A Project on Employee Motivation

A STUDY ON EMPLOYEE MOTIVATION

CHAPTER-1

1.1 INTRODUCT ION The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to Videocon Industries ; research is mainly conducted to identify the factors which will motivate the employees and the organizational functions in Videocon Ltd

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 t hat would be functional for the organization. org anization.

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 µwill 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. Hence this studies also focusing on the employee motivation among the employees of Videocon Industries

The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and data¶s are presented through tables and c harts.

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1.2 RESEARCH PROBLEM The research problem here in this study is associated with the motivation of employees of VIDEOCON. There are a variety of factors that can influence a person¶s level of motivation; some of these factors include 1. The level of pay and benefits,

2.

The perceived fairness of promotion system within a company,

3.

Quality of the working conditions,

4. Leadership and social s ocial relationships, 5. Employee recognition 6. Job security 7. career development opportunities etc. Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the

organisation. The research problem is formulated as follows: follows:

³What are the factors which help to motivate the employees?

1.3 SIGNIFICANCE OF THE STUDY 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

2


³who can deliver value to the organization. Proliferating and nurturing the number of 1

³true 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 t hem 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 p roviding and using reward/recognition programs.

1.4 OBJECTIVES OF THE STUDY 1.4.1 Primary objective 1. To study the important factors which are needed to motivate the employees.

1.4.2 Secondary Objective.

1. To study the effect of monetary and non-monetary benefits provided by the organization on the employee¶s performance. per formance. 2. To study the effect of o f job promotions on employees. 3. To learn the employee¶s satisfaction on the interpersonal relationship exists in the organization.

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4. To provide the practical suggestion for the improvement of organization¶s performance.

1.5 RESEARCH HYPOTHESIS

A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the researcher considers the outcome of an investigation will be. It is an informed/educated guess. It indicates the expectations of the researcher regarding certain variables. It is the most specific way in which an answer to a problem can be stated.

Research hypotheses are the specific testable predictions made about the independent and dependent variables in the study. Hypotheses are couched in terms of the particular independent and dependent variables that are going to be used in the study. The research hypothesis of this study is as follows.

Ho: There is no significant relationship between incentives and employee¶s performance. Ho: There is no significant relationship between career development opportunities and the

extent of employee motivation Ho: There is no significant relationship between performance appraisal system and the

extent of motivation. motivation. Ho: There is no significant relationship between interpersonal relationship in the

organization and extent o f motivation. motivation.

. A defeated questionnaire was carefully prepared and specially numbered. The questions were arranged in proper order, in accordance with the relevance.

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CHAPTER 2

2. LITERATURE REVIEW

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.

2.1 The concept of motivation

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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 d ifferent type of behavior.

2.2 Definition of Motivation. According to Edwin B Flippo, ³Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.

2.3 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. 6


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 o f the business.

2.4 Motivation Process. 1. Identification of need 2. Tension 3. Course of action 4. Result ±Positive/Negative 5. Feed back

2.5 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.

2.5.1 McClelland¶s Achievement

Need

Theory.

According to McClelland¶s there are three t ypes 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.

Need

7

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.

Need

for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.

2.5.2 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.

2.5.3 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 ³ 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

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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.

SelfActualization Ego Needs Social Needs Safety Needs Physiological Needs

Fig (2.1) 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

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needs. It also shows how the number of person who has experienced the fulfillment of the higher needs gradually tapers o ff.

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 co llective 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.

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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.

2.5.4 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.

2.5.5 Vrooms Expectation Theory

Vroom¶s theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.

2.5.6 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 y

Individuals inherently dislike work.

y

People must be coerced o r controlled to do work to achieve the objectives.

y

People prefer to be directed

Y Theory y

11

People view work as being as natural as play and rest


y

People will exercise self direction and control towards achieving objectives they are committed to

y

People learn to accept and seek responsibility.

2.6 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)

2.7 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.

2.7.1 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 respo nsibility.

INCENTIVES

Financial Incentives

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Non-financial incentives


-

Wages and Salaries.

- Competition

-

Bonus

- Group recognition

-

Medical reimbursement

- Job security

-

Insurance

- Praise

-

Housing facility

-

-

Retirement benefits.

- Workers participation. -

Knowledge of result

Suggestion system.

