A STUDY ON EMPLOYEE MOTIVATION

A PROJECT ON
EMPLOYEE
MOTIVAYION

Student Name: Vanishree Pastay

Register Number: 1702008270

Guide Name: KAUTILYA TIWARI

Status: APPROVED
Registration Number: MBADL0111
A STUDY ON EMPLOYEE MOTIVATION

Contents

CHAPTER-1

1.1 Introduction

1.2 Research Problem

1.3 Signification Of The Study

1.4 Objectives of The Study

1.5 Research Hypothesis

1.6 Research Methodology

CHAPTER 2

LITERATURE REVIEW

2.1 The concept of motivation

2.2 Definition of Motivation.

2.3 Significance of Motivation

A STUDY ON EMPLOYEE MOTIVATION

2.4 Motivation Process.

2.5 Theories of Motivation.

2.6 Types of Motivation.

2.7 Incentives

2.8 Motivation is the key to performance improvement

CHAPTER-3

3.1 Industrial Profile

3.2 Company Profile

3.3 Department Profile

CHAPTER-4

4. ANALYSIS AND INTERPRETATION OF DATA

4.1 Descriptive Statistics

4.2 Inferential Statistics

A STUDY ON EMPLOYEE MOTIVATION

CHAPTER-5

5.1 Summary

5.2 Findings

5.3 Suggestion

5.4 Limitations of Study

5.5 Conclusion

5.6 Scope for Future Research

A STUDY ON EMPLOYEE MOTIVATION

CHAPTER-1

1.1 INTRODUCTION

The project work entitled a STUDY ON EMPLOYEE

MOTIVATION with special reference to Hyderabad Industries Ltd;
Thrissur is mainly conducted to identify the factors which will
motivate the employees and the organizational functions in
Hyderabad Industries Ltd, Thrissur.

Management’s basic job is the effective utilization of human

resources for achievements of organizational objectives. The
personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and
to develop the talent of people at work to the fullest satisfaction.
Motivation implies that one person, in organization context a
manager, includes another, say an employee, to engage in action by
ensuring that a channel to satisfy those needs and aspirations
becomes available to the person. In addition to this, the strong needs
in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the
organization.
A STUDY ON EMPLOYEE MOTIVATION

Employee motivation is one of the major issues faced by every

organization. It is the major task of every manager to motivate his
subordinates or to create the ‘will to work’ among the subordinates.
It should also be remembered that a worker may be immensely
capable of doing some work; nothing can be achieved if he is not
willing to work. A manager has to make appropriate use of
motivation to enthuse the employees to follow them. Hence this
studies also focusing on the employee motivation among the
employees of Hyderabad Industries Ltd.

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 charts.

1.2 RESEARCH PROBLEM

The research problem here in this study is associated with the

motivation of employees of HYDERABAD INDUSTRIES
LIMITED, Thrissur. 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,

A STUDY ON EMPLOYEE MOTIVATION

2. The perceived fairness of promotion system within a

company,
3. Quality of the working conditions,
4. Leadership and social 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:

“What 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,
A STUDY ON EMPLOYEE MOTIVATION

absenteeism and turnover. Employee delight has to be managed in

more than one way. This helps in retaining and nurturing the true
believers “who can deliver value to the organization. Proliferating
and nurturing the number of “true believers” 1is the challenge for
future and present HR managers.

This means innovation and creativity. It also means a change in the

gear for HR polices and practices. The faster the organizations
nurture their employees, the more successful they will be. The
challenge before HR managers today is to delight their employees
and nurture their creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective

employee motivation. This research study examines types and levels
of employee motivational programmes and also discusses
management ideas that can be utilized to innovate employee
motivation. It helps to provide insights to support future research
regarding strategic guidance for organizations that are both providing
and using reward/recognition programs.

1.4 OBJECTIVES OF THE STUDY

A STUDY ON EMPLOYEE MOTIVATION

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.

2. To study the effect of job promotions on employees.

3. To learn the employee’s satisfaction on the interpersonal

relationship exists in the organization.

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.
A STUDY ON EMPLOYEE MOTIVATION

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.

Ho: There is no significant relationship between interpersonal

relationship in the organization and extent of motivation.

1.6 RESEARCH METHODOLOGY.

Research is a systematic method of finding solutions to problems. It
is essentially an investigation, a recording and an analysis of
evidence for the purpose of gaining knowledge. According to
Clifford woody, “research comprises of defining and redefining
A STUDY ON EMPLOYEE MOTIVATION

problem, formulating hypothesis or suggested solutions, collecting,

organizing and evaluating data, reaching conclusions, testing
conclusions to determine whether they fit the formulated
hypothesis”2

1.6.1 Sampling Design.

A sample design is a finite plan for obtaining a sample from a given
population. Simple random sampling is used for this study.

1.6.2 Universe.
The universe chooses for the research study is the employees of
Hyderabad Industries Ltd.

1.6.3 Sample Size.

Number of the sampling units selected from the population is called
the size of the sample. Sample of 50 respondents were obtained from
the population.

1.6.4 Sampling Procedure.

The procedure adopted in the present study is probability sampling,
which is also known as chance sampling. Under this sampling
A STUDY ON EMPLOYEE MOTIVATION

design, every item of the frame has an equal chance of inclusion in

the sample.

1.6.5 Methods of Data Collection.

The data’s were collected through Primary and secondary sources.

1.6.5.1 Primary Sources.

Primary data are in the form of “raw material” to which statistical
methods are applied for the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected
through questionnaire.

1.6.5.2 Secondary Sources.

Secondary data’s are in the form of finished products as they have
already been treated statistically in some form or other.
The secondary data mainly consists of data and information collected
from records, company websites and also discussion with the
management of the organization. Secondary data was also collected
from journals, magazines and books.

