A PROJECT REPORT ON EMPLOYEE MOTIVATION IN BIRLA POWER SOLUTIONS LTD, LALTAPPAR, DEHRADUN

SUMMER INTERNSHIP PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT ACADEMIC SESSION (2008-2010)

SUPERVISED BY: Mr. SHIV PRASAD SHUKLA ASSTT. OFFICER HR

SUBMITTED BY:RAHUL DEV SINGH RAWAT P.G.D.M. - IVTH TRIMESTER GRAPHIC ERA UNIVERSITY

GRAPHIC ERA UNIVERSITY 566/6, BELL ROAD, CLEMENT TOWN, DEHRADUN (UTTARAKHAND)-248001

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PREFACE
On the job training in business organizations infuses among students a sense of critical analysis of the real managerial situations to which they are exposed. This gives them an opportunity to apply their conceptual, theoretical and imaginative skills to real life situations and to evaluate the result thereof. The concept of summer training, which is there in the curriculum of Business Management Schools, serves two purposes. Firstly, it gives the student the fair amount of insights of the problem faced by them. Secondly, this type of project helps Business Management Students to get a firsthand experience of actual working condition, which otherwise is possible only when a student enters a job. Joining any organization without practical experience would be just like getting a driving license without having actually driven a vehicle. In the preparation of this report both the above purpose are kept in mind to make this report more meaningful and purposeful. I undertook my training at BIRLA POWER SOLTUIONS LTD, DEHRADUN. During my training, I gained good experience and in depth knowledge of working of HR managers in a firm. This report is written on account of what I learnt and experienced during my training and I have tried to complete this report with as much perfection as possible.

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INDEX
Page No. 1. ACKNOWLEDGEMENT 2. CANDIDATE'S DECLARATION 3. SUMMARY 4. INTRODUCTION 5. ABOUT BIRLA POWER SOLUTIONS LTD i. CORPORATE PROFILE ii. BIRLA POWER SOLUTION, DEHRADUN iii. OVERVIEW OF MANUFACTURING UNIT iv. BPSL LOGO V. VISION & MISSION & GROUP PHILOSOPHY VI. PRODUCTS VII. DEALERS NETWORK VIII. EXPORTS IX. CLIENTS X. EICHER CLIENTS LIST XI. CAREER & HR MISSION 6. UNDERSTANDING EMPLOYEE'S MOTIVATION I.
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MOTIVATION

ii. MOTIVATION THEORIES iii. TYPES OF PEOPLE & HOW THEY ARE MOTIVATED iv. NINE RULES OF MOTIVATION 7. STATEMENT OF OBJECTIVE 8. RESEARCH METHODOLOGY i. HYPOTHESIS & OTHER TECHNIQUES USED ii. WORKING MODEL

iii. GENERAL QUESTIONNAIRE iv. QUESTIONNAIRE FOR SURVEY v. TEST OF SIGNIFICANCE 9. ANALYSIS & FINDINGS i. ANALYSIS & INTERPRETATION FROM GENERAL QUESTIONNAIRE ii. FINDINGS FROM SURVEY 10. CONCLUSION 11. SUGGESTIONS 12. BIBLOGRAPHY

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ACKNOWLEDGEMENT
In the present world of competition there is a race of existence in which those who are willing to come forward succeed. A project report is like a theoretical and practical working so; with this willingness I joined this particular project. The success of preparing this report became possible by the contribution of numerous individuals towards it. It would be my greatest pleasure to express my gratitude of the intellectual debt from the contribution of such individuals. My special thanks to Mr. Rameshwar Singh, Personnel Head, Mr. Shiv Prasad Shukla, Asstt. Officer, H.R. Deptt, Mr S.B. Dobhal, Asstt. HR, & Mr. Shiv Kumar Sharma, Account officer without whose valuable guidance, regular counseling and support this project would not have ended successfully. I would like to express my heartiest thanks to Honble Mr. MANISH KUMAR, DEAN, FACULTY OF MANAGEMENT STUDIES & Other teachers who gave us an opportunity to carry out the summer training & gain the precious corporate exposure. Last but not least; I would like to extend my sincere gratitude to my family and friends. My indebtedness to my parents will be formal and inadequate in representing the depth of feeling of gratitude towards them.

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DATE (RAHUL DEV SINGH RAWAT)

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DECLARATION

I, Rahul Dev Singh Rawat, hereby declare that the project entitled A STUDY ON EMPLOYEE MOTIVATION , in Birla Power Solutions LTD, assigned to me, during my summer training for the partial fulfillment of PGDM,GRAPHIC ERA UNIVERSITY,DEHRADUN is the original work done by me and the information provided in the study is authentic to the best of my knowledge.

(R AHUL DEV SINGH RAWAT)

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SUMMARY
The project work entitled A STUDY ON EMPLOYEE MOTIVATION with special reference to an ancillary manufacturing unit BIRLA POWER SOLUTIONS LTD, Dehradun is mainly conducted to identify the factors (whether monetary or non monetary) will motivate the employees and the organizational functions & also to know whether or not any relationship exists between age and motivation in the firm. During the life span of work the employee's motivation level may or may not change, but the research shows that as the employees move through the stair cases of personal and job life, the motivation level changes. There are basically two motivation factors for an individual; they are Intrinsic and Extrinsic Factors of Motivation. Former needs are related to the content of job while latter needs are contextual. While correlating age with factors of motivation in this study, it was found out that there is no relation between age and motivation. Considering their age, the sample of 100 employees of Birla Power Solutions LTD was taken which shows no significant preference for a particular motivation factor. For the young age people i.e. who were newly recruited, from age less than 37 years, Promotion was ranked highest among the intrinsic factors of motivation & Adequate Salary got preference above all the extrinsic factors of motivation. While for those, who were working in the unit for more than 15 or 20 years, i.e. people of age greater than 37, Job Security was ranked highest among all the intrinsic factor & Adequate Salary got preference above all the extrinsic factors of motivation.

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INTRODUCTION
Employees are the biggest assets for any organization, without them any organization can't even think of its survival. The ultimate objective is to maximize its wealth and it can happen only by improving the productivity of the company which directly depends on the productivity of the employees who are working in it. The basic functions of HUMAN RESOURCE MANAGEMENT performed by any organization are: Acquisition Development Motivation Maintenance The third one, i.e. motivation is one which requires prime consideration for the consistent performance of the organization. If the employees are dissatisfied while working in the organization it directly leads to the decrease in the level of his/her productivity and of the overall organization as well. Management's basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human
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resources in such a way so as to get maximum output for 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. Employee's 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. A manager has to make appropriate use of motivation to enthuse the employees to follow them.