- Opportunities for growth

2.8 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 st imulus. 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:

y

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.

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y

Positive reinforcement / high expectations

y

Effective discipline and punishment


y

Treating people fairly

y

Satisfying employees needs

y

Setting work related goals

y

Restructuring jobs

y

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.

CHAPTER-3

3. COMPANY PROFILE The Videocon group has an annual turnover o f 4 billion USD, making it the largest consumer electronic and home appliance companies in India. Since 1998, it has expanded its operations globally, especially in the Middle East Today the group operates through six key sectors: The Brand Trust Report, 2011 has

ranked Videcon as the 42nd most trusted brand in India among the top 300 brands.

Consumer electronics In India the group sells consumer products like Colour Televisions, Washing Machines, Air Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling them through a Multi-Brand strategy with the largest sales and service network in India.

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Mobile phones In November 2009 Videocon launched its new line of Mobile Phone. Videocon has ever since launched a no. of Innovative handsets ranging from Basic Colour FM phones to High End Android Devices. And in February 2011, Videocon Mobile Phones launched the revolutionary concept of ZERO paise per second with pre-bundled simcards of Videocon mobile services along with 7 of its Handset Models.

Colour picture tube glass Videocon is one of the largest Glass manufacturers in the world, operating in Mexico, Italy, Poland and China.

Oil and gas An important asset for the group is its Ravva oil field with one of the lowest operating costs in the world producing 50,000 barrels of oil per day.

DTH In 2009, Videocon launched its DTH product, called 'd2h'. As a pioneering offer in the Indian DTH market, Videocon o ffered LCD & TVs with built-in DTH satellite receiver with sizes 19" to 42". This concept in the DTH service is relatively new in the presence of other players like ZEE tv's Dishtv, Tata Sky, Air tel Digital Tv and Reliance's BIG TV providing only the set top box.

15


Telecommunication Videocon Telecommunications Limited has license for mobile service operations across India. It launched its services on 7 April 2010 in Mumbai. Supreme Court has revoked their license in connection with a spectrum scam. They are expected to cease operations on 2nd May 2012.

Vision

& Mission

³To delight and deliver beyond expectation through ingenious strategy, intrepid entrepreneurship, improved technology, innovative p roducts, insightful marketing and inspired thinking about the future.´ A breakdown of the statement above reveals a µmeans and end¶ approach, where the end is articulated at the beginning with the means linked to it.

To delight and deliver beyond expectation«´: the end

³

This segment not only underlines the importance of the ultimate goal - customer satisfaction (µdelight¶) and ultimate target - the customer, but also of intermediate processes and principals, which have contributed to building a robust, dependable Videocon value chain (µdeliver¶). As a result o f its focus on developing loyal customers and reliable associates, Videocon is able to exceed expectations.

«through ingenious strategy«´: the means

³

In the cutthroat world of today, it is only by taking recourse to advance planning and strategy that a business can hope to survive. Although textbook strategy has its uses, reproducing it in verbatim for the real world would be foolish because of the absence of

16


textbook conditions. Thus, there is a need for a bounded rationality, a spontaneity and improvisation that is flexible enough for scenarios bot h imaginable and unimaginable. Videocon¶s ingenious manoeuvres are actua lly flexi-strategy that abstracts from shifting ground conditions and decides game-plans, o r sometimes changes the rules of the game.

«intrepid entrepreneurship«´: the means

³

An enterprise with the odds stacked against it makes great business sense. This is because higher the obstacles, lower the number o f players likely to be active in that field - thus, fetching extraordinary returns. The only requirement is a bo ld and confident attitude willing to brave the odds. Videocon¶s foray into oil and gas is a bo ld and intrepid endeavour that arises from immense faith on t he surefooted competence of the company¶s in-house managerial talent.

«improved technology«´: the means

³

Technology is no more a premium input; it has become the bare minimum in rece nt years. Rapid advances have only fuelled this phenomenon. Videocon is extremely vigilant in shunting out dated technology and replacing it with the best-in-class offers of the times.

«innovative products«´: the means

³

Product development, innovation and customisation are the tools Videocon uses to stay ahead of the competition. This is because a continuous stream of innovative products excites the market and enhances brand recall. A strategy that Videocon banks on a lot, especially on the domestic front.

