employee motivation at bl international

7/24/2019 Employee Motivation at Bl International

http://slidepdf.com/reader/full/employee-motivation-at-bl-international 1/68

A Project Report on Study of

Employee Motivation at BL International

20141!Su"mitted in partial fulfillment of t#e Re$uirement of

%#e A&ard of t#e de'ree of

MAS%ERS () B*SI+ESS A,MI+IS%RA%I(+

S-RI .*R* RAM RAI I+S%I%*%E () %E/-+(L(. A+,

S/IE+/E

,E-RA,*+Approved "y AI/%E ,E-RA,*+3

Su"mitted %o Su"mitted By

,r5 +eeraj jain Saurav

MBA IIIrd 6em

Enrollment5 +o 140!0700044

1



,E/LARA%I(+

I hereby declare that project report entitled, “RMPL(EE M(%I8A%I(+ A% BL

I+%ER+A%I(+AL”, written and submitted by me,under guidance of Dr. Neeraj jain in

my original work.

he empirical findings in report is based on the data collected by myself.while preparing thereport. I!"e not copied anything from any source or other projects submitted for similar

purpose.

,A%E SA*RA8

MBA 9rd 6em

#



I &ould li:e to ta:e t#i6 opportunity to e;pre66 my 6incere 'ratitude to my

re6pected mentor MR5 +EERA< <AI+ for #er valua"le 'uidance5

I e;tend my 6incere t#an:6 to all my faculty mem"er6 S.RRI%S ,e#radun

I &ould li:e to t#an:6 almo6t every"ody at t#e B-EL office for #i6=#er

friendline66 and #elpful nature5

$



>it# immen6e plea6ure and deep 6en6e of 6incerity I #ave completed my

Indu6trial trainin'5 It i6 an e66ential re$uirement for eac# and every 6tudent to

#ave 6ome practical e;po6ure to&ard6 real &orld 6ituation65 A 6y6temati?ed

practical e;perience to inculcate 6elf confidence in a 6tudent 6o t#at t#ey can

mentally prepare t#em6elve6 for t#i6 competitive environment5

%#e purpo6e of trainin' are

15 ,evelopin' intellectual a"ility of 6tudent

25 Brin' confidence

95 ,evelopin' 6:ill6

45 Modify Attitude6

%



• Introduction of HR

• Company profile

• Literature review

• Research methodology

• Findings and Analysis

• Conclusion

• Suggestion/Recommendation

• Biliography

• Anne!ture/"uestionaire

&



'



/-AP%ER1

151 I+%R(,*/%I(+

he project work entitled a ()D* +N -/+* -+I0I+N with special reference

to 2yderabad Industries /td3 N+ID is mainly conducted to identify the factors which will

moti"ate the employees and the organi4ational functions in 2yderabad Industries /td,

N+ID.

-anagement!s basic job is the effecti"e utili4ation of human resources for achie"ements of

organi4ational objecti"es. he personnel management is concerned with organi4ing human

resources in such a way to get ma5imum output to the enterprise and to de"elop the talent of

people at work to the fullest satisfaction. -oti"ation implies that one person, in organi4ation

conte5t a manager, includes another, say an employee, to engage in action by ensuring that a

channel to satisfy those needs and aspirations becomes a"ailable 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 organi4ation.

mployee moti"ation is one of the major issues faced by e"ery organi4ation. It is the major task of e"ery manager to moti"ate his subordinates or to create the 6will to work! among the

subordinates. It should also be remembered that a worker may be immensely capable of

doing some work3 nothing can be achie"ed if he is not willing to work. manager has to

make appropriate use of moti"ation to enthuse the employees to follow them. 2ence this

studies also focusing on the employee moti"ation among the employees of 2yderabad

Industries /td.

he data needed for the study has been collected from the employees through 7uestionnaires

and through direct inter"iews. nalysis and interpretation has been done by using the

statistical tools and data!s are presented through tables and charts.

8



152 RESEAR/- PR(BLEM

he research problem here in this study is associated with the moti"ation of employees of 9/

IN:NI+N/, N+ID. here are a "ariety of factors that can influence a person!s le"el of

moti"ation3 some of these factors include

1. he le"el of pay and benefits,

#. he percei"ed fairness of promotion system within a company,

$. ;uality of the working conditions,

%. /eadership and social relationships,

&. mployee recognition

'. <ob security

8. career de"elopment opportunities etc.

-oti"ated employees are a great asset to any organisation. It is because the moti"ation and <ob

satisfaction is clearly linked. 2ence this study is focusing on the employee moti"ation in the

organisation. he research problem is formulated as follows=

“What are the factors which help to motivate the employees?

159 SI.+I)I/A+/E () %-E S%*,

he study is intended to e"aluate moti"ation of employees in the organi4ation. good

moti"ational program procedure is essential to achie"e goal of the organi4ation. If efficient

moti"ational programmes of employees are made not only in this particular organi4ation but

also any other organi4ation3 the organi4ations can achie"e the efficiency also to de"elop a

good organi4ational culture.

-oti"ation has "ariety of effects. hese effects may be seen in the conte5t of an indi"idual!s

physical and mental health, producti"ity, absenteeism and turno"er. mployee delight has to

>



be managed in more than one way. his helps in retaining and nurturing the true belie"ers

“who can deliver value to the organization. Proliferating and nurturing the number of

“true believers” 1is the challenge for future and present 2: managers.

his means inno"ation and creati"ity. It also means a change in the gear for 2: polices and

practices. he faster the organi4ations nurture their employees, the more successful they will

be. he challenge before 2: managers today is to delight their employees and nurture their

creati"ity to keep them a bloom.

his study helps the researcher to reali4e the importance of effecti"e employee moti"ation.

his research study e5amines types and le"els of employee moti"ational programmes and

also discusses management ideas that can be utili4ed to inno"ate employee moti"ation. It

helps to pro"ide insights to support future research regarding strategic guidance for

organi4ations that are both pro"iding and using reward?recognition programs.