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BIRLA POWER SOLUTIONS LTD (CORPORATE PROFILE)

BIRLA POWER SOLUTIONS LIMITED

(Formerly Birla Yamaha Limited) (ISO-9001 & ISO14001 COMPANY)

The Yash Birla group is a part of the prestigious house of the Birlas, started by Mr.Baldeo Das Birla, the great-great grandfather of the current chairman. The lineage of Yash Birla group began with Mr.Rameshwar Das, grandfather of Mr.Ashok Birla, the sudden demise of Mr.Ashok Birla, in 1990, plunged his son Yashovardhan into the corporate world. Since then Yash Birla and his group have only emerged stronger than before. Yash Birla has not only brought sick companies to life but has given the group a dynamic strategy like never before. He gave the Group a dream, a global vision and an integrated approach. The Yash Birla groups has a number of companies all over India and under the perfect leadership of the chairman, have made successful forays in the areas of Generators, Multipurpose Engines, Chemicals, Yarns, Pipes, Consumer Durables, Precision Cutting Tools etc.The Group is now set to make a mark in the IT world as its latest diversification. Birla Power Solutions Ltd., (BPSL), a Rs.2500 Crore Yash Birla
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Group Company, established in April1984 in collaboration with globally renowned Yamaha Motor Co. JAPAN by dynamic visionary late Shri Ashok Birla. The Company has many a firsts to its credit. It was the first Company to manufacture portable generators in India in 1986. The Company has the expertise of manufacturing 2 stroke as well as 4 stroke engines. The Company is presently producing a wide range of Generators catering to the power requirements of 500W to 40KW being fuelled by variety of fuel options like Kerosene , Petrol, Diesel, LPG ,CNG ,Biogas etc . It was the 1st Company to roll out Self Start Gensets and became the 1st Company to launch emission compliant Generators under the brand name BIRLA ECOGEN, once again taking a step ahead, to launch low noise gensets, complying with phase-II noise norms and entering a new era of silent technology gensets. BPSL is committed to provide total Power Solution depending upon customer needs by manufacturing Portable Generators, Inverters, Home UPS. To provide complete Power Solution to its esteemed customers under one roof the company has recently started opening POWER SHOPPEE across the country. To support the farming community it includes Water Pumps & Multi Purpose Engines & its application products such as Power Sprayers & Needle Vibrators and Lawn Mowers, under the brand name Ecoshakti. The Company also has plans to increase its range of Pumpsets and Sprayers in the lower power range. The company has recently launched POWER TILLER in the brand name BIRLA HARIT. The Diesel Engine of 11.5 HP used in it has been manufactured by YANMAR, THE GLOBAL LEADER OF ENGINE MANUFACTURING, with their latest technology. This Power Tiller will be very useful particularly to the farmers having small & medium land holdings. The products are extremely compact, light weight, portable and efficient and shall be very popular in the farming
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community because of their reliability, low maintenance and low running cost. In a nutshell, it shall offer VALUE FOR MONEY TO THE FARMERS. To match with the market requirement, the company has launched two new products in Portable Genset segment with the capacity of 900 VA and 5 KVA. With continuous in house R&D, BPSL have also developed the technology of reduction of heating effect generated inside the Generators. The present domestic market share of BPSL Generators is around 32%. Till date, it has more than 4.5 lac satisfied genset owners and a network of more than 600 dealers, spread throughout the country. These dealers are given extensive training and are well equipped to cater to after - sales -service for generators. The company exports a significant percentage of its production to various countries around the globe. Both Generators as well as Multi Purpose Engines are gaining increasing acceptance in the African sub continent, Middle East and Far East countries. The products are sold in competition with known and renowned international brand names.

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BIRLA POWER SOLUTIONS LTD DEHRADUN

The modern manufacturing unit is established near Dehradun (Uttarnachal) in a very scenic and serene backdrop of hills & forest, with a capacity of 125,000 Smaller Gensets and 75,000 Multi Purpose Engines & Higher KVA Gensets of 20000 units per annum. The total area of the factory is 150000 sq. mtrs and the covered area is 17000 sq. mtrs. The connected load is 1550 KVA. Though the power availability in the region is good, Company has DG sets of 850 KVA as stand by captive power. Alternator shop has fully automatic machines capable of producing single phase self excited synchronous alternators upto the capacity of 4.5 KVA. The Machine shop has 79 machines out of which 10 are CNC such as CNC Lathes, CNC Machining Centre & CNC Drill Tap Centre. The Paint shop is having Dip Phosphating to accommodate upto the cube size of 800 mm and conveyorised electrostatic spray painting along with thermic fluid baking for cube size of 600 mm. There are 550 employees in the Company out of which around 200 are skilled workmen. Most of them are ITI educated, and
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the work culture at the factory is very cordial. There has been no loss of production due to Industrial issues for the last 3 years as all employees at all levels are partners in progress. We also extend same philosophy to share benefits of our existing & innovative products with our channel partners, further extended to our valued customers across the globe.. BPSL got ISO 9002 certification in October1998, and has also been awarded ISO14001 certification. In the year 2002, the company has acquired the stake of Yamaha Motor Company Japan. BPSL have become one of the few Indian Companies to buy out the equity of their MNC partner. Today, company has become totally self sufficient in all aspects. BPSL is entering into a new era with constant emphasis on state of - the - art R &D and insistence on quality products. From Gensets to Inverters to Multipurpose Engines you name it, they make it. Today they are spread across the length & breadth of the country and across the globe with a range of products, making them Indias largest provider of power solution products. From being a manufacturer of a single product, they have become a multi-product Company. Today, their name is synonymous with reliable power solutions in every Indian household and hence they decided to rename themselves in a more apt manner: as Birla Power Solutions Ltd. They are growing at a great pace by adding new products, developing new technologies, but the initial idea with which the co. began is still the same to power your dreams.

BIRLA EICHER
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Birla Power tied up with TMTL(Eicher) for manufacturing of DG's with Eicher brand of Engines. Eicher Engines (A Unit of Tafe Motors & Tractors Limited) having state of the art manufacturing unit at Alwar in Rajasthan produces a wide range of world class air cooled & water cooled engines ranging from 17.8 BHP to 57 BHP in technical collaborations & tie-ups with Valtra Finland, 'Ricardo' England, AVL and other reputed companies. The engines are suitable for a range of 7.5 KVA to 45 KVA Diesel Generating Sets. Eicher Engines envisage growing exponentially in Power Generation segment by providing "Economical Power Solutions" with customized products & services to cater a wide range of institutional, private & government customers like Telecom, Petrol pumps, Govt Departments, Banks, Nursing Homes & various Industries. Eicher Engines have created an enviable position in the Industry because of commitment towards product quality and total customer satisfaction. 'Eicher Engines Powered' DG sets are the first choice for most corporates such as Bharti Airtel, Vodafone, Idea, Tata Tele, Ericsson, Motorola, ICICI Prudential, Fullerton India, More, Citifinancial, IDMC, Essar Retail and many others & the engines are well known in market for its operational economics, ruggedness & robustness. It has unique & unmatchable features.