«insightful marketing«´: the means

³

The market share battle scene has long shifted from technology and processes to the psyche of the customer. This means that those with deeper insights into the elusive mind of the buyer are likely to dominate. Videocon is reinforcing marketing strengths to read

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better the pulse of the market and help create products that map per fectly into customer preferences.

«inspired thinking about the future.´: the means

³

The future is unpredictable, but not doing anything about it is fraught with grave risk. Videocon extrapolates future trends on the basis of current changes in techno logy and preferences as well as sheer gut feel. Fine-tuned business instincts are worth their weight in gold, lots of it. The co mpany has perfected its practice almost into an art form with some calculated gambles like oil and gas proving to be absolute money-spinners

Milestones:

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Research & Development The Company aims to inspire consumers around the world with innovation and fun through its unique combination of technology and entertainment based on its consumer electronics

and

home

appliances

businesses.

The Company continues to give utmost importance to R & D. Its focus on developing existing technologies and product engineering innovation, aimed at improving production efficiency leading to lowering cost of production. The Company has R & D centers located at Aurangabad, Gurgaon; and in China with skilled engineers/experts working continuously on new products development. With the R & D centers working non-stop, your Company launched several products in CTVs, FPDs, refrigerators and fully automatic washing machines during the accounting year 2009-10.

R & D activities include: y

Market Trend analysis;

y

Study/Analyse Customer¶s demands and changing needs; and

y

Design/Develop products suitable for Indian climatic conditions as well as same for Export market.

Benefits derived from the R & D Activities during the accounting year 2009-10: y

Development of high end products;

y

Introduction of Integrated Digital TV ( iDTV) with a built in DTH facility with MPEG 4 DVB-S2 Digital signal;

y

Introduction of LED TV with "Nano Pixels" for immense picture performance and razor slim design; and

y

Introduction of unique "SMART TV" with a platform for "Internet TV" to enjoy Live Chatting, Browsing , Video Conferencing , Email Access , Blue Tooth Connectivity and many more applications to make LCD TV a real "SMART TV".

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To align the Global needs and Company¶s Vision of being committed to

"Eco

Logic":

Technology for Sustainable Life, R &D has developed : y

Star Rated Products in Consumer E lectronic s and Home Appliances: This technology offers energy savings of 15% of power consumption approximately to the benefit of consumers; and leading to effective utilization of power resources.

y

I ntroduction

of furt her paint less product wit h a unique Hot and Cold Technology

for moulding of part : This helps to reduce pollution generated due to hazardous chemicals used in plastic paints and its process. Customer can enjoy the high glossy finish with ultimate scratch resistance. y

State of art technology L E D illumination in Refrigerators: T his gives better illumination with lowest energy consumption.

y

N ew concept

for PCM (pre-Coated Material) finish with floral design for

Refrigerators. y

I ntroduction

of State Of Art technology ± I oniser : It is a first time introduction in

Indian market to kill the bacteria and offer hygienic fruits and vegetables. y

" Centre

Water Fall Technology" for Dolphin washing machine: This technology

saves water when directed to spin side. y

"UV cleaning " technique

eliminates any bacteria contents in clot hes.

R & D activities carried out in various consumer electronic products and benefits derived from these activities:

Televisions: y

I ntroduced

new " Titanium L E D" Series wit h

N A N OP IX E ngine

refresh rate and FULL HD 1080P resolution. y

20

I ntroduced "3 D L E D

T V" which enhances the viewing experience.

with 120Hz


y

I ntroduced " Titanium" , " Hurricane"

and " Tornado" Series of LCD T V wit h

F U LL HD 1080p resolution: It has a unique feature of DCRe (Digital Cinema Reality Engine). With this unique picture quality improvement algorithm, it reproduces e 1 Billion display colour for more natural, vivid and true to life colours. y

" Titanium" series

of LCD T V has a DV BS (Digital V ideo Boosting Station) wit h

1,00,000: 1 Super Contrast Ratio to give crisper image and dramatic picture quality. It has an advance function of "Energy Meter" for efficient energy utilization while viewing. Its 10 Bit advanced Scalar Video Data processing gives the flicker free images & optimal video fidelity to provide most natural and Cinema Quality video Images. With boot capture logo function user can view his family photo every time when TV is switched on. With the multimedia port user can watch photos/movies/ songs stored in USB device. With Multi Function Monitor concept in LCD TV and USB / Multi Media connectivity the viewer can enjoy maximum connectivity to the Digital World. Its Natural Easy View Panel provides ultra wide viewing angle with enhanced picture quality and antireflective coating to make black more darker with low reflection for very clear images. PIP (Picture in Picture) feature enables the user to watch TV programme and movie simultaneously. y