1.6.6 Nature of Research.

Descriptive research, also known as statistical research, describes
data and characteristics about the population or phenomenon being
A STUDY ON EMPLOYEE MOTIVATION

studied. Descriptive research answers the questions who, what,

where, when and how.
Although the data description is factual, accurate and systematic, the
research cannot describe what caused a situation. Thus, descriptive
research cannot be used to create a causal relationship, where one
variable affects another. In other words, descriptive research can be
said to have a low requirement for internal validity.

1.6.7 Questionnaire.
A well defined questionnaire that is used effectively can gather
information on both overall performance of the test system as well as
information on specific components of the system. A defeated
questionnaire was carefully prepared and specially numbered. The
questions were arranged in proper order, in accordance with the
relevance.

1.6.8 Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and
ranking questions.

1.6.9 Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires,
which were distributed and all of them were collected back as
A STUDY ON EMPLOYEE MOTIVATION

completed questionnaire. On the basis of doubts raised by the

respondents the questionnaire was redialed to its present form.

1.6.10 Sample
A finite subset of population, selected from it with the objective of
investigating its properties called a sample. A sample is a
representative part of the population. A sample of 50 respondents in
total has been randomly selected. The response to various elements
under each questions were totaled for the purpose of various
statistical testing.

1.6.11. Variables of the Study.

The direct variable of the study is the employee motivation
Indirect variables are the incentives, interpersonal relations, career
development opportunities and performance appraisal system.

1.6.12. Presentation of Data.

The data are presented through charts and tables.

1.6.13. Tools and Techniques for Analysis.

Correlation is used to test the hypothesis and draw inferences.
A STUDY ON EMPLOYEE MOTIVATION

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.
A STUDY ON EMPLOYEE MOTIVATION

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

The word motivation has been derived from motive which means any
idea, need or emotion that prompts a man in to action. Whatever may
be the behavior of man, there is some stimulus behind it .Stimulus is
dependent upon the motive of the person concerned. Motive can be
known by studying his needs and desires.

There is no universal theory that can explain the factors influencing

motives which control mans behavior at any particular point of time.
In general, the different motives operate at different times among
different people and influence their behaviors. The process of
motivation studies the motives of individuals which cause different
type of behavior.
A STUDY ON EMPLOYEE MOTIVATION

2.2 Definition of Motivation.

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

Motivation = “The processes that account for an individual’s

intensity, direction, and persistence of effort toward achieving a
goal”
• Intensity = how hard an employee tries
• Direction = should benefit the organization (i.e. quality of
effort counts!)
• Persistence = how long can an employee maintain his/her
effort?
Note: the goal is an “organizational” goal

Some Key Points: Motivation is not directly observable (it is internal

to each employee), it is personal (what is arousing differs and how
behavior is directed is often different), however the process is
common and it is goal directed

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
A STUDY ON EMPLOYEE MOTIVATION

the purpose of the organization. The following results may be

expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides

them with opportunities to fulfill their physiological and
psychological needs. The workers will cooperate voluntarily with
the management and will contribute their maximum towards the
goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon

their skills and knowledge so that they are able to contribute to the
progress of the organization. This will also result in increased
productivity.

3. The rates of labor’s turnover and absenteeism among the workers

will be low.

4. There will be good human relations in the organization as friction

among the workers themselves and between the workers and the
management will decrease.

5. The number of complaints and grievances will come down.

Accident will also be low.
A STUDY ON EMPLOYEE MOTIVATION

6. There will be increase in the quantity and quality of products.

Wastage and scrap will be less. Better quality of products will also
increase the public image of the business.

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 types of needs;
A STUDY ON EMPLOYEE MOTIVATION

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 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
A STUDY ON EMPLOYEE MOTIVATION

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 “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.
A STUDY ON EMPLOYEE MOTIVATION

The crux of Maslow’s theory is that human needs are arranged in

hierarchy composed of five categories. The lowest level needs are
physiological and the highest levels are the self actualization needs.
Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in
a higher scale or system of values. As the lower needs are satisfied,
higher needs emerge. Higher needs cannot be satisfied unless lower
needs are fulfilled. A satisfied need is not a motivator. This
resembles the standard economic theory of diminishing returns. The
hierarchy of needs at work in the individual is today a routine tool of
personnel trade and when these needs are active, they act as powerful
conditioners of behavior- as Motivators.
Hierarchy of needs; the main needs of men are five. They are
physiological needs, safety needs, social needs, ego needs and self
actualization needs, as shown in order of their importance.

Self-
Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs
A STUDY ON EMPLOYEE MOTIVATION

The above five basic needs are regarded as striving needs which
make a person do things. The first model indicates the ranking of
different needs. The second is more helpful in indicating how the
satisfaction of the higher needs is based on the satisfaction of lower
needs. It also shows how the number of person who has experienced
the fulfillment of the higher needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder

responding first to the physiological needs for nourishment, clothing
and shelter. These physical needs must be equated with pay rate, pay
practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be

free from danger, either from other people or from environment. The
individual want to assured, once his bodily needs are satisfied, that
they are secure and will continue to be satisfied for foreseeable
feature. The safety needs may take the form of job security, security
against disease, misfortune, old age etc as also against industrial
injury. Such needs are generally met by safety laws, measure of
social security, protective labor laws and collective agreements.
A STUDY ON EMPLOYEE MOTIVATION

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.
A STUDY ON EMPLOYEE MOTIVATION

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.
A STUDY ON EMPLOYEE MOTIVATION

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
• Individuals inherently dislike work.
• People must be coerced or controlled to do work to achieve the
objectives.
• People prefer to be directed

Y Theory
• People view work as being as natural as play and rest
• People will exercise self direction and control towards
achieving objectives they are committed to
• People learn to accept and seek responsibility.