INFRASTRUCTURE FACILITIES
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 FREEHOLD LAND, DEHRADUN: LAL TAPPAR, DEHRADUN: The company has acquired 36.82 acres of land on 6th November 1984; out of which 24.32 acres was converted into leased hold land and the remaining 12.50 acres is freehold land. The land is situated at village Mazri Grant, Pargana Parwa Doon, District Dehradun, outside municipal limits.The land is exempted from Urban Land (ceiling and regulation) Act, 1976 and also the imposition of land holding Act, 1960 is not applicable to it.

LEASE HOLD LAND, DEHRADUN: The company entered into a lease agreement dated April 21, 1986 with the government of Uttar-Pradesh for land measuring 24.32 acres (out of the above 36.82 acres), situated in village Mazri Grant, Pargana Parwa Doon, District Dehradun for a period of 30 years with effect from 21st April 1986. The lease agreement entitles the company to set up an industrial complex to manufacture portable generator sets, multi-purpose engines and systems including components and consumables, establishment of research & development center, residential colony for its staff and employees and guests and provision of civic amenities and recreation facilities for them. RESIDENTIAL PROPERTY: The company purchased a flat on December 29, 1986 from S.C.H. Builders Pvt. Ltd, bearing no.402 in the fourth floor having an area of 2122.46 square feet being part of the building known as Himalaya apartments, bearing municipal No. 75, Rajpur Road,
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Dehradun.

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OVERVIEW OF THE MANUFACTURING UNIT AT DEHRADUN

PLANT DEHRADUN(UTTARAKHAND) 1,50,000 sq.Mtrs 17,000 sq.Mtrs 1,25,000 UNITS/YEAR 75,000 UNITS/ YEAR

LAND AREA
COVERED AREA SMALLER GENSET MULTI PURPOSE ENGINE HIGHER GENSET

20,000 UNITS/ YEAR

Portable Gensets, Portable Engines, Portable Water Pumping Set, Inverters, Alternators, Sprayers, power tiller & all critical components are manufactured in house Village Lal Tappar P.O. Majri Resham

MANUFACTURING

ADDRESS

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BPSL LOGO
The Conch is one of Natures most multi-faceted artifacts. For Indians it is a symbol of hope and epitomizes new beginning. For millions around the world it symbolizes strength and vitality. Its mellifluous tone has been used to rouse armies to battle and to put infants to sleep. It is a symbol of power, stability, serenity and excellence. Made painstakingly by nature over years of effort, every Conch is a masterpiece of artistic excellence and structured synchronicity. Nothing represents the Yash Birla Group better than this simple yet ebullient form of nature. The Birlas have strived tirelessly to make the group what it is today a multi-faceted, diverse and dynamic organization which resonates its presence across the country. Each part of the Group has been built with care and dedication, ensuring a synergy across businesses as well as a planned management of growth and progress. Just like the Conch that represents our being; the group has structured and planned contours and a deep sense of commitment to itself and to the world around it. Yash means Accomplish and Birla means Extraordinary. This beautiful Conch represents this Extraordinary Accomplishment and continues to inspire the group to reach new heights and provides the encouragement to take on new and challenging tasks.

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VISION & MISSION

Vision The Yash Birla Group would be on the forefront of Indian industry, while expanding its global footprint and carrying forward the legacy of the Birla name by pursuit of excellence driven growth on the bedrock of its ideals. Mission The Yash Birla Group will continually strive to add value for all the stakeholders, employees and customer. Guided by intelligent thought, maturity and integrity, the group will work together as a family to create wealth and well being. As good corporate citizens, it will always uphold the code of ethics. With full sincerity, effort and merit, will always act as responsive and responsible citizens wherever they are present.

GROUP PHILOSOPHY
Move ahead Stay ahead is the enduring philosophy that empowers the Yash Birla Group. In concordance to with this philosophy, the Yash Birla Group continuous to excel in the sectors it is present in and breaks new grounds in emerging sectors along with likeminded partners who share their ideals. The group continues to remain forever contemporary by holding on to its core value and believes to truly epitomize the call to Move ahead Stay ahead.

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PRODUCTS
Silent Portable Generators

Higher Capacity Silent Generators

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Y B Series

Alternate Fuel Based Generators

Multi Purpose Engines (MPEs)

Pumpsets

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Sprayer

Inverters

Batteries

Power Tiller

Lawn Mower

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DEALERS NETWORK

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North Region
Delhi Uttar Pradesh Jammu & Kashmir Rajasthan

South Region
Andhra Pradesh Kerala Tamil Nadu Karnataka

East Region
W.Bengal North- East Bihar & Jharkand Orissa

West Region
Madhya Pradesh Gujarat Maharashtra

EXPORTS

Silent Portable Generators

Higher Capacity Silent Generators

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Inverter

Pumpsets

Multi Purpose Engines

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Multi Purpose Engines

Major Export Market

Africa
Nigeria Ghana Eithiopia Uganda Kenya Zimbawave Zambia Tanzania South Africa Botswana

South America
Republic of Panama Colimbia

South Asian Countries

Sri Lanka Nepal Bangladesh Bhutan Burma Afghanistan

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CLIENTS
Institutional Clients Reliance Metal Tech Bodies Mahipalpur, New Delhi U.P. treasury Lucknow M.P. Police Bhopal District Health Officer Maharastra Kangra Co -operative Bank (H.P.) Swaraj Mazda Limited Central Command, Lucknow Haryana DGS & D Chandigarh Punjab National Bank 10 Engineer Regiment C/o 56APO, Jalandhar (PB)

H K V A Clients Idea Bsnl Indus Bharti Nokia Tower vision Hayat Vodafone Nutek Ericsson Pmg Mrf Quippo

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EICHER CLIENTS LIST

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CAREER
"We believe that wastage of human potential is the mother of all other wastages in organization"

HR MISSION
1. 2.

To achieve through collective spirit and competency of our people, a position of leadership in our all endeavors. To follow people centered approach and upgrade the quality of work life of our employee.

3. You too can join our team who are in this exciting mission.

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UNDERSTANDING EMPLOYEES MOTIVATION

At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993) A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individual's physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers "who can deliver value to the
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organization. Proliferating and nurturing the number of "true believers" is the challenge for future and present HR managers. This means innovation and creativity. It also means a change in the gear for HR policies 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 abloom.

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MOTIVATION & MOTIVATION THEORIES

Motivation
"Motivation is the complex force starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiated". Motivation is the activation or energization of goal-oriented behavior. Motivation may be internal or external. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behavior as well. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality.