I ntroduction

of Blue Toot h Function in T V enables a user to transfer photos/songs

stored on his mobile to TV sets wirelessly. y

I ntroduced

unique RF remote control technology in its product where customer

can operate TV from any angle (360 degree). Conventional remote operates only when it is keep in line with TV sets (+/- 30 Degree). y

I ntroduced

y

I ntroduced " Hot

y

I ntroduced

sets. 21

touch control function in CRT T V segment. and Cold " moulding technology in T V.

SRS technology in L E D Series to improve t he acoustic performance of


y

I ntroduced " MAG NN U M " LCD

Series wit h unique metallic finish and glass front.

y

I ntroduced " Titanium

y

I ntroduced

new segment of 14" U ltra Slim T V in market.

y

I ntroduced

new range of products viz

iye" LCD series wit h brush finish.

: U niversal

Media player, Solar Mobile

C harger, Hig h E nd Home T heatre and new range of LCD T V¶ s. Refrigerators: y

Developed new range of Direct Cool as well as Frost Free refrigerators like Ecocool, Ecocool Plus, Ecofresh, Deofresh, Nutricool, Nutricool Plus, Powercool.

y

Developed 4 & 5 Star Rated refrigerators with new exterior finish i.e. PCM-Precoated material.

y

I ntroduction

of new base stand wit h smart VE G I TRAY which is unique and give

convenience to customer in day to day usage. y

I ntroduction

of new looks of refrigerators, which strengt hen our market position

in Direct Cool range. y

I ntroduction

of new economic series of Direct Cool Refrigerator as "Bharat

Series", which has given cutting edge solution for the competitors on the price factor. y

I ntroduction

of t he products on healt h platform wit h Deodorizer which gives the

solution to remove the odour created by rotten vegetables and fruits. y

E nhanced

Frost Free refrigerator series with introduction of LED & LEDi

technology. y

I ntroduction

compressors.

22

of

3

& 4 Star Rated Refrigerators, wit h

hig h

energy efficient


To enhance the brand image, the Company re-engineered number of models with new packing design such as: y

50 Powder coated models with catchy & smooth co lours; and

y

Introduction of Black colour refrigerators

Washing Machines: y

Developed a hig her capacity Washing Machines to be offered to Indian market with Hand Wash and UV light technology.

y

Digi-Aqua and Digi-Pacific series of 5.5 kg FA Washing Machines with 8 Wash Programs, 8 Water levels, Child lock feature resu lting in less water consumption.

y

I ntroduced

Digi-Wave and Digi-Atlantic series of 6.0kg FA Machines with 8

Wash Programs, 8 Water levels, Child lock feature and Special Air Dry features. y

I ntroduced I ndia¶ s

first UV lig ht te chnology Washing Machine, Digi-Marine and

Digi-Ocean. This has other features like Hand Wash, LCD Display, Delay Time setting etc. for user convenience. y

Developed 6kg SA Washing Machine "Aqua and Pacific".

y

Developed Dolphin, Atlantic , Marine series of 7.0kg SA Washing Machines wit h Gear Drive for improved wash ability and efficiency.

y

I ntroduced

SA 7.0kg Spring wit h Decorative Transparent Panels, Roller Coster

Pulsator, centre water fall & Chrome Knobs. Delight to watch and efficient in use. y

Centre Water Fall Technology for Dolphin which saves water when directed to spin side.

y

Features like Magic Filter for Dolphin and Atlantic series, which are better lint collectors and user friendly.