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
A STUDY ON EMPLOYEE MOTIVATION

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
A STUDY ON EMPLOYEE MOTIVATION

intangible incentives like ego-satisfaction, self-actualization and

responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- 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 stimulus.
A STUDY ON EMPLOYEE MOTIVATION

Are they born with the self-motivation or drive? Yes and no. If no,
they can be motivated, for motivation is a skill which can and must
be learnt. This is essential for any business to survive and succeed.

Performance is considered to be a function of ability and motivation,

thus:

• Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand
motivation can be improved quickly. There are many options and an
uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

• Positive reinforcement / high expectations

• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance
A STUDY ON EMPLOYEE MOTIVATION

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

3.1 INDUSTRIAL PROFILE

Asbestos is a group of minerals with long, thin fibrous crystals. The

word "asbestos" is derived from a Greek adjective meaning
inextinguishable. The Greeks termed asbestos the "miracle mineral"
because of its soft and pliant properties, as well as its ability to
withstand heat. Asbestos became increasingly popular among
manufacturers and builders in the late 19th century due to its
resistance to heat, electricity and chemical damage, its sound
absorption and tensile strength. When asbestos is used for its
resistance to fire or heat, the fibers are often mixed with cement or
woven into fabric or mats. Asbestos was used in some products for
its heat resistance, and in the past was used on electric oven and
hotplate wiring for its electrical insulation at elevated temperature,
and in buildings for its flame-retardant and insulating
properties, tensile strength, flexibility, and resistance to chemicals.

The main product ASBESTOS CEMENT SHEET is primarily a

cement based product were about 10-15% asbestos fiber is needed to
A STUDY ON EMPLOYEE MOTIVATION

reinforce the cement is weather proof, even through it absorbs

moisture, the water will not pass through the product. Asbestos
cement is used for corrugated sheets, slates, flat sheet for animal
pens, cladding molded fitting, water system rain water gutters, down
pipes, under ground pipes and sewer pipes, skills, chalkboards. Most
of the asbestos consumed globally is chrysolite. Russia, Kazakhstan
is major producers of asbestos. The studies across the globe had not
found any increased risk of carrier to the workers even at the levels
of fiber/cubic centimeter, whereas the Indian chrysolite cement
industry works well bellow 0.5 fiber/cubic centimeter.

3.1.1 Historic usage

Asbestos was named by the ancient Greeks who also recognized
certain hazards of the material. The Greek geographer Strabo and the
Roman naturalist Pliny the Elder noted that the material damaged
lungs of slaves who wove it into cloth. Charlemagne, the first Holy
Roman Emperor, is said to have had a tablecloth made of asbestos.

Wealthy Persians, who bought asbestos imported over the Hindu

Kush, amazed guests by cleaning the cloth by simply exposing it to
fire. According to Biruni in his book of Gems, any cloths made of
asbestos were called shastakeh. Some of the Persians believed the
fiber was fur from an animal named samandar that lived in fire and
died when exposed to water.
A STUDY ON EMPLOYEE MOTIVATION

Some archeologists believe that ancients made shrouds of asbestos,

wherein they burned the bodies of their kings, in order to preserve
only their ashes, and prevent their being mixed with those of wood or
other combustible materials commonly used in funeral pyres. Others
assert that the ancients used asbestos to make perpetual wicks
for sepulchral or other lamps. In more recent centuries, asbestos was
indeed used for this purpose. Although asbestos causes skin to itch
upon contact, ancient literature indicates that it was prescribed for
diseases of the skin, and particularly for the itch. It is possible that
they used the term asbestos for alumen plumosum, because the two
terms have often been confused throughout history.

Asbestos became more widespread during the industrial revolution;

in the 1860s it was used as insulation in the U.S. and Canada.
Development of the first commercial asbestos mine began in 1879 in
the Appalachian foothills of Quebec. By the mid 20th century uses
included fire retardant coatings, concrete, bricks, pipes and fireplace
cement, heat, fire, and acid resistant gaskets, pipe insulation, ceiling
insulation, fireproof drywall, flooring, roofing, lawn furniture, and
drywall joint compound.

Approximately 100,000 people in the United States have died, or will

die, from asbestos exposure related to ship building. In the Hampton
Roads area, a shipbuilding center, mesothelioma occurrence is seven
times the national rate. Thousands of metric tons of asbestos were
A STUDY ON EMPLOYEE MOTIVATION

used in World War II ships to wrap the pipes, line the boilers, and
cover engine and turbine parts. There were approximately 4.3 million
shipyard workers in the United States during WWII; for every
thousand workers about fourteen died of mesothelioma and an
unknown number died from asbestosis.

Asbestos fibers were once used in automobile brake pads and shoes.
Since the mid-1990s, a majority of brake pads, new or replacement,
have been manufactured instead with linings made of ceramic,
carbon, metallic and Aramid fiber (Twaron or Kevlar—the same
material used in bullet-proof vests). Kent, the first filtered
cigarette on the market, used crocidolite asbestos in its "Micronite"
filter from 1952 to 1956.

The first documented death related to asbestos was in 1906. In the

early 1900s researchers began to notice a large number of early
deaths and lung problems in asbestos mining towns. The first
diagnosis of asbestosis was made in England in 1924.By the 1930s,
England regulated ventilation and made asbestosis an excusable work
related disease, about ten years sooner than the U.S. The
term Mesothelioma was not used in medical literature until 1931, and
was not associated with asbestos until sometime in the 1940s.

