility very low rewards.
3. Reverse mentoring:
In this the decisions are taken by the HOD’s but they must be views coming from staff people and on that basis on all peoples idea they can take any once idea which HOD found suitable. The suitable idea which is get selected is rewarded in monthly meetings.
79
Limitation
As a time for project is of only two months because of which it is not possible to see the effect of the motivational policy and response of the employees.
Because of some IR issues it is not possible to take the views from the workers and make the program for the workers.
80
Because of time constraint it is not possible to take the big sample of the employees to do the survey and take their views.
81
Bibliography/References
82
5. K. Aswathappa “Organisational Behavior” Himalaya Publishing House – Girgaon, Mumbai 6th revised and enlarged Edition, 2005.
6. Gary Dessler “Human Resource Management”
7. TACO HR Manual
8. www.google.com
9. www.tacogroup.com
10. www.yahoo.com
83
Annexure
84
5. Questionnaire for HOD’s 6. Questionnaire for staff employees
85
Questionnaire for the HOD’s/Managers:
Q.1 Since how long you are working in this organization?
Less than one
One to three
Three to five
More than five
Q.2 According to you, why people join this organization?
Because of growth opportunity
Because of Brand name
Good working conditions
Because they do not get job at any other place
None of above any other (Specify) ___________
Q.3 What do you think about Company’s current HR policies?
Excellent
Very good
Good
Average
Q.4 As a Department head/Manager which of the following factors motivates you?
86
Subordinates performance
Work completed on time
Employees taking and understanding responsibility
You want to perform on your own
Any other (Specify)
Q.5 According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11)
General Depart. Organization Achievement __ __ __Recognition __ __ __Responsibility __ __ __Incentives __ __ __Growth __ __ __Perks __ __ __Gifts __ __ __Bonus __ __ __Fringe benefits __ __ __Cash benefits __ __ __Appreciation in public __ __ __Fear __ __ __
Q.6 Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees?
RecognitionPromotionAchievementOpportunities and challenges of work Position of authorityInteresting Job ProfileRecognition of team/GroupPositive interpersonal relationshipOther (specify)_______
Yes No Uncertain
87
Q.7 External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees?
Personal needPersonal valuePersonal attitudePersonal interestWork securityVariety of skills to do different jobsOpportunity to complete taskWorking independentlyExternal Feedback on performanceAny other (Specify)_____
Q.8 Which type of incentive motivates employees in the organization?
Monetary
Non- monetary
Both
Q.9 Which type should be implemented?
Monetary
Non- monetary
Both
Never
Seldom
Sometime
Often Always
88
Any other (Specify) ________
Q.10 Which one or more of the leadership style of manager will work or not work in this organization?
Leadership style Will work Will not workAutocratDemocratLaissez-faire (Who allow the things to happen, not try to control them)TransformationalParticipativeAny Other(Specify)__________Q.11 What is an average age of your department people? (Excluding You)
18-25
25-35
35-50
Above 50
Q.12 Which age group mainly goes for monetary benefits?
18-25
25-35
35-50
50 and above
Q.13 Which age group mainly goes for non monetary benefits?
18-25
25-35
35-50
50 and above
Q.14 How do you keep your department people motivated?
By having dialogs
By rewards
89
Appreciation
None of above any other (Specify) __________
Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5Aspects Ratings
Work cultureWorking conditions
Job securitySeniors
Working environmentSubordinates
FearPerformance
Q.16 Is performance appraisal a right tool to motivate employees?
Yes
No
Sometimes
Q.17 If answer to above question is yes then how much is the effect of the performance appraisal on the motivation?
0-25%
25-50%
50-75%
75-100%
Q.18 Is the same appraisal policy applied for all who are performing the same kind of task with the same efficiency?
Yes
No
Q.19 How would you describe the work in your department?
Monotonous
With variety in work
High pressure work
Challenging
90
Lot of traveling
Q.20 On which basis would you like your department people to get rewards or recognition?