23


y

I ntroduction

of designer Floral patterns wit h blazing top colours which will give

attractive look to Washing Machine in the 6kg & above FA category. y

Focusing on E nvironmental friendly technologies: R&D is working on series of FA & SA machines which are energy efficient, use lesser water and detergents.

y

I ntroduced

Digi Dolphin Dlx wit h Dire ct Drive technology along with enhanced

features like "Do It Yourself" program. This has multi spin speed, 8 Water levels and dynamic soak features. y

I Developed 6.5Kg FA T LT Drum Careen Plus wit h Direct Drive Motor : This has

advanced features like Sterilization program, Aero Wash technology and self cleaning of Tub. Air Conditioners: y

I ntroduced hig hly

technological AC DC inverter AC : Thishas efficiency better

than even current 5 star as stated and set by Bureau of Energy Efficiency (BEE). It moderates the compressor performance as per need and adjusts compressor rotation to operate with minimum power input, hereby saving more than 40% power saving than the conventional AC. y

I ntroduced V itamin

C filter : This Filter dispenses Vitamin C charged ions with

the cool air. Thereby boosts immunity, keeps skin glowing with its antioxidant property hence keeps the user fresh and vibrant. y

Added t he Gold Fin E vaporator for enhanced reliability and durability of A: The indoor unit cooling coil is coated with Gold anti corrosive agent which keeps the cooling coil in excellent and efficient working condition for a long t ime.

y

Developed multi utility U niversal Remote: This remote can operate AC (Videocon brand) and CE products like LCD/LED TV, Set top box, DVD player etc (LG/SS/Philips/Videocon/Akai etc) thereby providing multiple solutions with a single remote.

24


Microwave Ovens: y

I ntroduction

of Auto Cook Recipe Function with categorization like Sweets,

Beverages, Snacks, Meals, etc. For the ease of cooking, pre-programmed menu enables microwave to do all the functions with a single touch. y

Developed Sensi Grill Function which senses the cooking cycle in between of cycle to turn over and give a home cooking taste. This function gives you alarm after completion of half cycle to t urn your food in Grill Model.

y

Added Deodorizer feature which helps in removing post cooking odour from microwave. This way the odour does not mix with next recipe and makes it healthy and tasty.

y

I ntroduced

Lemon Clean feature to remove all odour after cooking. With this all

the oil and food particles can be cleaned easily. y

Developed an Anti Bacterial Cavity to retard the growth of bacteria and make your food healthy to eat. Even if some food particle is left over in Microwave Oven no microbial growth sustains due to anti bacterial cavity.

y

Developed a range of touch screen microwaves which cooks better keeping food nutrients intact with multi stage & express coo king.

Future

Plan of Action:

In near future, the Company shall continue to focus on all the areas mentioned earlier and also aims to offer new technologies and processes to provide better products at affordable prices to the customers. The Company proposes the following R & D activities in near future: y

To bring in features of various products together;

y

Continuous upgradation of technologies for better features, better quality and improved reliability for reduce/low prices; and

25


y

Reducing the electricity consumption for consumer electronics and home appliances.

26


CHAPTER-4 4. ANALYSIS AND INTERPRETATION OF DATA

4.1 DESCR IPTIVE STATISTICS

4.1.1 Response about the support from the HR department SL NO

NUMBER

PARTICULAR

OF

RESPONDENTS

PERCENTAGE

1

Highly satisfied

18

36

2

Satisfied

29

58

3

Neutral

3

6

4

Dissatisfied

0

0

5

Highly satisfied

0

0

Total

50

100

(Table 4.1) 70 58

60 50 40

36 Series1

30 20 6

10

0

0

Dissatisfied

highly Dissatisfied

0 Highly Satisfied

Satisfied

Netural

(Chart 4.1)

INTERPRETAT ION

The table shows that 58% of the respondents are satisfied with the support they are gett ing from the HR department. 27


4.1.2 Management is interested in motivating the employees

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

27

54

2

Agree

20

40

3

Neutral

3

6

4

Disagree

0

0

5

Strongly Disagree

0

0

Total

50

100

(Table 4.2)

Management is interested in motivating the employees 60

54

50 40 40 30

Series1

20 10

3

0

0

0 Strongly Agree

Agree

Netural

Disagree Strongly Disagree

(Chart 4.2) INTERPRETAT ION

The table shows that 54% of the respondents are strongly agreeing that t he management is interested in motivating the employees.

28


4.1.3 The type of incentives motivates you more

SL NO

NUMBER

PARTICULAR

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% Financial Incentives Non Financial Incentives

52%

Both 18%

(Chart 4.3)

INTERPRETAT ION

The table shows that 52% of the respondents are expressing that both financial and non financial incentives will equally motivate them.