154 (B<E/%I8ES () %-E S%*,

15451 Primary o"jective

15 o study the important factors which are needed to moti"ate the employees.

15452 Secondary ("jective5

1. o study the effect of monetary and non@monetary benefits pro"ided by the

organi4ation on the employee!s performance.

#. o study the effect of job promotions on employees.

$. o learn the employee!s satisfaction on the interpersonal relationship e5ists in the

organi4ation.

%. o pro"ide the practical suggestion for the impro"ement of organi4ation!s

performance.

1 2:- :e"iew Ahe IBCI )ni"ersity ress <uly #EE>

F



157 RESEAR/- -P(%-ESIS

hypothesis is a preliminary or tentati"e e5planation or postulate by the researcher of what

the researcher considers the outcome of an in"estigation will be. It is an informed?educated

guess. It indicates the e5pectations of the researcher regarding certain "ariables. It is the

most specific way in which an answer to a problem can be stated.

:esearch hypotheses are the specific testable predictions made about the independent and

dependent "ariables in the study. 2ypotheses are couched in terms of the particular

independent and dependent "ariables that are going to be used in the study. he research

hypothesis of this study is as follows.

-o here is no significant relationship between incenti"es and employee!s performance.

-o here is no significant relationship between career de"elopment opportunities and the

e5tent of employee moti"ation

-o here is no significant relationship between performance appraisal system and the

e5tent of moti"ation.

-o here is no significant relationship between interpersonal relationship in the

organi4ation and e5tent of moti"ation.

1E



15! RESEAR/- ME%-(,(L(.5

:esearch is a systematic method of finding solutions to problems. It is essentially an

in"estigation, a recording and an analysis of e"idence for the purpose of gaining knowledge.

ccording to Blifford woody, “research comprises of defining and redefining problem,formulating hypothesis or suggested solutions, collecting, organi4ing and e"aluating data,

reaching conclusions, testing conclusions to determine whether they fit the formulated

hypothesis”#

15!51 Samplin' ,e6i'n5

sample design is a finite plan for obtaining a sample from a gi"en population. (imple

random sampling is used for this study.

15!52 *niver6e5

he uni"erse chooses for the research study is the employees of 2yderabad Industries /td.

15!59 Sample Si?e5

Number of the sampling units selected from the population is called the si4e of the sample.

(ample of &E respondents were obtained from the population.

15!54 Samplin' Procedure5

he procedure adopted in the present study is probability sampling, which is also known as

chance sampling. )nder this sampling design, e"ery item of the frame has an e7ual chance

of inclusion in the sample.

15!57 Met#od6 of ,ata /ollection5

he data!s were collected through rimary and secondary sources.

15!5751 Primary Source65

# Gothari B : . “Research Methodology-Methods & Techniques”-#nd re"ised edition A#EE8 New ge

International ublishers@ New Delhi.

11



rimary data are in the form of “raw material” to which statistical methods are applied for

the purpose of analysis and interpretations.

he primary sources are discussion with employees, data!s collected through 7uestionnaire.

15!5752 Secondary Source65

(econdary data!s are in the form of finished products as they ha"e already been treated

statistically in some form or other.

he secondary data mainly consists of data and information collected from records,

company websites and also discussion with the management of the organi4ation. (econdary

data was also collected from journals, maga4ines and books.

15!5! +ature of Re6earc#5

Descripti"e research, also known as statistical research, describes data and characteristics

about the population or phenomenon being studied. Descripti"e research answers the

7uestions who, what, where, when and how.

lthough the data description is factual, accurate and systematic, the research cannot

describe what caused a situation. hus, descripti"e research cannot be used to create a causal

relationship, where one "ariable affects another. In other words, descripti"e research can be

said to ha"e a low re7uirement for internal "alidity.

15!5@ ue6tionnaire5

well defined 7uestionnaire that is used effecti"ely can gather information on both o"erall

performance of the test system as well as information on specific components of the system.

defeated 7uestionnaire was carefully prepared and specially numbered. he 7uestions

were arranged in proper order, in accordance with the rele"ance.

15!5 +ature of ue6tion6 A6:ed5

he 7uestionnaire consists of open ended, dichotomous, rating and ranking 7uestions.

15!5C Prete6tin'

1#



pre@testing of 7uestionnaire was conducted with 1E 7uestionnaires, which were distributed

and all of them were collected back as completed 7uestionnaire. +n the basis of doubts

raised by the respondents the 7uestionnaire was redialed to its present form.

15!510 Sample

finite subset of population, selected from it with the objecti"e of in"estigating its

properties called a sample. sample is a representati"e part of the population. sample of

&E respondents in total has been randomly selected. he response to "arious elements under

each 7uestions were totaled for the purpose of "arious statistical testing.

15!5115 8aria"le6 of t#e Study5

he direct "ariable of the study is the employee moti"ation

Indirect "ariables are the incenti"es, interpersonal relations, career de"elopment

opportunities and performance appraisal system.

15!5125 Pre6entation of ,ata5

he data are presented through charts and tables.

15!5195 %ool6 and %ec#ni$ue6 for Analy6i65

Correlation is used to test the hypothesis and draw inferences.

1$



1%



/-AP%ER 2

25 LI%ERA%*RE RE8IE>

:ensis /ikert has called moti"ation as the core of management. -oti"ation is the core of

management. -oti"ation is an effecti"e instrument in the hands of the management in

inspiring the work force .It is the major task of e"ery manager to moti"ate 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 achie"ed if he is not

willing to work .creation of a will to work is moti"ation in simple but true sense of term.

-oti"ation is an important function which "ery manager performs for actuating the people

to work for accomplishment of objecti"es of the organi4ation .Issuance of well concei"ed

instructions and orders does not mean that they will be followed . manager has to make

appropriate use of moti"ation to enthuse the employees to follow them. ffecti"e moti"ation

succeeds not only in ha"ing an order accepted but also in gaining a determination to see that

it is e5ecuted efficiently and effecti"ely.