Intrinsic and extrinsic motivation

Intrinsic motivation
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Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing. This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they: attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in), believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), are interested in mastering a topic, rather than just rotelearning to achieve good grades.

Extrinsic motivation Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations. In sports, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. Extrinsic incentives sometimes can weaken the motivation as well. In one classic study done by Green & Lepper, children who
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were lavishly rewarded for drawing with felt-tip pens later showed little interest in playing with the pens again.

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Motivation theories:-

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). The major approaches that led to the understanding of motivation are: Maslow's Need Hierarchy Herzberg's Motivation- Hygiene Theory McClelland's Need Theory Alderfer's ERG Theory Adam's Equity Theory

Maslow's Need Hierarchy:-

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation, which he subsequently extended to include his observations of humans innate curiosity. The behaviour of an individual at a particular moment is determined by his strongest need. Psychologists claim that needs have a certain priority. As the more basic needs are satisfied, an individual seeks to satisfy the higher needs.
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According to MASLOW, there seems a hierarchy in to which human needs are arranged as shown:-

Physiological needs For the most part, physiological needs are obvious - they are the literal requirements for human survival. If these requirements are not met, the human body simply cannot continue to function. Physiological needs include:

Breathing Homeostasis Water

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 Sleep Food Sex Clothing Shelter Safety needs With their physical needs relatively satisfied, the individual's safety needs take over and dominate their behaviour. These needs have to do with people's yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent and the unfamiliar rare. In the world of work, this safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, and the like. Safety and Security needs include: Personal security
Financial security

Health and well-being impacts Social needs After physiological and safety needs are fulfilled, the third layer of human needs is social. This psychological aspect of Maslow's
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Safety net against accidents/illness and the adverse

hierarchy involves emotionally-based relationships in general, such as: Friendship Intimacy Having a supportive and communicative family Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group, such as clubs, office culture, religious groups, professional organizations, sports teams, gangs ("Safety in numbers"), or small social connections (family members, intimate partners, mentors, close colleagues, confidants). They need to love and be loved (sexually and nonsexually) by others. In the absence of these elements, many people become susceptible to loneliness, social anxiety, and clinical depression. This need for belonging can often overcome the physiological and security needs, depending on the strength of the peer pressure; an anorexic, for example, may ignore the need to eat and the security of health for a feeling of control and belonging. Esteem All humans have a need to be respected, to have self-esteem, selfrespect. Also known as the belonging need, esteem presents the normal human desire to be accepted and valued by others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby. Imbalances at this level can result in low self-esteem or an inferiority complex. People with low self-esteem need respect from others. They may seek fame or glory, which again depends on others Self Actualization Needs
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Self actualization is the need to maximize one's potential whatever it may be. This is related with the development of intrinsic capabilities which lead people to seek situation that can utilize their potential. This self actualization needs include:
Morality

Creativity Acceptance of fact

Problem solving

Herzberg's Motivation- Hygiene Theory: Frederick Irving Herzberg (19232000) was a

psychologist who became one of the most influential names in business management. He is most famous for introducing job enrichment and the Motivator-Hygiene theory. Herzberg proposed the Motivation-Hygiene Theory, also known as the Two factor theory (1959) of job satisfaction, According to his theory, people are influenced by two sets of factors: MOTIVATOR FACTORS Achievement Recognition HYGIENE FACTORS Pay and Benefits Company Policy and Administration
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Work Itself Responsibility Promotion Growth

Relationships with co-workers Physical Environment Supervision Status Job Security Salary

He proposed several key findings as a result of this identification. 1. People are made dissatisfied by a bad environment, but they are seldom made satisfied by a good environment. 2. The prevention of dissatisfaction is just as important as encouragement of motivator satisfaction. 3. Hygiene factors operate independently of motivation factors. An individual can be highly motivated in his work and be dissatisfied with his work environment. 4. All hygiene factors are equally important, although their frequency of occurrence differs considerably. 5. Hygiene improvements have short-term effects. Any improvement results in a short-term removal of, or prevention of dissatisfaction. 6. Hygiene needs are cyclical in nature and come back to a starting point. This leads to the What have you done for me lately? syndrome. 7. Hygiene needs have an escalating zero point and no final answer.

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 McClellands Need Theory: McClelland needs. (n/PWR) has identified three types of basic motivating Need Need for Power Theory is Need (n/ACH). for Affiliation (n/AFF) Need for McClelland's

He classified these needs as

Achievement

sometimes referred to as Three Need Theory. Power Motive:The ability to induce or influence behaviour is power. McClelland and his associates found that people with high power needs have great concern for exercising influence and control. Such Individuals generally seeks position of leadership; they involve in conversation; they are forceful, outspoken, hard-headed and demanding. Affiliation Motive:Since people are social beings, most individuals like to interact and be with others in situations where they feel they belong and are accepted. Sometimes affiliation is equated with social motives. Affiliation plays a very complex but vital role in human behaviour. McClelland has suggested that people with high need for affiliation usually derive pleasure from being loved and tend to avoid the pain of being rejected. They are concerned with maintaining
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pleasant social relationship, enjoying a sense of intimacy and understanding and enjoy consoling and helping others in trouble. Achievement Motive:Over the years, behavioural scientists have observed that some people have intense desire to achieve. McClelland's research has led him to believe that the need for achievement is a distinct human behaviour that can be distinguished from other needs. McClelland has identified following basic characteristics of high achievers:a. Moderate Risk:Taking moderate risk is probably the simplest most descriptive characteristic of the person possessing high achievement need. b. Immediate feedback:Person with high n/ACH desire activities which provide immediate and precise feedback information how he is progressing towards a goal. c. Accomplishment:Person with high n/ACH finds accomplishing a task intrinsically satisfying in

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itself. d. Preoccupation with the task:Once a high achiever selects a goal, he tends to be totally preoccupied with the task until it is successfully completed. He will not feel satisfied unless he has put his maximum effort in completing the task. Thus achievement motivated people can be the backbone of the most organizations because they progress much faster. Thus such persons can be better managers in production, research and development etc.

Alderfer's ERG Theory:-

Alderfer has provided the extension of the Maslow's need hierarchy theory and Herzberg's Two-Factor theory of motivation, particularly the former. ERG theory approaches the question of what motivates a person to act? or Why do we ever do anything? The theory assumes that all human activity is motivated by needs. Needs can be divided into three groups of related needs, and these need-groups can be rated according to their importance. The assumption is that humans must meet the need of the most important group before significant attention and energy can be devoted to needs in the second group, and must meet the needs of the first and second groups before much energy can be expended on needs in the third group. The need-groups are:

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1. Existence needs: Food, water, air, shelter, clothing, safety, physical love and affection.