29


4.1.4 Satisfaction with the present incentives scheme

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Highly satisfied

18

36

2

Satisfied

29

58

3

Neutral

3

6

4

Dissatisfied

0

0

5

Highly satisfied

0

0

Total

50

100

(Table 4.4)

Satisfaction

with the present incentives provided by the organization

70% 58%

60% 50% 40%

36%

30% 20% 6%

10%

0%

0%

Dissatisfied

highly Dissatisfied

0% Highly Satisfied

Satisfied

Netural

(Chart 4.4)

INTERPRETAT ION

The table shows that 58% of the respondents are satisfied with the present incentive scheme of the organization.

30


4.1.5 The company is eagerness in recognizing and acknowledging employee¶s work

SL NO

NUMBER

PART ICULAR

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 70% 58%

60% 50% 40%

36%

30% 20% 6%

10%

0%

0%

0% Strongly Agree

Agree

Netural


(Chart 4.5)

INTERPRETAT ION

From the study, 58% of employees agreed that the company is eager in recognizing and acknowledging their work, 36% strongly agreed and only 6% showed neutra l response.

31


4.1.6.1 Periodical increase in salary

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

12

24

2

Agree

23

46

3

Neutral

3

6

4

Disagree

9

18

5

Strongly Disagree

3

6

Total

50

100

(Table 4.6)

Periodical increase

50% 45% 40% 35% 30% 25% 20% 15%

in salary

46%

24%

Series1

18%

10% 5% 0%

6%

Strongly Agree

Agree

6%

Netural


(Chart 4.6)

INTERPRETAT ION

The table shows 46% of employees agree that there is a periodical increase in the salary.

32


4.1.6.2 Job Security existing in the company.

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

15

30

2

Agree

18

36

3

Neutral

11

22

4

Disagree

3

6

5

Strongly Disagree

3

6

Total

50

100

(Table 4.7)

Job

40% 35%

security exist in the company

36% 30%

30% 25%

22%

20% 15% 10%

6%

6%

Disagree

Strongly Disagree

5% 0% Strongly Agree

Agree

Netural

(Chart 4.7)

INTERPRETAT ION

The table shows 35% of employees agree with good job security exist in the co mpany.

33


4.1.6.3 Good relations with the co-workers.

SL NO

NUMBER

PART ICULAR

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 4.8)

Good

60%

relations with co-workers

54%

50% 40% 30% 30% 16%

20% 10%

0%

0%

Disagree

Strongly Disagree

0% Strongly Agree

Agree

Netural

(Chart 4.8)

INTERPRETAT ION

The table shows 54% of the respondents agree that they have goo d relations with co-worker.

34


4.1.6.4 Effective performance appraisal system.

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

10

20

2

Agree

23

46

3

Neutral

8

16

4

Disagree

6

12

5

Strongly Disagree

3

6

Total

50

100

(Table 4.9)

E ffective performance appraisal system.

50%

46%

45% 40% 35% 30% 25%

20%

20%

16% 12%

15% 10%

6%


Agree

Netural

Disagree

Strongly Disagree

(Chart 4.9)

INTERPRETAT ION

The table shows 46% of the respondents agree to effective performance appraisal system existing in the company.

35


4.1.6.5 Effective promotional opportunities in present job,

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

9

18

2

Agree

26

52

3

Neutral

9

18

4

Disagree

3

6

5

Strongly Disagree

3

6

Total

50

100

(Table 4.10)

E ffective promotional opportunities in present

60%

job

52%

50% 40% 30% 20%

18%

18% 6%

10%

6%

0% Strongly Agree

Agree

Netural


(Table 4.10)

INTERPRETAT ION

The table shows 52% of the respondents agree with effective promotional opportunities in their present job.

36


4.1.6.6 Good safety measures existing in the organization.

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

15

30

2

Agree

23

46

3

Neutral

3

6

4

Disagree

6

12

5

Strongly Disagree

3

6

Total

50

100

(Table 4.11)

Good

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

safety measures existing in the organization.

46%

30%

12% 6%

Strongly Agree

Agree

Netural

6%


(Chart 4.11)

INTERPRETAT ION

The table shows 46% of the respondents agree that there is a good safety measure existing in the company.