In order to moti"ate workers to work for the organi4ational goals, the managers must

determine the moti"es or needs of the workers and pro"ide an en"ironment in whichappropriate incenti"es are a"ailable for their satisfaction .If the management is successful in

doing so3 it will also be successful in increasing the willingness of the workers to work. his

will increase efficiency and effecti"eness of the organi4ation .here will be better utili4ation

of resources and workers abilities and capacities.

1&



251 %#e concept of motivation

he word moti"ation has been deri"ed from moti"e which means any idea, need or emotion

that prompts a man in to action. Hhate"er may be the beha"ior of man, there is some

stimulus behind it .(timulus is dependent upon the moti"e of the person concerned. -oti"e

can be known by studying his needs and desires.

here is no uni"ersal theory that can e5plain the factors influencing moti"es which control

mans beha"ior at any particular point of time. In general, the different moti"es operate at

different times among different people and influence their beha"iors. he process of

moti"ation studies the moti"es of indi"iduals which cause different type of beha"ior.

252 ,efinition of Motivation5

ccording to dwin 9 Clippo, “-oti"ation is the process of attempting to influence others

to do their work through the possibility of gain or reward.

259 Si'nificance of Motivation

-oti"ation in"ol"es getting the members of the group to pull weight effecti"ely, to gi"e

their loyalty to the group, to carry out properly the purpose of the organi4ation. he

following results may be e5pected if the employees are properly moti"ated.

1. he workforce will be better satisfied if the management pro"ides them with

opportunities to fulfill their physiological and psychological needs. he workers will

cooperate "oluntarily with the management and will contribute their ma5imum towards

the goals of the enterprise.

#. Horkers will tend to be as efficient as possible by impro"ing upon their skills and

knowledge so that they are able to contribute to the progress of the organi4ation. his

will also result in increased producti"ity.

$. he rates of labor!s turno"er and absenteeism among the workers will be low.

1'



%. here will be good human relations in the organi4ation as friction among the workers

themsel"es and between the workers and the management will decrease.

&. he number of complaints and grie"ances will come down. ccident will also be low.

'. here will be increase in the 7uantity and 7uality of products. Hastage and scrap will be

less. 9etter 7uality of products will also increase the public image of the business.

254 Motivation Proce665

1. Identification of need

#. ension

$. Bourse of action

%. :esult ositi"e?Negati"e

&. Ceed back

257 %#eorie6 of Motivation.

)nderstanding what moti"ated employees and how they were moti"ated was the focus of

many researchers following the publication of the 2awthorne study results Aerpstra, 1F8F.

(i5 major approaches that ha"e led to our understanding of moti"ation are -cclelland!s

chie"ement Need heory, 9eha"ior -odification theory3 braham 2 -allows need

hierarchy or Deficient theory of moti"ation. <.(. dam!s 7uity heory, 0rooms 5pectation

heory, wo factor heory.

25751 Mc/lellandD6 Ac#ievement +eed %#eory5

ccording to -cBlelland!s there are three types of needs3

+eed for Ac#ievement n Ac#3

his need is the strongest and lasting moti"ating factor. articularly in case of persons who

satisfy the other needs. hey are constantly pre occupied with a desire for impro"ement and

lack for situation in which successful outcomes are directly correlated with their efforts.

hey set more difficult but achie"able goals for themsel"es because success with easily

achie"able goals hardly pro"ides a sense of achie"ement.

18



+eed for Po&er n Po&3

It is the desire to control the beha"ior of the other people and to manipulate the

surroundings. ower moti"ations positi"e applications results in domestic leadership style,

while it negati"e application tends autocratic style.

+eed for affiliation n Aff3

It is the related to social needs and creates friendship. his results in formation of informal

groups or social circle.

25752 Be#avioral Modification %#eory

ccording to this theory people beha"ior is the outcome of fa"orable and unfa"orable past

circumstances. his theory is based on learning theory. (kinner conducted his researches

among rats and school children. 2e found that stimulus for desirable beha"ior could be

strengthened by rewarding it at the earliest. In the industrial situation, this rele"ance of this

theory may be found in the installation of financial and non financial incenti"es.

-ore immediate is the reward and stimulation or it moti"ates it. Hithdrawal of reward

incase of low standard work may also produce the desired result. 2owe"er, researches show

that it is generally more effecti"e to reward desired beha"ior than to punish undesired

beha"ior.

25759 A"ra#am - Ma6lo& +eed -ierarc#y or ,eficient t#eory of Motivation5

he intellectual basis for most of moti"ation thinking has been pro"ided by beha"ioral

scientists, .2 -aslow and Crederick 2ei4berg, whose published works are the “ Bible of

Motivation”. lthough -aslow himself did not apply his theory to industrial situation, it has

wide impact for beyond academic circles. Douglous -ac Jregor has used -aslow!s theory

to interpret specific problems in personnel administration and industrial relations.

1>



he cru5 of -aslow!s theory is that human needs are arranged in hierarchy composed of

fi"e categories. he lowest le"el needs are physiological and the highest le"els are the self

actuali4ation needs. -aslow 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 "alues. s the lower needs are satisfied, higher needs emerge. 2igher needs

cannot be satisfied unless lower needs are fulfilled. satisfied need is not a moti"ator. his

resembles the standard economic theory of diminishing returns. he hierarchy of needs at

work in the indi"idual is today a routine tool of personnel trade and when these needs are

acti"e, they act as powerful conditioners of beha"ior@ as -oti"ators.

2ierarchy of needs3 the main needs of men are fi"e. hey are physiological needs, safety

needs, social needs, ego needs and self actuali4ation needs, as shown in order of their

importance.

Cig A#.1

he abo"e fi"e basic needs are regarded as stri"ing needs which make a person do things.

he first model indicates the ranking of different needs. he 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 e5perienced the fulfillment of the

higher needs gradually tapers off.

