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.