Individual performance
Group performance
People involved in doing some particular work (Team work)
Organizational reward
Q.21 How do you grade your department people?
□ Highly Motivated
□ Motivated
□ Somewhat motivated
□ Less Motivated
□ De-motivated
Q.22 Do you discuss your department people about there performance?
Yes
No
Sometimes
Q.23 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know.
____________________________________________________________________________________________________________________________________________________________________________________________
Thank you for filling in this questionnaire Your input will help us to make the motivational program.
91
Questionnaire for the Staff employees:
Q.1 From how many years you are working with this organization?
Less than one
One to two
Two to Three
More than Three
Q.2 What is your current gross salary per month?
Less than 5000
5000 to 10000
10000 to 15000
More than 15000
Q.3 As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies?
Yes
No
Can’t say
Q.4 What do you feel about the work in your Department?
Monotonous
92
Challenging
Comfortable
Confusing/ Always fire fighting
Q.5 Do you feel money is the only motivating factor?
Yes
No
Not for all
Q.6 How much increment in salary Motivates you?
0-25%
25-50%
50-75%
75-100%
Q.7 Does your superior keep you adequately motivated? If yes how?
Yes / No / Sometimes ( Tick one )
How_____________________________________________________________________________________________________________________________________________
Q.8 When your motivational levels are low what would you like to do?
Talk with collogues or seniors
Take a leave
Still you try to work because you have deadlines
You handover work to someone else
Quit/ Change the job
Any other (Specify) __________
Q.9 After achieving your set target, how do you get motivated?
93
Monetary benefits
Recognized in public
Reward
Setting higher targets
Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee?
Individual reward
Group reward
Organizational reward
Any facility/ concession/privilege other than what you are getting (Specify) _____________
Q.11 How do you keep yourself stress free from your regular work?
By joining Hobby club
Meet regularly with your friends
Playing games
Weekend parties
Entertainments (like: movies/ theater)
Any other (specify) ______________
Q.12 Do you feel stress free environment leads to motivation at work place?
Yes
No
How?____________________________________________________________________________________________________________________________________________________________________________________________
94
Q.13 On “Maslow’s need hierarchy theory” what do you think your need is?
Need for belongingness
Need for affiliation
Need for social needs
Need for self-esteem
Need for self actualizationQ.14 Does Job enrichment, job rotation and job specification are the
motivating tools for the employees?
Yes
No
Cant say
Sometimes Q.15 Do you feel that to keep the employee motivated each department
head should discuss with him/her, individual’s/employees’ future plans and past performances?
Yes
No
Not necessary
Important tasks only
Q.16 How would you prefer to set your career planning?
By organization
By yourself
Both
Q.17 Do you feel career planning is one of the tools for employee retention and motivation?
Yes
No
Cant say
Q.18 Which of the following factors should be considered in the career planning? Rank them
Educational qualification __
95
Total experience of employee __
Employee’s experience in organization __
KSA’s (Knowledge, Skill, Ability) __
Product related knowledge __
Interest/ Enthusiasm of employees __
Any other (Specify) __________ __
Q.19 Do you participate in decision making process about your work?
Never
Seldom
Whenever asked for
Always
Q.20 How would you describe the following when you are at work? (Please tick.)
Very Good Fair Poor Very Good poor
Energy levels
Mood
Concentration
Stress levels
Q.21 Does employee participation in decision making motivates an employee?
Yes
No
Cant say
Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be……………
96
Physical acceptanceSafeSatisfying social needsEmphasizing respect and trust Allowing free communicationAccepting diverse opinion Any Other (Specify) __________________
Q.23 How does decision making contribute to motivation?
Employee Belongingness
Employee Satisfaction
Transparency - make you feel secured
None of the above
Any Other (Specify) _______
Q.24 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know.
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Thank you for filling in this questionnaire Your input will help us to make the motivational program.
Yes No
97
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