1F

Self

Actuali?ation

E'o +eed6

Social +eed6

Safety +eed6

P#y6iolo'ical +eed6



P#y6iolo'ical or Body +eed6 @ he indi"idual mo"e up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. hese physical needs must be

e7uated with pay rate, pay practices and to an e5tent with physical condition of the job.

Safety he ne5t in order of needs is safety needs, the need to be free from danger, either

from other people or from en"ironment. he indi"idual want to assured, once his bodily

needs are satisfied, that they are secure and will continue to be satisfied for foreseeable

feature. he safety needs may take the form of job security, security against disease,

misfortune, old age etc as also against industrial injury. (uch needs are generally met by

safety laws, measure of social security, protecti"e labor laws and collecti"e agreements.

Social need6 Joing up the scale of needs the indi"idual feels the desire to work in a

cohesi"e group and de"elop a sense of belonging and identification with a group. 2e feels

the need to lo"e and be lo"ed and the need to belong and be identified with a group. In a

large organi4ation it is not easy to build up social relations. 2owe"er close relationship can

be built up with at least some fellow workers. "ery employee wants too feel that he is

wanted or accepted and that he is not an alien facing a hostile group.

E'o or E6teem +eed6 hese 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 e5pression. (ome of the needs relate to ones esteem

e.g.3 need for achie"ement, self confidence, knowledge, competence etc. +n 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 super"isor as a person and as a contributor to the organi4ational goals.

Self reali?ation or Actuali?ation need6 his upper le"el need is one which when

satisfied pro"ide insights to support future research regarding strategic guidance for

organi4ation that are both pro"iding and using reward?recognition programs makes the

employee gi"e up the dependence on others or on the en"ironment. 2e becomes growth

#E



oriented, self oriented, directed, detached and creati"e. his need reflects a state defined in

terms of the e5tent to which an indi"idual attains his personnel goal. his is the need which

totally lies within oneself and there is no demand from any e5ternal situation or person.

25754 <5S Adam6 E$uity %#eory

mployee compares her?his job inputs outcome ratio with that of reference. If the employee

percei"es ine7uity, she?he will act to correct the ine7uity= lower producti"ity, reduced

7uality, increased absenteeism, "oluntary resignation.

25757 8room6 E;pectation %#eory

0room!s theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards A0room, 1F'%. :eward may be either positi"e or negati"e.

he more positi"e the reward the more likely the employee will be highly moti"ated.

Bon"ersely, the more negati"e the reward the less likely the employee will be moti"ated.

2575! %&o )actor %#eory

Douglas -cJregor introduced the theory with the help of two "iews3 K assumptions are

conser"ati"e in style ssumptions are modern in style.

F %#eory

• Indi"iduals inherently dislike work.

• eople must be coerced or controlled to do work to achie"e the objecti"es.

• eople prefer to be directed

%#eory• eople "iew work as being as natural as play and rest

• eople will e5ercise self direction and control towards achie"ing objecti"es they are

committed to

• eople learn to accept and seek responsibility.

#1



25! %ype6 of Motivation5

Intrinsic moti"ation occurs when people are internally moti"ated to do something because it

either brings them pleasure, they think it is important, or they feel that what they arelearning is morally significant.

5trinsic moti"ation comes into play when a student is compelled to do something or act a

certain way because of factors e5ternal to him or her Alike money or good grades

25@ Incentive6

n incenti"e is something which stimulates a person towards some goal. It acti"ates human

needs and creates the desire to work. hus, an incenti"e is a means of moti"ation. Inorgani4ations, increase in incenti"e leads to better performance and "ice "ersa.

25@51 +eed for Incentive6

-an is a wanting animal. 2e continues to want something or other. 2e is ne"er fully

satisfied. If one need is satisfied, the other need need arises. In order to moti"ate the

employees, the management should try to satisfy their needs. Cor this purpose, both financial

and non financial incenti"es may be used by the management to moti"ate the workers.

Cinancial incenti"es or moti"ators are those which are associated with money. hey include

wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial moti"ators

are those which are not associated with monetary rewards. hey include intangible

incenti"es like ego@satisfaction, self@actuali4ation and responsibility.

I+/E+%I8ES

Cinancial Incenti"es Non@financial incenti"es

@ Hages and (alaries. @ Bompetition

@ 9onus @ Jroup recognition

##



@ -edical reimbursement @ <ob security

@ Insurance @ raise

@ 2ousing facility @ Gnowledge of result

@ :etirement benefits. @ Horkers participation.

@ (uggestion system.

@ +pportunities for growth

25 Motivation i6 t#e :ey to performance improvement

here is an old saying you can take a horse to the water but you cannot force it to drink3 it

will drink only if itLs thirsty @ so with people. hey will do what they want to do or otherwise

moti"ated to do. Hhether it is to e5cel on the workshop floor or in the Li"ory towerL they

must be moti"ated or dri"en to it, either by themsel"es or through e5ternal stimulus.

re they born with the self@moti"ation or dri"eM *es and no. If no, they can be moti"ated,

for moti"ation is a skill which can and must be learnt. his is essential for any business to

sur"i"e and succeed.

erformance is considered to be a function of ability and moti"ation, thus=

• <o" performance Gfa"ility3motivation3

bility in turn depends on education, e5perience and training and its impro"ement is a slow

and long process. +n the other hand moti"ation can be impro"ed 7uickly. here are many

options and an uninitiated manager may not e"en know where to start. s a guideline, there

are broadly se"en strategies for moti"ation.

here are broadly se"en strategies for moti"ation.

•

ositi"e reinforcement ? high e5pectations • ffecti"e discipline and punishment

• reating people fairly

• (atisfying employees needs

• (etting work related goals

#$

http://accel-team.com/pygmalion/prophecy_06.html

http://accel-team.com/pygmalion/prophecy_06.html



• :estructuring jobs

• 9ase rewards on job performance

ssentially, there is a gap between an indi"idual!s actual state and some desired state and the

manager tries to reduce this gap. -oti"ation is, in effect, a means to reduce and manipulate

this gap.