2. Relatedness needs: to be recognized and feel secure as part of a group, a family, a culture

3. Growth needs: To progress toward one's ideal self. These are usually presented in pyramidal form, with the most essential needs at the bottom. This illustrates the notion that the structure of human needs must start at the lower, most essential level, and that higher structures can be achieved only when the base is solid. This does not mean that one can ignore the lower needs after they have been achieved; one does get hungry again, for instance. Instead it represents life development, in that we work out systems that meet our needs such that they do not require our full attention, thus freeing up energy for higher needs.

ERG is an acronym for Existence, Relatedness and Growth but its also the root of the word enERGy. An erg is a unit of energy. It is used in physics to describe the amount of energy that is needed to lift a weight of one gram to the height of one
[47]

centimetre. Thus a word for energy is used as an acronym for a theory of what energizes people. In 1969, Clayton Alderfer's revision of Abraham Maslow's Hierarchy of Needs, called the ERG Theory appeared in Psychological Review in an article titled "An Empirical Test of a New Theory of Human Need." Alderfer's contribution to organizational behavior was dubbed the ERG theory (Existence, Relatedness, and Growth), and was created to align Maslow's motivation theory more closely with empirical research.

Adams Equity Theory:Equity theory of the work motivation is based on the social exchange process. This theory points out that people are motivated to maintain fair relationship between their performance and reward in comparison to others. There are two assumptions of the theory:

Individuals make contributions (Input) for which they expect certain rewards (outcomes).
[48]

Individual decide whether or not, a particular exchange is satisfactory by comparing their inputs and outcomes with those of others and try to rectify any inequality.

Various types of inputs and outcomes of individual are as follows:-

INPUTS
EFFORTS TIME EDUCATION EXPERIENCE TRAINING IDEAS ABILITY

OUTCOMES
PAY PROMOTION RECOGNITION SECURITY PERSONAL DEVELOPMENT BENEFITS FRIENDSHIP OPPORTUNITY

Exchange relationship between a person's Input/ Outcomes in relation to those of other person may be of three types:-

[49]

1. Overpaid Equity:In this case, the person perceives that his outcomes are more as compared to his inputs in relation to others. This relationship can be expressed as:Person's outcomes -------------------------------------------------Person's Input 2. Underpaid Equity:In this case, the person perceives that his outcomes are less as compared to his inputs in relation to others. This relationship can be expressed as:Person's outcomes -----------------------------------Person's Input

Other's outcomes

>
Other's Inputs

Other's outcome

<
Other's Inputs

------------

3. Equity:-

[50]

In this case, the person perceives that his outcomes are more as compared to his inputs in relation to others. This relationship can be expressed as:Person's outcomes -------------------------------------------------Person's Input In this case, the person experience satisfaction. The impact of inequity on the person is as follows: Perceived inequity creates tension in the person. The amount of tension is proportional to the magnitude of inequity. The tension created in the person will motivate him to reduce this inequity. Other's outcomes

=
Other's Inputs

[51]

TYPES OF PEOPLE & HOW THEY ARE MOTIVATED?

1. Helpful People:-

Helpful people are those who are: Thoughtful Loyal Idealistic Modest Trusting Co-operative Helpful people will be Motivated by: Worthwhile causes Request for help Idealistic appeals Emphasis on Self Development
[52]

In work environments which are: Respectful Reassuring Supportive Idealistic 2. Directive People:Directive people are those who are: Controlling Competitive Quick to act Self confident Urgent Risk- taking

Directive people will be motivated by: Opportunity

[53]

 Responsibility Authority Power and status Challenges In work environment which are: Competitive

Risk oriented
Direct

Opportunistic 3.Consolidative People:Consolidative people are those who are: Steadfast Practical Economical Detail oriented Analytical Methodological
[54]

 Factual Consolidative people will be motivated by: Fact and Figures

Tangible outcomes Approaches Analysis Practical work In work environment which are: Detail oriented Fair Systematic Objective Consistent 4. Adaptive people:Adaptive people are those who are: Flexible Experimenting
[55]

 Adaptable Youthful Tactful Enthusiastic Inspiring Socially skilful Adaptive people will be motivated by: Opportunities to shine Change Highly social environment Opportunity to grow and learn

In work environments which are: Friendly

Fun Understanding Optimistic

[56]

 Rule free Sociable Expansive

NINE RULES OF MOTIVATION

THE NINE RULES OF MOTIVATION ARE:-

[57]

1. You must be motivated to motivate.

2. Motivation requires a SMART Goal. 3. Motivation, once established, does not last forever. 4. Motivation requires lots of individual recognition.
5. To motivate you must participate.

6. Progress and success motivates. 7. Challenge only motivates if you can succeed.

8. We all have motivational hot buttons.

9. Team membership motivates.

STATEMENT OF OBJECTIVE
The objective of this report is to study how far employees are satisfied with the motivation techniques, whether the use of non monetary motivation factors will enhance their productivity and
[58]

whether there is relationship between the age and the motivation of the employees in the ancillary manufacturing unit of generators i.e. in Birla Power Solutions LTD.

RESEARCH METHODOLOGY
Hypothesis Used:Null Hypothesis (H0):- There is relationship between age and motivation. Alternate Hypothesis (H1):- There is no relationship between age and motivation. Sampling Technique: - Simple random sampling technique is used through questionnaires. Sample Size:- 100 Employees from the various departments in the firm. Test Of Significance:- Chi Square test is used to test the significance of hypothesis. Basic Variables used: - Independent Variable: - Age Dependent Variable: - Monetary and Non Monetary
[59]

the

Motivation Factors

WORKING MODEL
Ranking Method is used to know the preference of employees among the 12 motivational factors. Simple Tick Mark Method is used to tick the respective answer for the questionnaire. Correlation is used to show the relation between the Motivational Factors. Scoring:- Rank given are added for the Intrinsic motivation factors (3,5,6,7,8,10,11) and for the Extrinsic motivation factors (1,2,4,9,12). Basis of Ranking & conclusion:The Lower the rank the higher is the value given to the concerned motivating factor

ANALYSIS AND FINDINGS

[60]

A Sample Questionnaire was distributed among the employees in different departments at BIRLA POWER SOLUTIONS LTD. to know their views about the various motivational factors on their work performance. 1. Response about the support from the HR Department:S.no. PARTICULAR NUMBER OF RESPONDENT S 16 44 30 10 0 100 PERCENTAGE

1 2 3 4 5

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

16% 44% 30% 10% 0% 100%

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Support from HR department

45 40 35 30 25 20 15 10 5 0

R pondents es

H hly ig s tis a fied

S tis a fied

Neutra l

D s tis is a fied

H hly ig D s tis is a fied

Interpretation:- The above column graph shows that only 44% respondent are satisfied with the support from the HR Department . 2. Management is interested in motivating the employees:S.no. 1 2 3 4 5 PARTICULAR Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 0 60 20 20 0 100 PERCENTAG E 0% 60% 20% 20% 0% 100%

[62]

Interest of management in motivating employee

60 50 40 30 20 10 0 S trong ly Ag ree Ag ree Neutra l D g isa ree S tron ly g D a ree is g R pondents es

Interpretation:- The above cylindrical graph shows that 60% of the respondents agree that the management is interested in motivating the employees.