The United States government and asbestos industry have been

criticized for not acting quickly enough to inform the public of
dangers, and to reduce public exposure. In the late 1970s court
A STUDY ON EMPLOYEE MOTIVATION

documents proved that asbestos industry officials knew of asbestos

dangers and tried to conceal them.

In Japan, particularly after World War II, asbestos was used in the
manufacture of ammonium sulphate for purposes of rice production,
sprayed upon the ceilings, iron skeletons, and walls of railroad cars
and buildings (during the 1960s), and used for energy efficiency
reasons as well. Production of asbestos in Japan peaked in 1974 and
went through ups and downs until about 1990, when production
began to drop severely.

3.1.2 Commercially available roofing materials

The weather proofing material is the topmost or outermost layer,

exposed to the weather. Many different kinds of materials have been
used as weather proofing material:

• Thatch is roofing made of plant stalks in overlapping layers.

• Wheat Straw, widely used in England, France and other parts
of Europe.
• Sea grass, used in coastal areas where there are estuaries such
as Scotland. Has a longer life than straw. Claimed to have a life
in excess of 60 years.
• Shingles, called shakes in North America. Shingles is the
generic term for a roofing material that is in many overlapping
A STUDY ON EMPLOYEE MOTIVATION

sections, regardless of the nature of the material. The word is

also used specifically to denote shingles made of wood.
• Red cedar. Life expectancy, up to 30 years. However, young
growth red cedar has a short life expectancy. High cost. Should
be allowed to breathe.
• Hardwood. Very durable roofing found in Colonial Australian
architecture, its use now limited to restorations.
• Slate. High cost with a life expectancy of up to 200 years. Slate
cleaves into thin sheets, making it much lighter than concrete
tiles, though heavier than sheet steel and other light roof
coverings.
• Stone slab. Heavy stone slabs (not to be confused with slate)
1"-2" thick were formerly used as roofing tiles in some regions
in England. Stone slabs require a very heavyweight roof
structure, but their weight makes them storm proof. An obsolete
roofing material.
• Ceramic tile. High cost, life of more then 100 years.
• Imbrex and tegula, style dating back to ancient Greece and
Rome.
• Metal shakes or shingles. Long life. High cost, suitable for
roofs of 3/12 pitch or greater. Because of the flexibility of
metal, they can be manufactured to lock together, giving
durability and reducing assembly time.
A STUDY ON EMPLOYEE MOTIVATION

• Mechanically seamed metal. Long life. High cost, suitable for

roofs of low pitch such as 0.5/12 to 3/12 pitch.
• Concrete, usually reinforced with fibres of some sort. Concrete
tiles require a stronger roof structure than slate, as some owners
have found to their cost.
• Asphalt shingle, made of bitumen embedded in an organic or
fiberglass mat, usually covered with colored, man-made
ceramic grit. Cheaper than slate or tiles. Various life span
expectancies.
• Asbestos shingles. Very long lifespan, fireproof and low cost
but now rarely used because of health concerns.
• Membrane. Membrane roofing is in large sheets, generally
fused in some way at the joints to form a continuous surface.
• Thermosetting plastic (e.g. EPDM rubber). Synthetic rubber
sheets adhered together with contact adhesive or tape. Primary
application is big box store with large open areas and little
vertical protrusions.
• Thermoplastic (e.g. PVC, TPO, CSPE). Plastic sheets welded
together with hot air creating one continuous sheet membrane.
Can be rewelded with the exception of CSPE. Lends itself well
to both big box and small roof application because of its hot air
weld ability.
A STUDY ON EMPLOYEE MOTIVATION

• Modified bitumen - heat welded, asphalt adhered or installed

with adhesive. Asphalt is mixed with polymers such as APP or
SBS, then applied to fiberglass and/or polyester mat, seams
sealed by locally melting the asphalt with heat, hot mopping of
asphalt, or adhesive. Lends itself well to all applications.
• Built-Up Roof - Multiple plies of asphalt saturated organic felt
or coated fiberglass felts. Plies of felt are adhered with hot
asphalt, coal tar pitch or adhesive.
• Sprayed-in-Place Polyurethane Foam (SPUF) - Foam
sprayed in-place on the roof, and then coated with a wide
variety of coatings, or in some instances, covered with gravel.
• Fabric
• Polyester.
• PTFE (synthetic Fluor polymer) embedded in fibre glass.
• Metal roofing. Generally a relatively inexpensive building
material, unless copper is used.
• Galvanized steel frequently manufactured with wavy
corrugations to resist lateral flexing and fitted with exposed
fasteners. Widely used for low cost and durability. Sheds are
normally roofed with this material. Known as Gal iron, it was
the most extensively used roofing material of 20th century
Australia, now replaced in popularity by steel roofing coated
A STUDY ON EMPLOYEE MOTIVATION

with an alloy of zinc and aluminum, claimed to have up to four

times the life of galvanized steel.
• Standing-seam metal with concealed fasteners.
• Mechanically seamed metal with concealed fasteners contains
sealant in seams for use on very low sloped roofs.
• Flat-seam metal with soldered seams.
• Glass Clear windows have been used since the invention of
glass to cover small openings in a building. They provided
humans with the ability to both let light into rooms while at the
same time keeping inclement weather outside. Glass is
generally made from mixtures of sand and silicates, and is very
brittle. Modern glass "curtain walls" can be used to cover the
entire facade of a building. Glass can also be used to span over
a wide roof structure in a "space frame".
• Ceramics, these are such things as tiles, fixtures, etc. Ceramics
are mostly used as fixtures or coverings in buildings. Ceramic
floors, walls, counter-tops, even ceilings. Many countries use
ceramic roofing tiles to cover many buildings. Ceramics used to
be just a specialized form of clay-pottery firing in kilns, but it
has evolved into more technical areas.
• Foam More recently synthetic polystyrene or polyurethane
foam has been used on a limited scale. It is light weight, easily
shaped and an excellent insulator. It is usually used as part of a
A STUDY ON EMPLOYEE MOTIVATION

structural insulated panel where the foam is sandwiched

between wood or cement.