,EPAR%ME+% PR()ILE

he organi4ation has mainly & departments. hey are

1. 2)-N :(+):B D:-N

#. CINNB D:-N

$. ):B2( D:-N

%. -:GINJ D:-N.

&. :+D)BI+N D:-N

95951 (R.A+IHA%I(+ /-AR% () -*MA+ RES(*R/E ,EPAR%ME+%

(r. +fficer 2:

(ecurity

<r. -anager stablishment

-anager Industrial :elations

#%

Jeneral -anager AHorks

ime +ffice ssistants

http://accel-team.com/work_design/index.html

http://accel-team.com/motivation/employeeRewards_00.html


http://accel-team.com/work_design/index.html




he managing human resource in the organi4ation is an important task. 2uman resource

department is doing the management of human resource in the organi4ation. 9/

IN:NI+N/ follows a system in 2: department that each authority coming under

the Jeneral -anager Aworks has to report directly to Jeneral -anager AHorks in the

hierarchy. his will helps to speed up the communication flow in the organi4ation.

95952 (R.A+ISA%I(+ /-AR% () )I+A+/E ,EPAR%ME+%

(ound financial decisions ha"e been one of the critical practices in the success of 9/

IN:NI+N/, N+ID proper planning and long "ision of the financial managers help

the company to undergo to smooth sail. ll monetary transactions of the company are

handled and brought to account by the finance department.

95959 (R.A+ISA%I(+ /-AR% () P*R/A-SE ,EPAR%ME+%

#&

Deputy -anager ccounts

ssistant manager

(r. ccounts +fficer

ssistants

(r. urchase -anager



he purchase manager is the only person who is the ha"ing the prime authority to make

orders for the purchase of raw materials. fter referring the stock report of raw materials and

finished goods, the purchase manager purchase the raw@ materials in order to ensure the

continuous flow of production.

95954 (R.A+ISA%I(+ /-AR% () PR(,*/%I(+ ,EPAR%ME+%

he production manager and his team are responsible for reali4ing the "isions of the

company within constraints of technical possibility. his in"ol"es coordinating the

#'

ssistant -anager urchase

urchase +fficer

ssistants

roduction -anager

Deputy -anager roduction Deputy -anager -aintenance

<r. -anager roduction <r. -anager roduction

(hift in charge



operations of "arious production acti"ities and maintains a good flow of work without any

blockage.

95957 (R.A+ISA%I(+ /-AR% () MARE%I+. ,EPAR%ME+

#8

-arketing -anager

(ales -anager

:egional (ales -anager

rea (ales -anager

(ales +fficer



#>



Introduction to Re6earc#

:esearch refers to a search for knowledge. :esearch is a scientific in"estigation.

ccording to :edman and -ory,”:esearch is a systematic efforts to gain new knowledge”.

Re6earc# Met#odolo'y

:esearch methodology is a systematic way to sol"e the problem.it may be understood as a

science of study how research is done scientifically.In it researcher generally adopts

studying the research problems along with the logic behind them. It is necessary for the

researcher to know not only the research method?techni7ues but also the methodology.

Hhen we talk of :esearch -ethodology, we not only talk of research methods but also

consider the logic behind the method we use in the conte5t of our research study and

e5plains why we are not using others.so the research result is capable of being e"aluated

either by the researcher himself or by others.

Re6earc# ,e6i'n

:esearch Design is a type of blueprint prepared depending on the "arious type of

blueprints a"ailable for the collection,measurement and analysis of data. research design

calls for de"eloping of most efficient plan for gathering the needed information. he design

of a research is based on the purpose of study. research design is the specification of the

methods and procedures for ac7uiring the information needed.it is o"erall operational

pattern or framework of the project that stipulates what operational pattern or framework of

the project that stipulates what information is to be collected from which source and by

what procedures.

#F



Re6earc# Pro"lem

In 92/ the recruitment policy pro"ides a framework for implementation of the

recruitment programme in the form of procedures. he company in"ol"es a

commitment to broad principles such as filling "acancies with best 7ualified

indi"iduals.

Re6earc# ("jective

1.To structure the Recruitment policy of BHEL for different categories of

employees.

2.To analyse the recruitment policy of the organization.

3.To compare the Recruitment policy with general policy.

4.To provide a systematic recruitment process.

5.It extends to the whole Organization. It covers corporate office, sites and

works appointments all over India.

6.It covers workers, Clerical Staff, Officers, Jr. Management, Middle

Management and Senior Management cadres.

RESEAR/- ME%-(,(L(. A,(P%E,

Re6earc# de6i'n

Descripti"e research

Re6earc# in6trument

$E



he 7uestionnaire was used as the primary instrument for the collection of primary

data which contained open@ended 7uestions to chance response. In addition the

personal inter"iew method was employed to draw out answers to subjecti"e 7uestions,

which could not be ade7uately answered through the use of 7uestionnaire.

Sample met#od

non probability sampling

Sample 6i?e &E

• &E respondents

• hese &E respondents are selected appro5imately e7ually for all the brands.

• he ge of respondents is appro5imately between 1>@%& yrs.

• he income le"el of respondents taken also lies between :s1>EEEto

:s%&EEEor abo"e per month.

• otal of 1&E respondents, >E are the males and rest #E are the females.

• It is based on the con"enient sampling.

• :easons for selecting con"enient sampling.

ime constraint

:esource constraint

Samplin' de6i'n

con"enience sampling

$1



Source6 of ,ata

PRIMARY: SECONDARY:

1. Interview schedule 1. Diary

2. Questionnaire 2. Books

3. Opinion Survey 3. Magazines

%. +ther records

(ample si4e #E

Samplin' area6

mployees of 9/ IN:NI+N/.

.