37


4.1.6.7 Performance appraisal activities are helpful to get motivated.

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

9

18

2

Agree

23

46

3

Neutral

6

12

4

Disagree

3

3

5

Strongly Disagree

9

18

Total

50

100

(Table 4.12)

Performance appraisal activities are helpful to get motivated

50%

46%

45% 40% 35% 30% 25% 20%

18%

18% 12%

15% 10%

6%


Agree

Netural

Disagree

Strongly Disagree

(Chart 4.12)

INTERPRETAT ION

The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get motivated.

38


4.1.6.8 Support from the co-worker is helpful to get motivated

SL NO

NUMBER

PART ICULAR

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 4.13)

Support

from the co-worker is helpful to get motivated

70% 58%

60% 50% 40% 30%

24%

20%

12% 6%

10% 0% 0% Strongly Agree

Agree

Netural

Disagree

Strongly Disagree

(Chart 4.13)

INTERPRETAT ION

The table shows 58% of the respondents agree that the support from the co -worker is helpful to get motivated.

39


4.1.6.9 Career development opportunities are helpful to get motivated SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Strongly Agree

10

20

2

Agree

26

52

3

Neutral

2

4

4

Disagree

4

8

5

Strongly Disagree

8

16

Total

50

100

(Table No.4.14)

60% 52% 50% 40% 30% 20% 20%

16% 8%

10%

4%

0% Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

(Chart 4.14) INTERPRETAT ION

The table shows 52% of the respondents agree that the career development o pportunities are helpful to get motivated.

40


4.1.7 Factors which motivates you the most. SL NO

NUMBER

PART ICULAR

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 4.15)

12%

Salary increase

10%

42%

Promotion Leave

6%

Motivational talk Recognition

30%

(Chart 4.15)

INTERPRETAT ION

The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

41


4.1.8 Incentives and other benefits will influence your performance SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Influence

32

64

2

Does not influence

12

24

3

No opinion

6

12

Total

50

100

(Table 4.16)

12% Influence

24%

Does not influence 64%

No opinion

(Chart 4.16)

INTERPRETAT ION

The table shows 64% of the respondents responded that incentives and ot her benefits will influence their performance

42


4.1.9 Management involves you in decision making which are connected to your department.

SL NO

NUMBER

PART ICULAR

OF

RESPONDENTS

PERCENTAGE

1

Yes

47

94

2

No

0

0

3

Occasionally

3

6

Total

50

100

(Table 4.17)

0%

6%

94%

Yes

No

Occasionally

(Chart 4.17)

INTERPRETAT ION

The table shows 94% of the respondents agree that they the Management involve them in decision making which are connected to your department.

4.2 INFERENTIAL STATISTICS 43


Ho: There is no significant relationship between incentives and employee¶s performance.

Incentives Employee performance

Mean 1.72

Std. Deviation .573

1.50

.707

N 50 50

Correlations

Incentives

Employee performance

Incentives Pearson Correlation 1 Sig. (2-tailed) . Sum of Squares 16.080 and Cross-products Covariance .328 N Pearson Correlation .655(**)

Sig. (2-tailed) Sum of Squares and Cross-products Covariance N ** Correlation is significant at the 0.01 level (2-tailed).

Employee performance .655(**) .000 13.000 .265 50

50

50

50

1

.000

.

13.000

24.500

.265

.500

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that is ³There is no significant relationship between incentives and employee¶s performance ´ is rejected and an alternative hypothesis is framed.

H1: There is significant relationship between incentives and employee¶s per formance.

Ho: There is no significant relationship between career development opportunities and the

extent of employee motivation 44


Mean career development opportunities extent of motivation

Std. Deviation

N

3.70

1.035

50

3.36

1.317

45

Correlations

career development opportunities

career development opportunities

extent of motivation

1

.909(**)

.

.000

52.500

52.111

1.071

1.184

Pearson Correlation

Sig. (2-tailed) Sum of Squares and Cross products Covariance N extent of Pearson motivation Correlation Sig. (2-tailed) Sum of Squares and Cross products Covariance N ** Correlation is significant at the 0.01 level (2-tailed).

.909(**)

1

.000

.