3.2 COMPANY PROFILE

The year 1946 saw the birth of India. It was also the year
HYDERABAD INDUSTRIES LIMITED was founded. Over the
decades, it has blazed a pioneering path in the fibre cement industry
and has grown into a formidable player. The corporate office of HIL
is situated at Hyderabad. The HIL R & D centers situated at
Hyderabad and Faridabad support all its manufacturing units to
achieve excellency in its manufacturing activities. The
Manufacturing facilities are at Hyderabad, Faridabad & Daruhera
(Haryana), Chennai (TN), Jasidih (Jharkhand), Wada (Maharashtra),
Vijayawada, Timmappur (AP),sutariya (UP), Balasore(Orissa) and
Thrissur(kerala).

The company has four regional offices & over 46 sales depots all
over India, all with the purpose of providing convenient services to
customers. HYDERABAD INDUSTRIES LIMITED is a flagship
Company of the C.K.Birla group of Companies, incorporated on 17th
June 1946. HIL has blazed a pioneering path in the building products
industry. HIL has led the cement industry for well over five decades.
Today HIL is a multi product, multi locational organization with a
A STUDY ON EMPLOYEE MOTIVATION

formidable network of branches, depots, stockiest and personnel

spread all over India.

HIL being backed by the organizational and technical expertise of the

Birlas, also has a Board of directors comprising experienced
personnel from Business, Finance and Industry. The Board is chaired
by Mr.C.K.Birla. HIL’s product range include Fibre Cement roofing
sheets in the name of CHARMINAR and MALABAR, Autoclaved
Aerated Concrete Blocks and Panels called AEROCON, Calcium
Silicate insulation product called HYSIL, Jointing material for
Gaskets and Plant and machinery for these products.

The HYDERABAD INDUSTRIES LIMITED, Thrissur is situated 10

km away from the Thrissur town. The exact place where the
company is situated is Athani, which is an industrial area. This
company was incorporated in the year 1985 and commenced
production in 1986 in the name as MALABAR BUILDING
PRODUCTS, which was a joint venture by HIL and KSIDC (Kerala
State Industries Development Corporation. Later in the year 2005
April the company was merged with the HIL completely from the
KSIDC. And in the same year the company changed its name to
HYDRABAD INDUSTRIES LIMITED.
A STUDY ON EMPLOYEE MOTIVATION

About 200 employees are working in HIL, Thrissur as a whole. In

that 110 employees are working in plant, 72 are office staffs and 18
are bargaining staffs. The plant is working for 24 hours and there are
three shifts per day. The whole plant is completely automated. The
HIL Thrissur plant is producing only the AC roofing sheets in the
name of CHARMINAR.

Charminar AC Roofing Sheets have been the No.1 roofing sheets of

choice for more than 50 years now, providing roofing to millions of
low cost houses and to industries, commercial businesses and for
several public utilities. Charminar sheets are widely known for their
superior quality and durability. The raw materials used in the
production process are Fibre, fly ash, rag pulp and cement. Among
these raw materials Fibre is importing from Brazil and Canada and
cement is mainly bought from ACC cements. The Company mainly
sells their products through dealers who are selected by the company.
The finished products are mainly sold in the south India, especially in
Tamil Nadu.

The company has a visionary management and motivated team of

dynamic workers sharing common vision and working in the union.
The company is moving ahead with to innovate and provide excellent
production. HIL is providing to have an operational efficiency
compactable with global standards. As a socially organization, it has
A STUDY ON EMPLOYEE MOTIVATION

contributed significantly towards eco-friendliness and various social

causes.

The company has involved in conducting a lot of community welfare

programme. In this year the company conducted a welfare
programme named ‘SOUHRUTHAM 2008’.

3.1.1 Mission and Vision of Hyderabad Industries Limited

To maintain leadership in Fibre cement products industry and

develop complementary products and services to strengthen the
core business of building products.

• Fulfilment of market needs with cost effective solutions for

enduring and enhanced customer satisfaction.
• Striving for excellence in all the area of company’s operation.
• Innovative solutions to create world class products and services
fostering collective wisdom and commitment of employees to
create corporate and group culture and values which they are
proud to be part of.
• Maintain equitable balance between development and
environmental needs of the society.

3.1.2 Quality Policy

A STUDY ON EMPLOYEE MOTIVATION

Provide products and services that adequately and consistently meet

specified and identified needs of customers by

▪ Continues upgrade of product value and by

▪ Building customer responsive environment

In making and deliverance of the products and services

3.1.3 Research & Development.

Research and Development Center of Hyderabad Industries Limited

is fully equipped with latest state-of-art technology, equipment and
test facilities including Pilot Plants situated in ultra modern spacious
building covering an area of about 11000 sft of main Building and
about 16000 sft area of Pilot Plant. HIL, R & D center is recognized
by Department of Science and Technology Government of India.