$#



$$



,A%A A+ALSIS A+, I+%ERPRE%A%I(+

451 ,ES/RIP%I8E S%A%IS%I/S

45151 Re6pon6e a"out t#e 6upport from t#e -R department

SL +(

PAR%I/*LAR

+*MBER ()

RESP(+,E+%S PER/E+%A.E

1 2ighly satisfied 1> $'

# (atisfied #F &>

$ Neutral $ '

% Dissatisfied E E

& 2ighly satisfied E E

otal &E 1EE

Aable %.1

ABhart %.1

$%



I+%ERPRE%A%I(+

he table shows that &> of the respondents are satisfied with the support they are getting

from the 2: department.

45152 Mana'ement i6 intere6ted in motivatin' t#e employee6

SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree #8 &%

# gree #E %E$ Neutral $ '

% Disagree E E

& (trongly Disagree E E

otal &E 1EE

Aable %.#

ABhart %.#

$&



I+%ERPRE%A%I(+

he table shows that &% of the respondents are strongly agreeing that the management is

interested in moti"ating the employees.

45159 %#e type of incentive6 motivate6 you more

SL +(

PAR%I/*LAR

+*MBER ()


1 Cinancial Incenti"es 1& $E

# Non financial Incenti"es F 1>

$ 9oth #' &#

otal &E 1EE

Aable %.$

ABhart %.$

I+%ERPRE%A%I(+

he table shows that &# of the respondents are e5pressing that both financial and non

financial incenti"es will e7ually moti"ate them.

$'



45154 Sati6faction &it# t#e pre6ent incentive6 6c#eme

SL +(

PAR%I/*LAR

+*MBER ()


1 2ighly satisfied 1> $'

# (atisfied #F &>

$ Neutral $ '

% Dissatisfied E E

& 2ighly satisfied E E

otal &E 1EE

Aable %.%

ABhart %.%

I+%ERPRE%A%I(+

$8



he table shows that &> of the respondents are satisfied with the present incenti"e scheme

of the organi4ation.

45157 %#e company i6 ea'erne66 in reco'ni?in' and ac:no&led'in'

employeeD6 &or:

SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree 1> &%

# gree #F &>

$ Neutral $ '

% Disagree E E

& (trongly Disagree E Eotal &E 1EE

Aable %.&

ABhart %.&

I+%ERPRE%A%I(+

Crom the study, &> of employees agreed that the company is eager in recogni4ing and

acknowledging their work, $' strongly agreed and only ' showed neutral response.

$>



4515!51 Periodical increa6e in 6alary

SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree 1# #%

# gree #$ %'

$ Neutral $ '

% Disagree F 1>

& (trongly Disagree $ '

otal &E 1EE

Aable %.'

ABhart %.'

I+%ERPRE%A%I(+

he table shows %' of employees agree that there is a periodical increase in the salary.

$F



4515!52 <o" Security e;i6tin' in t#e company5

SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree 1& $E

# gree 1> $'

$ Neutral 11 ##

% Disagree $ '


otal &E 1EE

Aable %.8

ABhart %.8

I+%ERPRE%A%I(+

he table shows $& of employees agree with good job security e5ist in the company.

4515!59 .ood relation6 &it# t#e co&or:er65

%E



SL +(

PAR%I/*LAR

+*MBER ()



# gree #8 &%

$ Neutral > 1'

% Disagree E E

& (trongly Disagree E E

otal &E 1EE

Aable %.>

ABhart %.>

I+%ERPRE%A%I(+

he table shows &% of the respondents agree that they ha"e good relations with co@worker.

4515!54 Effective performance apprai6al 6y6tem5

%1



SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree 1E #E

# gree #$ %'

$ Neutral > 1'% Disagree ' 1#


otal &E 1EE

Aable %.F

ABhart %.F

I+%ERPRE%A%I(+

he table shows %' of the respondents agree to effecti"e performance appraisal system

e5isting in the company.

4515!57 Effective promotional opportunitie6 in pre6ent jo"

SL +(

PAR%I/*LAR

+*MBER ()


%#



1 (trongly gree F 1>

# gree #' &#

$ Neutral F 1>

% Disagree $ '


otal &E 1EEAable %.1E

Aable %.1E

I+%ERPRE%A%I(+

he table shows &# of the respondents agree with effecti"e promotional opportunities in

their present job.

4515!5! .ood 6afety mea6ure6 e;i6tin' in t#e or'ani?ation5

SL +(

PAR%I/*LAR

+*MBER ()



# gree #$ %'

%$



$ Neutral $ '

% Disagree ' 1#


otal &E 1EE

Aable %.11

ABhart %.11

I+%ERPRE%A%I(+

he table shows %' of the respondents agree that there is a good safety measure e5isting in

the company.

4515!5@ Performance apprai6al activitie6 are #elpful to 'et motivated5

SL +(PAR%I/*LAR

+*MBER ()


1 (trongly gree F 1>

# gree #$ %'

$ Neutral ' 1#

% Disagree $ $

& (trongly Disagree F 1>

%%



otal &E 1EE

Aable %.1#

ABhart %.1#

I+%ERPRE%A%I(+

he table shows %' of the respondents agree that the performance appraisal acti"ities are

helpful to get moti"ated.

4515!5 Support from t#e co&or:er i6 #elpful to 'et motivated

SL +(

PAR%I/*LAR

+*MBER ()


1 (trongly gree 1# #E# gree #F %'

$ Neutral E E

% Disagree ' 1#


otal &E 1EE

Aable %.1$

%&



ABhart %.1$

I+%ERPRE%A%I(+

he table shows &> of the respondents agree that the support from the co@worker is helpful

to get moti"ated.

4515!5C /areer development opportunitie6 are #elpful to 'et motivated

SL +(

PAR%I/*LAR

+*MBER ()



# gree #' &#

$ Neutral # %

% Disagree % >

& (trongly Disagree > 1'

otal &E 1EE

Aable No.%.1%

%'



ABhart %.1%

I+%ERPRE%A%I(+

he table shows &# of the respondents agree that the career de"elopment opportunities are

helpful to get moti"ated.