1.

The type of incentives that motivates you more:-

S.no. 1 2 3

PARTICULAR Financial incentives Non financial incentives Both Total

NUMBER OF RESPONDENTS 40 10 50 100

PERCENTAG E 40% 10% 50% 100%

Type of incentives that motivates more

[63]

F ncia ina l NonF ncia ina l B oth

Interpretation:-

The above pie chart shows that 50 % people think that financial and non financial incentives will motivate them.

both-

2.

Satisfaction with the present incentive system:PARTICULAR Highly satisfied NUMBER OF RESPONDENTS 0
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S.no. 1

PERCENTA GE 0%

2 3 4 5

Satisfied Neutral Dissatisfied Highly dissatisfied Total

50 40 10 0 100

50% 40% 10% 0% 100%

Satisfied with the present incentive system provided by the company

H hlyD sa fied ig is tis D sa fied is tis Neutra l S tis a fied H hlysa fied ig tis 0 1 0 2 0 3 0 4 0 5 0 R pondents es

Interpretation:- The above bar graph shows that 50 % people are satisfied with the present incentive system provided by the company.

[65]

5. Ranking the factor which motivates them most:S.no. 1 2 3 4 5 PARTICULAR Salary increase Promotion Leave Motivational talks Recognition Total NUMBER OF RESPONDENTS 42 30 6 8 14 100 PERCENTA GE 42% 30% 6% 8% 14% 100%

Respondents response to different motivational factors

S alary increase P otion rom L eave Motivational talks Recog nition

Interpretation:- The above pie chart shows that 42 % employees think that salary increase is the motivating factor which motivates them the most whereas 30 % think promotion as the motivating factor.

[66]

6. Response of employees whether incentives and other benefits influence their performance:-

S.no. 1 2 3

PARTICULAR Influence Not influence No opinion Total

NUMBER OF RESPONDENTS 60 10 30 100

PERCENTAG E 60% 10% 30% 100%

Response to effect of incentives & other benefits on their performance

60 50 40 30 20 10 0 Influence N influence ot N opinion o R pons ofem es e ploy ees

Interpretation:- The above conical graph depicts that 60% employees think that incentives and other benefits will influence their performance.
[67]

7. Participation in management decision making meetings:S.no. 1 2 3 PARTICULAR Yes No Occasionally Total NUMBER OF RESPONDENTS 80 10 10 100 PERCENTAG E 80% 10% 10% 100%

Participation in management decision making meetings

80 70 60 50 40 30 20 10 0 Ys e No Occas n io ally P articip ninm n g en atio a a em t d ecisionm gm tin s akin ee g

I nterpretation: - The above pyramidal graph depicts that 80 % respondents agree to the fact that the management involves them in decision making which are related to their department.

[68]

8. Healthy relationship with the line manager, a motivating factor:S.no. 1 2 3 PARTICULAR Yes No No opinion Total NUMBER OF RESPONDENTS 90 0 10 100 PERCENTAG E 90% 0% 10% 100%

Healthy relationship with the line manager, a motivating factor

No opinion No Yes

Interpretation:The above pie chart depicts that 90 % employees agree to the fact that a healthy relationship with their respective line managers is a motivating factor.

[69]

FINDINGS FROM THE SURVEY

Intrinsic motivating factors:For the age group less than 37 years

Age

Career Job Respect growth Promoti security & on

Intere Respect & st independe nce

23 28 28 34 30 23 28 25 32 33 36 27 25 30 30

2 4 11 3 9 3 4 1 3 4 4 3 6 4 5

5 11 3 4 5 7 3 5 12 7 9 6 3 8 7

4 9 4 2 2 1 1 2 4 1 2 2 2 3 3
[70]

recognit

7 1 2 6 1 5 2 3 2 3 3 4 9 1 2

6 work 7 7 5 7 6 7 9 6 6 7 11 4 6 9

9 2 1 9 6 9 6

10 9 12 6 10 12 12 10

30 24 25 31 32 28 29 24 30 28 23 28 24 30 31 28 29 27 29 30 30

4 7 4 4 8 6 7 6 3 5 4 3 4 4 4 4 5 4 5 4 5

6 3 2 9 6 5 9 1 8 9 5 9 9 8 7 8 6 9 3 7 8

3 2 3 5 3 2 2 3 2 1 3 2 1 2 3 1 3 2 1 3 3
[71]

1 5 5 1 2 4 3 8 6 2 6 4 3 5 2 3 9 3 7 5 1

10 4 6 11 12 3 4 11 7 7 11 7 8 6 6 7 7 8 11 8 11

12 9 10 12 4 12 10 12 4 11 12 12 10 12 10 9 10 10 12 9 12

31 33 35 26 34 30 30 31 32 33 26 26 27 28 Total

5 7 1 5 4 4 6 5 5 6 6 7 5 6 238

6 8 8 6 8 9 5 9 7 7 5 6 6 7 329

4 3 4 2 3 3 4 3 4 3 1 4 4 4 136

3 2 5 1 1 1 2 4 1 2 3 2 1 5 169

11 9 7 10 7 8 9 8 10 8 8 8 8 9 388

12 6 9 9 10 10 10 7 8 9 9 10 12 10 468

In intrinsic motivating factors, for the people of the age group less than 37 years, the highest rank comes forth to be PROMOTION.