HIL have been conferred with the DSIR National Award for R &
D efforts in industry for the year 2000 in the area of new
materials for "AEROCON INSTA PANEL"

Dedicated team of scientists and engineers are constantly working for

product upgradation, optimum utilization of raw materials,
development of substitute materials, new products and new product
applications, saving substantial amount of foreign exchange for the
A STUDY ON EMPLOYEE MOTIVATION

country.The R & D Division has contributed in the following specific

areas:

• Identification and development of environment friendly

building products with emerging market needs.
• Emphasis on process optimization, cost reduction and
development of value added products.
• Effective utilization of energy, water and waste material.
• Absorption of imported technical know-how.
• Development of new products i.e., Aerocon Insta - Panels,
Access Flooring system, pressed sheets, fire protection boards,
Light weight AAC Blocks, non-asbestos jointing material for
automobile industry etc.

Quality Policy

Provide products and services that adequately and consistently meet

specified and identified needs of customers by

▪ Continues upgrade of product value and by

▪ Building customer responsive environment
▪ In making and deliverance of the products and services

Philosophy

HYDERABAD INDUSTRIES LIMITED is committed to good

Corporate Governance. The Company has been following good
A STUDY ON EMPLOYEE MOTIVATION

principles of business over the years by following all the laws and
regulations of the land with an emphasis on accountability,
trusteeship, and integrity. It is our responsibility to ensure that the
organization is managed in a manner that protects and furthers the
interests of our stakeholders.

3.3. DEPARTMENT PROFILE

The organization has mainly 5 departments. They are

1. HUMAN RESOURCE DEPARTMENT

2. FINANCE DEPARTMENT
3. PURCHASE DEPARTMENT
4. MARKETING DEPARTMENT.
5. PRODUCTION DEPARTMENT
3.3.1 ORGANIZATION CHART OF HUMAN RESOURCE DEPARTMENT

General Manager (Works)

A STUDY ON EMPLOYEE MOTIVATION

Manager Industrial Relations

Jr. Manager Establishment

Sr. Officer HR

Security

Time Office Assistants

The managing human resource in the organization is an

important task. Human resource department is doing the
management of human resource in the organization.
Hyderabad Industries Limited follows a system in HR
department that each authority coming under the General
Manager (works) has to report directly to General Manager
(Works) in the hierarchy. This will helps to speed up the
communication flow in the organization.

3.3.2 ORGANISATION CHART OF FINANCE

DEPARTMENT
A STUDY ON EMPLOYEE MOTIVATION

Deputy Manager Accounts

Assistant manager

Sr. Accounts Officer

Assistants

Sound financial decisions have been one of the critical

practices in the success of Hyderabad Industries Limited,
Thrissur proper planning and long vision of the financial
managers help the company to undergo to smooth sail. All
monetary transactions of the company are handled and
brought to account by the finance department.
A STUDY ON EMPLOYEE MOTIVATION

3.3.3 ORGANISATION CHART OF PURCAHSE

DEPARTMENT

Sr. Purchase Manager

Assistant Manager Purchase

Purchase Officer

Assistants

The purchase manager is the only person who is the having

the prime authority to make orders for the purchase of raw
materials. After 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.
A STUDY ON EMPLOYEE MOTIVATION

3.3.4 ORGANISATION CHART OF PRODUCTION

DEPARTMENT

Production Manager

Deputy Manager Production Deputy Manager Maintenance

Jr. Manager Production Jr. Manager Production

Shift in charge

The production manager and his team are responsible for

realizing the visions of the company within constraints of
technical possibility. This involves coordinating the
operations of various production activities and maintains a
good flow of work without any blockage.

3.3.5 ORGANISATION CHART OF MARKETING

DEPARTMEN
A STUDY ON EMPLOYEE MOTIVATION

Marketing Manager

Sales Manager

Regional Sales Manager

Area Sales Manager

Sales Officer
Marketing managers coordinate their company’s market
research, sales, pricing and product development. They also
develop marketing, advertising and public relations
strategies. Depending on the size of the company, they may
only focus on a few aspects of the marketing or they may be
involved in the entire process, including administrative duties
and writing and creating marketing materials

3.4. Product Profile

3.4.1 Charminar Aerocon panels.

A STUDY ON EMPLOYEE MOTIVATION

Charminar Aerocon Panel is a unique factory developed

product that fulfills the following Green Building concept.
• Raw material contains up to 40% Fly Ash (recycled
power plant waste).
• Excellent Thermal and Sound Insulation.
• A good fire rating up to 2 hrs. -Depending upon
thickness.
• Factory cured panel -Dry construction at site.
• Completely re-locatable.
• Proven suitable for seismic and cyclone prone zones

Other Benefits:

• Fast track construction -Tongue and groove joining

system allows faster construction.
• Light weight -allows easy handling and erection.
• Excellent water & termite resistance.
• Can be given any surface finish

Applications:
A STUDY ON EMPLOYEE MOTIVATION

Charminar Roofing Sheets are an ideal building material for

roofing and side-cladding in:
• Industrial/ Power Plant Cladding
• Control Room
• Prefabricated site offices
• Prefabricated Houses, Canteens and Rest Rooms
• Partitions
• Police Stations
• School Buildings
• Telephone Exchanges
• ATM Cubicles

3.4.2 Charminar AC roofing Sheets.

Charminar AC Roofing Sheets have been the No.1 roofing
sheets of choice for more than 50 years now. Providing
roofing to millions of low cost houses and to industries,
commercial businesses and for several public utilities.
Charminar sheets are widely known for their superior quality
and durability.
Special Features
A STUDY ON EMPLOYEE MOTIVATION

• Strong & durable

• Weather-proof
• Less noise during rains
• Non-corrosive
Charminar Concreted Roofing Sheets are made from Fibre,
Portland cement and Binder. Fibre in these sheets acts as
reinforcement like steel in RCC. These are owing to their
quality, strength & durability. These are manufactured to
exceed the requirements of strength specified in the relevant
Indian standards.
Standards

• IS: 459-1992 Specification for Corrugated and Semi-

Corrugated Asbestos Cement Sheets.
• IS: 3007 - 1999 Code of practice for laying of Asbestos
Cement Sheets, Part-I, Corrugated Sheets.
• IS: 1626 (Part3) 1994 - Roofing fittings.