4515@ )actor6 &#ic# motivate6 you t#e mo6t5

SL +(

PAR%I/*LAR

+*MBER ()


1 (alary increase #1 %#

# romotion 1& $E

$ /ea"e $ '

% -oti"ational talk & 1E& :ecognition ' 1#

otal &E 1EE

Aable %.1&

%8



ABhart %.1&

I+%ERPRE%A%I(+

he table shows that the %# of the respondent is responding that increase in salary will

moti"ate them the most.

4515 Incentive6 and ot#er "enefit6 &ill influence your performance

SL +(

PAR%I/*LAR

+*MBER ()


1 Influence $# '%

# Does not influence 1# #%

$ No opinion ' 1#

otal &E 1EE

Aable %.1'

%>



ABhart %.1'

I+%ERPRE%A%I(+

he table shows '% of the respondents responded that incenti"es and other benefits will

influence their performance

4515C Mana'ement involve6 you in deci6ion ma:in' &#ic# are connected to

your department5

SL +(

PAR%I/*LAR

+*MBER ()


1 *es %8 F%# No E E

$ +ccasionally $ '

otal &E 1EE

Aable %.18

%F



ABhart %.18

I+%ERPRE%A%I(+

he table shows F% of the respondents agree that they the -anagement in"ol"e them in

decision making which are connected to your department.

4.2 INFERENTIAL STATISTICS

-o here is no significant relationship between incenti"es and employee!s performance.

-ean

(td.

De"iation N

Incenti"es 1.8# .&8$ &Employee

performance1.&E .8E8 &E

/orrelation6

Incenti"es

mployee

performance

Incenti"es earson Borrelation 1 .'&&AOO

&E



(ig. A#@tailed . .EEE

(um of (7uares

and Bross@products1'.E>E 1$.EEE

Bo"ariance .$#> .#'&

N &E &E

mployee performance earson Borrelation .'&&AOO 1

(ig. A#@tailed .EEE .

(um of (7uaresand Bross@products

1$.EEE #%.&EE

Bo"ariance .#'& .&EE

N &E &E

OO Borrelation is significant at the E.E1 le"el A#@tailed.

Inference

(ince the Borrelation is significant at the E.E1 le"el A#@tailed the null hypothesis that is

“%#ere i6 no 6i'nificant relation6#ip "et&een incentive6 and employeeD6 performance”

is rejected and an alternati"e hypothesis is framed.

-1 here is significant relationship between incenti"es and employee!s performance.

-o here is no significant relationship between career de"elopment opportunities and the


-ean

(td.

De"iation N

careerde"elopment

opportunities

$.8E 1.E$& &E

e5tent of

moti"ation$.$' 1.$18 %&

/orrelation6

career de"elopment

opportunities

e5tent of

moti"ation

career

de"elopment

earson

Borrelation

1 .FEFAOO

&1



opportunities


(um of (7uaresand Bross@

products

&#.&EE &#.111

Bo"ariance 1.E81 1.1>% N &E %&

e5tent of

moti"ation

earson

Borrelation.FEFAOO 1


(um of (7uares

and Bross@

products

&#.111 8'.$11

Bo"ariance 1.1>% 1.8$%

N %& %&


Inference


J%#ere i6 no 6i'nificant relation6#ip "et&een career development opportunitie6 and t#e

e;tent of employee motivationK is rejected and an alternati"e hypothesis is framed.

-1 here is significant relationship between career de"elopment opportunities and the


-o here is no significant relationship between performance appraisal system and the

e5tent of moti"ation.

-ean

(td.

De"iation N

erformance

appraisal system#.%E 1.1%$ &E

5tent of

-oti"ation#.'E 1.$&& &E

/orrelation6

performance

appraisal

system

5tent of

-oti"ation

erformanceappraisal system

earsonBorrelation

1 .F'#AOO


&#



(um of (7uares

and Bross@

products

'%.EEE 8$.EEE

Bo"ariance 1.$E' 1.%FE

N &E &E

5tent of-oti"ation earsonBorrelation .F'#AOO 1



products

8$.EEE FE.EEE

Bo"ariance 1.%FE 1.>$8

N &E &E


Inference


J%#ere i6 no 6i'nificant relation6#ip "et&een performance apprai6al 6y6tem and t#e

e;tent of motivationK is rejected and an alternati"e hypothesis is framed.

-1 here is significant relationship between performance appraisal system and the e5tent

of moti"ation.

-o here is no significant relationship between interpersonal relationship in the

organi4ation and e5tent of moti"ation.

-ean(td.

De"iation N

mployee

relations1.>' .'8E &E

5tent ofmoti"ation

#.1> 1.11F &E

/orrelation6

mployee

relations

5tent of

moti"ation

mployee

relations

earson

Borrelation1 .>88AOO


&$



(um of (7uares

and Bross@

products

##.E#E $#.#'E

Bo"ariance .%%F .'&>

N &E &E

5tent ofmoti"ation earsonBorrelation .>88AOO 1



products

$#.#'E '1.$>E

Bo"ariance .'&> 1.#&$

N &E &E


Inference


Jhere is no significant relationship between interpersonal relationship in the organi4ation

and e5tent of moti"ation.K is rejected and an alternati"e hypothesis is framed.

-1 here is significant relationship between interpersonal relationship in the organi4ation

and e5tent of moti"ation.

S*MMAR

his document aims at pro"iding employees and management members with the information

that can be beneficial both personally and professionally. "ery business enterprise has

multiple objecti"es including of ade7uate profit for payment of a reasonable rate of return to

the owners and for in"estment in business through satisfaction of customers, maintenance of

a contended workforce and creation of a public image. he basic job of management of any

business is the effecti"e utili4ation of a"ailable human resources, technological, financial

and physical resources for the achie"ement of the business objecti"es.