52.111

76.311

1.184

1.734

50

45

45

45

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that is ³

There is no significant relationship between career development opportunities and the

extent of employee motivation´ is rejected and an alternative hypothesis is framed. H1: There is significant relationship between career development opportunities and the

extent of employee motivation Ho: There is no significant relationship between performance appraisal system and the

extent of motivation. Mean 45

Std.

N


Deviation Performance appraisal system Extent of Motivation

2.40

1.143

50

2.60

1.355

50

Correlations performance appraisal system Performance Pearson 1 appraisal system Correlation Sig. (2-tailed) . Sum of Squares and Cross64.000 products Covariance 1.306 N Extent of Pearson .962(**) Motivation Correlation Sig. (2-tailed) .000 Sum of Squares and Cross73.000 products Covariance 1.490 N ** Correlation is significant at the 0.01 level (2-tailed).

Extent of Motivation .962(**) .000 73.000 1.490 50

50

50

50

1 . 90.000 1.837

Inference:


There is no significant relationship between performance appraisal system and the

extent of motivation´ is rejected and an alternative hypothesis is framed.

H1: There is significant relationship between performance appraisal system and the extent

of motivation.

Ho: There is no significant relationship between interpersonal relationship in the

organization and extent o f motivation.

46


Mean Employee relations Extent of motivation

Std. Deviation

N

1.86

.670

50

2.18

1.119

50

Correlations

Employee relations Employee relations

Pearson 1 Correlation Sig. (2-tailed) . Sum of Squares and Cross22.020 products Covariance .449 N Extent of Pearson .877(**) motivation Correlation Sig. (2-tailed) .000 Sum of Squares and Cross32.260 products Covariance .658 N ** Correlation is significant at the 0.01 level (2-tailed).

Extent of motivation .877(**) .000 32.260 .658 50

50

50

50

1 . 61.380 1.253

Inference:


There is no significant relationship between interpersonal relationship in the organization

and extent of motivation.´ is rejected and an alternative hypot hesis is framed.

H1: There is significant relationship between interpersonal relationship in the organization

and extent of motivation.

47


CHAPTER-5

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 o f the business objectives.

This project entitled as ³Employee motivation´ was done to find out the factors which will motivate the employees. The study undertakes various efforts to analyze all of them in great details. The researcher in this project at the outset gives the clear idea of the entire department existing in the company. From the study, the researcher was able to find some of the important factors which motivate the employees. Factors like financial incentives and non financial inventive, performance appraisal system, good relationship with co-workers, promotional opportunities in the present job, employee participation in decision making are 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.

48


5.2 FINDINGS The findings of the study are follows y

The Videocon industries has a well defined organization structure.

y

There is a harmonious relationship is exist in the organization between employees and management.

y

The employees are really motivated by the management.

y

The employees are satisfied with the present incentive plan of the company.

y

Most of the workers agreed that the company is eager in recognizing and acknowledging their work.

y

The study reveals that there is a good relationship exists among employees.

y

Majority of the employees agreed that there job security to their present job.

y

The company is providing goo d safety measures for ensuring the employees safety.

y

From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the coworkers in helpful to get motivated.

49

y

The study reveals that increase in the salary w ill motivates the employees more.

y

The incentives and other benefits will influence the performance of the employees.


5.3 SUGGESTIONS The suggestions for the findings from the study are follows

y

Most of the employees agree that the performance appraisal activities are helpful to get motivated, so the company should try to improve performance appraisal system, so that they can improve t heir performance.

y

Non financial incentive plans should also be implemented; it can improve the productivity level of the employees.

y

Organization should give importance to communication between employees and gain co-ordination through it.

y

Skills of the employees should be appreciated.

y

Better carrier development opportunities should be given to the employees for their improvement.

y

If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization

50


5.4 LIMITATIONS OF THE STUDY The limitations of the study are the following y

The data was collected through questionnaire. The responds from the respondents may not be accurate.

y

51

The sample taken for the study was only 50 and the results drawn may not be accurate.

y

Since the organization has strict control, it acts as another barrier for getting data.

y

Another difficulty was very limited time-span of the project.

y

Lack of experience of Researcher.


5.5 CONCLUSION The study concludes that, the motivational program procedure in VIDEOCON INDUSTRIES

is found effective but not highly effective. The study on employee

motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 50 employees and collected information through structured questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the o rganization.

The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

52

A Project on Employee Motivation

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