Applications
A STUDY ON EMPLOYEE MOTIVATION

Charminar Roofing Sheets are an ideal building material for

roofing and side-cladding in:
• Industrial buildings of all types
• Food Storage Godowns
• Warehouses & Cold Storages
• Poultry farms, dairy farms and other agricultural sheds
• Garages, Verandahs and Outhouses
• Houses
• School buildings
• Public Utility Sheds
• Cooling Towers
• Cinema Halls
• Stadiums
• Railway & Bus Stations

CHAPTER-4

4. ANALYSIS AND INTERPRETATION OF DATA

4.1 DESCRIPTIVE STATISTICS

4.1.1 Response about the support from the HR department

A STUDY ON EMPLOYEE MOTIVATION

SL NO NUMBER OF
PARTICULAR
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

70
58
60

50

40 36
Series1
30

20

10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied

INTERPRETATION

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

4.1.2 Management is interested in motivating the employees

A STUDY ON EMPLOYEE MOTIVATION

SL NO NUMBER OF
PARTICULAR
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

Management is interested in motivating the

employees

60 54
50
40
40

30 Series1
20

10 3
0 0
0
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

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

4.1.3 The type of incentives motivates you more

A STUDY ON EMPLOYEE MOTIVATION

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100

The type of incentives motivates you more

30%
Financial Incentives
Non Financial Incentives
52%
Both
18%

INTERPRETATION

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

4.1.4 Satisfaction with the present incentives scheme

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
A STUDY ON EMPLOYEE MOTIVATION

2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100

Satisfaction with the present incentives provided by

the organization

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied

INTERPRETATION

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

4.1.5 The company is eagerness in recognizing and acknowledging

employee’s work

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
A STUDY ON EMPLOYEE MOTIVATION

2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Eagerness of the company in acknowledging the

work of employees

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

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 neutral response.

4.1.6.1 Periodical increase in salary

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
A STUDY ON EMPLOYEE MOTIVATION

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

Periodical increase in salary

50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows 46% of employees agree that there is a periodical

increase in the salary.

4.1.6.2 Job Security existing in the company.

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 18 36
A STUDY ON EMPLOYEE MOTIVATION

3 Neutral 11 22
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100

Job security exist in the company

40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

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

4.1.6.3 Good relations with the co-workers.

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
A STUDY ON EMPLOYEE MOTIVATION

2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Good relations with co-workers

60% 54%

50%

40%
30%
30%

20% 16%

10%
0% 0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

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

4.1.6.4 Effective performance appraisal system.

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
A STUDY ON EMPLOYEE MOTIVATION

5 Strongly Disagree 3 6
Total 50 100

Effective performance appraisal system.

50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 46% of the respondents agree to effective

performance appraisal system existing in the company.

4.1.6.5 Effective promotional opportunities in present job,

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
5 Strongly Disagree 3 6
A STUDY ON EMPLOYEE MOTIVATION

Total 50 100

Effective promotional opportunities in present job

60%
52%
50%

40%

30%
18% 18%
20%

10% 6% 6%

0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows 52% of the respondents agree with effective

promotional opportunities in their present job.

4.1.6.6 Good safety measures existing in the organization.

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
5 Strongly Disagree 3 6
A STUDY ON EMPLOYEE MOTIVATION

Total 50 100

Good safety measures existing in the organization.

50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

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

4.1.6.7 Performance appraisal activities are helpful to get motivated.

SL NO NUMBER OF
PARTICULAR
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
A STUDY ON EMPLOYEE MOTIVATION

Performance appraisal activities are helpful to get motivated

50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

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

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

SL NO NUMBER OF
PARTICULAR
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
A STUDY ON EMPLOYEE MOTIVATION

Support from the co-worker is helpful to get motivated

70%
58%
60%

50%

40%

30% 24%
20%
12%
10% 6%
0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

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

4.1.6.9 Career development opportunities are helpful to get motivated

SL NO NUMBER OF
PARTICULAR
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
A STUDY ON EMPLOYEE MOTIVATION

60%
52%
50%

40%

30%
20%
20% 16%

10% 8%
4%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION

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

4.1.7 Factors which motivates you the most.

SL NO NUMBER OF
PARTICULAR
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
A STUDY ON EMPLOYEE MOTIVATION

12% Salary increase

10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition

INTERPRETATION

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

4.1.8 Incentives and other benefits will influence your performance

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
A STUDY ON EMPLOYEE MOTIVATION

12%

24% Influence
Does not influence
No opinion
64%

INTERPRETATION

The table shows 64% of the respondents responded that incentives

and other benefits will influence their performance

4.1.9 Management involves you in decision making which are connected to

your department.

SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100
A STUDY ON EMPLOYEE MOTIVATION

0% 6%

94%

Yes No Occasionally

INTERPRETATION

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

Ho: There is no significant relationship between incentives and

employee’s performance.

Std.
Mean Deviation N
Incentives 1.72 .573 50
Employee
1.50 .707 50
performance
A STUDY ON EMPLOYEE MOTIVATION

Correlations
Employee
Incentives performance
Incentives Pearson Correlation 1 .655(**)
Sig. (2-tailed) . .000
Sum of Squares
16.080 13.000
and Cross-products
Covariance .328 .265
N 50 50
Employee Pearson Correlation
.655(**) 1
performance
Sig. (2-tailed) .000 .
Sum of Squares
13.000 24.500
and Cross-products
Covariance .265 .500
N 50 50

** Correlation is significant at the 0.01 level (2-tailed).

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the

null hypothesis that is “There 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 performance.