&%



his project entitled as “mployee moti"ation” was done to find out the factors which will

moti"ate the employees. he study undertakes "arious efforts to analy4e all of them in great

details. he researcher in this project at the outset gi"es the clear idea of the entire

department e5isting in the company. Crom the study, the researcher was able to find some of

the important factors which moti"ate the employees. Cactors like financial incenti"es and

non financial in"enti"e, performance appraisal system, good relationship with co@workers,

promotional opportunities in the present job, employee participation in decision making are

"ery much effect the le"el employee moti"ation. It is also clear from the study that the

company is so eager in moti"ating their employees and their present effort for it so far

effecti"e.

he human resources can play an important role in the reali4ation of the objecti"es.

mployees work in the organi4ation for the satisfaction of their needs. If the human

resources are not properly moti"ated, the management will not be able to accomplish the

desired results. herefore, human resources should be managed with utmost care to inspire,

encourage and impel them to contribute their ma5imum for the achie"ement of the business

objecti"es.

&&



&'



/(+/L*SI(+

he study concludes that, the moti"ational program procedure in 2*D:9D

IND)(:I( /D is found effecti"e but not highly effecti"e. he study on employee

moti"ation highlighted so many factors which will help to moti"ate the employees. he

study was conducted among &E employees and collected information through structured

7uestionnaire. he study helped to findings which were related with employee moti"ational

programs which are pro"ided in the organi4ation.

he performance appraisal acti"ities really play a major role in moti"ating the employees of

the organi4ation. It is a major factor that makes an employee feels good in his work andresults in his satisfaction too. he organi4ation can still concentrate on specific areas which

are e"ol"ed from this study in order to make the moti"ational programs more effecti"e. +nly

)I+,I+.S

he findings of the study are follows

• he 9/ IN:NI+N/ has a well defined organi4ation structure.

• here is a harmonious relationship is e5ist in the organi4ation between employees

and management.

• he employees are really moti"ated by the management.

• he employees are satisfied with the present incenti"e plan of the company.

• -ost of the workers agreed that the company is eager in recogni4ing and

acknowledging their work.

• he study re"eals that there is a good relationship e5ists among employees.

•

-ajority of the employees agreed that there job security to their present job.• he company is pro"iding good safety measures for ensuring the employees safety.

• Crom the study it is clear that most of employees agrees to the fact that performance

appraisal acti"ities and support from the coworkers in helpful to get moti"ated.

• he study re"eals that increase in the salary will moti"ates the employees more.

&8



• he incenti"es and other benefits will influence the performance of the employees.

&>



he suggestions for the findings from the study are follows

• -ost of the employees agree that the performance appraisal acti"ities are helpful to

get moti"ated, so the company should try to impro"e performance appraisal system,

so that they can impro"e their performance.

• Non financial incenti"e plans should also be implemented3 it can impro"e the

producti"ity le"el of the employees.

• +rgani4ation should gi"e importance to communication between employees and gain

co@ordination through it.

• (kills of the employees should be appreciated.

• 9etter carrier de"elopment opportunities should be gi"en to the employees for their

impro"ement.

• If the centrali4ed system of management is changed to a decentrali4ed one, then

there would be acti"e and committed participation of staff for the success of the

organi4ation

he limitations of the study are the following

• he data was collected through 7uestionnaire. he responds from the respondents

may not be accurate.

• he sample taken for the study was only &E and the results drawn may not be

accurate.

• (ince the organi4ation has strict control, it acts as another barrier for getting data.

• nother difficulty was "ery limited time@span of the project5

• /ack of e5perience of :esearcher.

&F



'E



*ES%I(++AIRE

15 Re6pon6e a"out t#e 6upport from t#e -R department

SL +(PAR%I/*LAR

1 2ighly satisfied

# (atisfied

$ Neutral

% Dissatisfied

& 2ighly satisfied

otal

25 Mana'ement i6 intere6ted in motivatin' t#e employee6

SL +(

PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree& (trongly Disagree

otal

'1



95 %#e type of incentive6 motivate6 you more

SL +(PAR%I/*LAR

1 Cinancial Incenti"es

# Non financial Incenti"es

$ 9oth

otal

45 Sati6faction &it# t#e pre6ent incentive6 6c#eme

SL +(

PAR%I/*LAR

1 2ighly satisfied

# (atisfied

$ Neutral

% Dissatisfied

& 2ighly satisfied

otal

'#



75 %#e company i6 ea'erne66 in reco'ni?in' and ac:no&led'in'

employeeD6 &or:

SL +( PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

!5 Periodical increa6e in 6alary

SL +(

PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

'$



@5 <o" Security e;i6tin' in t#e company5

SL +(PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

5 .ood relation6 &it# t#e co&or:er65

SL +(

PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral


otal

'%



C5 Effective performance apprai6al 6y6tem5

SL +(PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

105 Effective promotional opportunitie6 in pre6ent jo"

SL +(

PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral% Disagree

& (trongly Disagree

otal

'&



115 .ood 6afety mea6ure6 e;i6tin' in t#e or'ani?ation5

SL +(PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

125 Performance apprai6al activitie6 are #elpful to 'et motivated5

SL +(

PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral


otal

''



195Support from t#e co&or:er i6 #elpful to 'et motivated

SL +(PAR%I/*LAR

1 (trongly gree

# gree

$ Neutral

% Disagree

& (trongly Disagree

otal

145 /areer development opportunitie6 are #elpful to 'et motivated

SL +(

PAR%I/*LAR

+*MBER ()



# gree #' &#

$ Neutral # %

% Disagree % >

& (trongly Disagree > 1'

otal &E 1EE

'8



175 )actor6 &#ic# motivate6 you t#e mo6t5

SL +(

PAR%I/*LAR

1 (alary increase

# romotion

$ /ea"e

% -oti"ational talk

& :ecognition

otal

1!5 Incentive6 and ot#er "enefit6 &ill influence your performance

SL +(

PAR%I/*LAR

+*MBER ()


1 Influence $# '%

# Does not influence 1# #%

$ No opinion ' 1#

otal &E 1EE

employee motivation at bl international

Documents