Extrinsic motivating factors:[72]

For the age group less than 37 years

Adequa Fringe Comforta Restrict Compan Sympath ed etic te benefit ble y's salary s working working sound supervis hours or (Perks) condition 1 11 3 12 10 8

Age

23 28 28 34 30 23 28 25 32 33 36 27 25 30 30 30 24

5 5 1 3 2 5 4 1 2 1 1 1 2 1 2 1

6 9 7 10 10 9 6 10 9 5 5 7 5 4 5 8

10 8 8 8 4 8 7 7 8 10 8 5 7 6 7 12
[73]

8 12 12 11 12 10 11 8 11 11 9 8 11 11 8 11

3 6 10 12 11 12 12 5 5 8 7 11 9 8 9 11

12 10 11 9 8 11 8 11 10 12 12 10 10 10 10 6

25 31 32 28 29 24 30 28 23 28 24 30 31 28 29 27 29 30 30 31 33

1 2 1 1 1 2 1 3 1 1 2 1 1 2 2 1 2 1 2 1 1

8 3 9 8 6 5 5 4 2 8 7 3 8 5 4 5 4 2 6 2 5

9 7 5 10 5 4 9 6 7 6 5 9 5 6 1 7 6 6 4 7 4
[74]

12 8 7 9 11 7 11 12 10 11 11 10 11 10 8 11 9 10 9 10 12

7 6 11 7 8 9 12 8 9 5 6 7 12 12 11 6 8 11 7 8 10

11 10 10 11 12 10 10 10 8 10 12 11 9 11 12 12 10 12 10 9 11

35 26 34 30 30 31 32 33 26 26 27 28 Total

2 3 2 2 1 1 2 1 2 1 2 1 88

3 4 5 5 7 2 3 4 4 3 7 3 285

6 7 6 6 3 6 6 5 7 9 3 2 328

11 11 9 7 8 12 9 10 10 5 10 8 485

12 8 12 11 11 10 11 11 11 11 9 11 455

10 12 11 12 12 11 12 12 12 12 11 12 516

In extrinsic motivating factors, for the people of age group less than 37 Years, ADEQUATE SALARY gets the highest rank.

Intrinsic motivating factors:For the age group greater than 37 years

[75]

Age

46 45 51 54 46 38 42 51 52 54 45 52 51 46 48 51 54

Respect Job Career Interes Respect & & security growth Promoti on recogniti t work independe on 2 5 7 6 10 9 nce

1 1 2 3 2 3 1 2 2 1 2 3 4 3 1 2

9 7 6 1 5 6 7 6 8 9 9 8 11 4 9 7

8 8 7 4 3 2 3 3 1 8 8 6 9 9 8 6

7 4 5 5 4 4 4 5 5 3 3 1 5 1 7 5

6 5 8 9 9 5 5 7 6 7 11 9 7 11 6 10

12 10 10 6 10 9 11 9 9 6 6 11 12 5 12 8

41 43 48 51

2 2 4 1

7 7 3 4

5 5 1 7
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6 6 5 8

9 9 9 5

10 10 6 10

50 48 45 48 41 48 47 45 46 50 51 48 45 52 53 45 47 46

4 7 2 4 2 1 2 3 3 3 4 5 2 2 1 3 3 1

12 11 10 6 10 9 8 10 6 7 7 9 5 7 7 6 8 9

8 12 3 5 6 5 5 6 5 5 5 1 4 6 6 4 4 4

1 1 2 1 3 4 1 4 2 2 6 4 7 1 2 2 1 3

7 4 12 7 9 7 9 8 10 12 9 8 10 11 10 8 9 10

5 3 7 8 7 8 12 9 11 6 10 7 12 9 8 7 7 8

50 51 48 49

1 2 5 3

8 9 7 6

5 6 3 4
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4 3 1 5

9 8 9 8

10 7 8 10

51 54 50 48 46 43 44

3 4 4 3 3 2 3 129

9 8 6 6 1 7 6 358

5 5 5 5 6 6 5 267

4 2 1 4 7 4 1 184

8 9 10 10 8 12 8 422

7 7 8 9 11 8 9 429

T o ta l

In intrinsic motivating factors, for the people of age group greater than 37 years, JOB SECURITY got the highest priority.

Extrinsic Motivating Factors:For the age group greater than 37 years

[78]

Age

Adequ ate salary

46 45 51 54 46 38 42 51 52 54 45 52 51 46 48 51 54

1 2 2 1 2 1 1 2 1 3 2 1 2 1 2 2 1

Fringe Comforta Restrict Compan ble benefit ed y's working workin s sound (Perks) condition g hours policies 4 3 12 11

Sympath etic supervis or

3 3 3 7 6 7 8 4 4 4 4 5 2 6 3 4

4 6 4 8 7 8 6 8 7 5 5 4 3 7 6 3

5 12 12 12 8 11 9 11 11 11 12 7 8 8 12 12

11 11 11 10 11 10 10 10 10 10 7 12 6 12 11 11

8 10 9 9 11 12 12 12 12 12 12 10 10 10 10 9 9

41 43 48

1 1 2

3 4 7

4 3 8
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8 12 12

11 11 10

12 8 11

51 50 48 45 48 41 48 47 45 46 50 51 48 45 52 53 45 47 46

2 2 5 1 2 1 2 3 1 1 1 1 2 1 3 3 1 2 2

3 3 8 5 3 5 3 4 5 4 10 2 3 3 4 4 9 5 5

6 11 2 6 10 4 6 7 2 9 4 3 6 6 5 5 5 6 6

12 9 9 9 11 11 11 6 7 7 11 8 10 9 8 9 10 12 7

11 6 6 8 9 8 10 10 12 8 9 12 11 8 10 12 12 11 12

9 10 10 11 12 12 11 11 11 12 8 11 12 11 12 11 11 10 11

50 51 48

2 1 2

3 4 4

6 5 6
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7 12 11

11 10 12

12 11 10

49 51 54 50 48 46 43 44

1 1 1 2 1 2 1 2

2 2 3 7 2 5 3 4 218

7 6 6 3 7 4 5 7 280

11 10 10 9 8 12 10 10 491

9 12 11 11 12 9 9 11 508

12 11 12 12 11 10 11 12 538

T o t a l 84

Among all extrinsic motivating factors, for the people of age group greater than 37 years, ADEQUATE SALARY was ranked highest.

CORRELATION BETWEEN MOTIVATING FACTORS (INTRINSIC & EXTRINSIC):-

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Correlation between intrinsic and extrinsic motivating factors for the people less than 37 years of age:-

Intrinsic factors:- According to rank wise or priority wise:1. Promotion: 136 2. Respect & recognition: 169 3. Job security: 238 4. Career growth: 329 5. Interesting work: 388 6. Responsibility & independence: 468 Extrinsic Factors:1.Adequate salary: 88

[82]

2.Fringe benefits (Perks):285 3.Comfortable working conditions: 328 4. Company's sound policies: 455 5. 485 6. 516 Sympathetic supervisor: Restricted working hours: -

Intrinsic motivating factor 136 169 238 329 388 468

Extrinsic motivating factor 88

285 328 455 485 516

[83]

Correlation Coefficient (r) = 0.924164253 There was a positive correlation between the intrinsic and extrinsic motivating factors for the age group of people less than 37 years of age.