Ho: There is no significant relationship between career development

opportunities and the extent of employee motivation
A STUDY ON EMPLOYEE MOTIVATION

Std.
Mean Deviation N
career
development 3.70 1.035 50
opportunities
extent of
3.36 1.317 45
motivation

Correlations
career
development extent of
opportunities motivation
career Pearson
development Correlation 1 .909(**)
opportunities
Sig. (2-tailed) . .000
Sum of Squares
and Cross- 52.500 52.111
products
Covariance 1.071 1.184
N 50 45
extent of Pearson
.909(**) 1
motivation Correlation
Sig. (2-tailed) .000 .
Sum of Squares
and Cross- 52.111 76.311
products
Covariance 1.184 1.734
N 45 45

** Correlation is significant at the 0.01 level (2-tailed).

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the

null hypothesis that is “There is no significant relationship
between career development opportunities and the extent of
A STUDY ON EMPLOYEE MOTIVATION

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.

Std.
Mean Deviation N
Performance
2.40 1.143 50
appraisal system
Extent of
2.60 1.355 50
Motivation

Correlations
performance
appraisal Extent of
system Motivation
Performance Pearson
1 .962(**)
appraisal system Correlation
Sig. (2-tailed) . .000
Sum of Squares
and Cross- 64.000 73.000
products
Covariance 1.306 1.490
N 50 50
Extent of Pearson
.962(**) 1
Motivation Correlation
Sig. (2-tailed) .000 .
Sum of Squares
and Cross- 73.000 90.000
products
Covariance 1.490 1.837
N 50 50
A STUDY ON EMPLOYEE MOTIVATION

** Correlation is significant at the 0.01 level (2-tailed).

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the

null hypothesis that is “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 of motivation.

Std.
Mean Deviation N
Employee
1.86 .670 50
relations
Extent of
2.18 1.119 50
motivation
A STUDY ON EMPLOYEE MOTIVATION

Correlations
Employee Extent of
relations motivation
Employee relations Pearson Correlation 1 .877(**)
Sig. (2-tailed) . .000
Sum of Squares and
22.020 32.260
Cross-products
Covariance .449 .658
N 50 50
Extent of Pearson Correlation
.877(**) 1
motivation
Sig. (2-tailed) .000 .
Sum of Squares and
32.260 61.380
Cross-products
Covariance .658 1.253
N 50 50

** Correlation is significant at the 0.01 level (2-tailed).

Inference:

Since the Correlation is significant at the 0.01 level (2-tailed) the

null hypothesis that is “There is no significant relationship between
interpersonal relationship in the organization and extent of
motivation.” is rejected and an alternative hypothesis is framed.

H1: There is significant relationship between interpersonal

relationship in the organization and extent of motivation.
A STUDY ON EMPLOYEE MOTIVATION

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
of the business objectives.

This project entitled as “Employee 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-
A STUDY ON EMPLOYEE MOTIVATION

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.

5.2 FINDINGS
The findings of the study are follows

• The Hyderabad Industries Limited has a well defined

organization structure.
• There is a harmonious relationship is exist in the organization
between employees and management.
• The employees are really motivated by the management.
A STUDY ON EMPLOYEE MOTIVATION

• The employees are satisfied with the present incentive plan of

the company.
• Most of the workers agreed that the company is eager in
recognizing and acknowledging their work.
• The study reveals that there is a good relationship exists among
employees.
• Majority of the employees agreed that there job security to their
present job.
• The company is providing good safety measures for ensuring
the employees safety.
• From the study it is clear that most of employees agrees to the
fact that performance appraisal activities and support from the
coworkers in helpful to get motivated.
• The study reveals that increase in the salary will motivates the
employees more.
• The incentives and other benefits will influence the
performance of the employees.
A STUDY ON EMPLOYEE MOTIVATION

5.3 SUGGESTIONS

The suggestions for the findings from the study are follows

• 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 their performance.

• Non financial incentive plans should also be implemented; it

can improve the productivity level of the employees.

• Organization should give importance to communication

between employees and gain co-ordination through it.

• Skills of the employees should be appreciated.

• Better carrier development opportunities should be given to the

employees for their improvement.
A STUDY ON EMPLOYEE MOTIVATION

• 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

5.4 LIMITATIONS OF THE STUDY

The limitations of the study are the following

• The data was collected through questionnaire. The responds

from the respondents may not be accurate.

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

• Since the organization has strict control, it acts as another

barrier for getting data.

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

• Lack of experience of Researcher.

A STUDY ON EMPLOYEE MOTIVATION

5.4 CONCLUSION

The study concludes that, the motivational program procedure in

HYDERABAD INDUSTRIES LTD 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 organization.

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.
A STUDY ON EMPLOYEE MOTIVATION

5.6 SCOPE FOR FUTURE RESEARCH

The present study on employee motivation helps to get clear picture

about the factors which motivates the employees. This in turn helps
the management to formulate suitable policy to motivate the
employees. Hence, the motivational level of the employees may also
change.

The factors that motivate the employees may change with change in
time because the needs of employees too change with change in time.
So continuous monitoring and close observation of factors that
motivate the employees is necessary to maintain a competent work
force. Only with a competent work force an organization can achieve
its objective. Moreover, human resource is the most asset to any
organization. A further study with in dept analysis to know to what
extent these factors motivate the employees is required.

***************************************