Correlation between intrinsic and extrinsic motivating factors for the people greater than 37 years of age:-

Intrinsic factors:- According to rank and priority wise:1. Job security: 129 2. Respect & recognition: 184 3. Promotion: 267 4. Career growth: 358 5. Interesting work: 422 6.Responsibility & independence: 429
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Extrinsic factors :1. 84 2. 218 3. 280 4. 491 5. 508 6. 538 Sympathetic supervisor: Company's sound policies: Restricted working hours: Comfortable working conditions: Fringe benefits (Perks):Adequate salary: -

Intrinsic motivating factors 129 184

Extrinsic motivating factors 84 218

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267 358 422 429

280 491 508 538

Correlation Coefficient (r) = 0.98396312905 There was a positive correlation between the intrinsic and extrinsic motivating factors for the age group of people greater than 37 years of age.

Correlation

between

total

intrinsic

and

total extrinsic motivating factors (both ages included): Intrinsic factors: - According to rank wise or priority wise:-

[86]

1. 353 2. 367 3. 403 4. 687 5. 810 6. 897 Extrinsic Factors:-

Respect & recognition: -

Job security: -

Promotion: -

Career growth: -

Interesting work: -

Responsibility & independence: -

1. Adequate salary: 172 2.Fringe benefits (Perks):503 3. 608 4. 963

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Comfortable working conditions: -

Company's sound policies: -

5. Restricted working hours: 976 6. Sympathetic supervisor: 1054

Intrinsic motivating factor 353 367 403 687 810 897

Extrinsic motivating factor 172 503 608 963 976 1054

Correlation Coefficient (r) = 0.91349339572 There was a positive correlation between the total intrinsic and total extrinsic motivating factors (both ages are included).
[88]

TEST OF SIGNIFICANCE
The test used is CHI SQUARE test because the total number of frequency is very large (i.e. it must be greater than 50). Here no theoretical frequency is less than 5 and the members of the sample are independent. Age <37 >37 Intrinsic motivating factors 1728 1789 Extrinsic motivating factors 2157 2119

Result:Age <37 >37 Total Intrinsic Motivating Factors 1728 1789 3517 Extrinsic Motivating Factors 2157 2119 4276 Total 3885 3908 7793

Observed (O)

Expected (E)

O-E
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Let X = (O - Let Y = X / E E) 2

1728 2157 1789 2119

1753 2132 1764 2144

-25 25 25 -25

625 625 625 625

0.3565316 0.29315196 0.35430839 0.29151194 1.295503144

Value from the CHI SQUARE Degree of freedom:-

Degree of freedom = (Row - 1) * (Column - 1) Here the degree of freedom = (2-1)*(2-1) =1

Result:Since at 5% the value of Chi Square for one degree of freedom is 3.84. The calculated value of Chi Square (in the table = 1.295503144) is less than this (3.841). This comparison lead us to the conclusion that in the firm there exists a relationship between the AGE & MOTIVATIONAL FACTORS i.e. the H0 hypothesis is accepted. And we

[90]

rejected the H1 hypothesis (i.e. there is no relationship between age & motivational factors).

CONCLUSION
It was found that the greater part of the employees are satisfied with the HR practices being undertaken by the HR Department in Birla Power Solutions Ltd and the employees also think that the top management in the firm is really interested in motivating them. Apart from this, it was also found that the incentives and other benefits influence their performance. So the HR department must try to provide incentives regularly to the employees, so that their performance
[91]

can increase and as a result the total productivity of the company also increases. Along with this, it was also found that in BPSL there exists a relationship between age and motivational factors among the employees in the firm. So the top management can apply the HR policies for improving the motivation level of the employees. As from the survey, it was also concluded that the employees whose age is more than 37 years or who have been working in the company more than 15-20 years, in their case Job Security got the highest preference among all the intrinsic motivating factors and Adequate Salary among all the extrinsic motivating factors. This result was somewhat similar to that of those whose age is less than 37 years. For the employees whose age is less than 37 years, Promotion was given the highest rank among all the intrinsic motivating factors and Adequate Salary among all the extrinsic motivating factors. Thus the top management can employ these two factors together with incentives to motivate the employees.

[92]

SUGGESTIONS
The following suggestions are presented and if found applicable can be of a great help in improving the motivation level of the employees:-

1. The company should provide the Group Insurance Scheme.

2. The Accidental Insurance policy scheme may be modified keeping in mind the ample benefits provided to the employees working in the HR department. It can be made optional by convincing the insurance company about it. 3. Housing (accommodation) facility may also be provided near by the plant for employees and top management. 4. The company must provide free schooling to the wards of employees in order to motivate the employees more and more. 5. As this area is developing as a hub for industries and schools up to intermediate so education assistance must be given to the employees to improve their performance and as a result to increase the productivity. 6. Provision for annual maintenance of buildings might be increased keeping in view the increasing cost of maintenance.

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7. The HR department may be uplifted by providing more new techniques of fundamental amenities to improve the working conditions and for improving the efficiency. 8. Obsolete computers provided to HR and other departments may be replaced by improved products available in the market like Core 2 Duo processor etc. for better and fast performance. 9. Better career development opportunities should be given to the employees for their improvement. 10. Rewards must be given after success as soon as possible. 11. Rewards & praise should be given sincerely, enthusiastically & repeatedly. 12. Encouragement of others (team members, friends) for praising good performance. 13. The pay for performance criterion should be used actively. 14. The management should regularly provide 3600 feedback to the employees because people always prefer to know and have continuous evaluation of their performance.

[94]

BIBLIOGRAPHY
The following sources were helpful in the completion of this project report: Books: Principles and Practices of Management by L.M. Prasad. Human Resource Management by V.S.P. Rao. Downloaded The Motivation Pocket Book by Max A. Eggert Various websites links: www.birlapower.com www.google.com

[95]

[96]

QUESTIONNAIRES
Respected madam/sir, As a part of my project I would like to gather some information from you which will help me in an in depth study of this project. I would be obliged if you co-operate with me in filling this questionnaire. Since this questionnaire is being used for academic purpose, the information gathered will be strictly confidential.

Rahul Dev Singh Rawat Kindly fill the following: (Please put a tick mark in the appropriate box)

1.

Are you satisfied with the support from the HR department?

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied
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2.

Is the Management really interested in motivating the employees?

Strongly agree Disagree

Agree Strongly disagree

Neutral

3. Which type of incentives motivates you more? Financial incentives Non-financial incentives Both

4. How far are you satisfied with the incentives provided by the organization?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

5. Rank the following factors which motivates you the most? (Rank 1, 2, 3, 4, 5 respectively)
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S.no. i. ii. iii. iv.

V.

Factors Salary increase Promotion

Rank

Leave
Motivational talks Recognition

6. Do you think that the incentives and other benefits will influence your performance? Influence Does not influence No opinion

7. Does the management involve you in decision making which are connected to your department? Yes No Occasionally

8. Do you think your healthy relationship with the line manager is a motivating factor? Yes No No opinion

[99]

QUESTIONNAIRE FOR FINDING THE RELATIONSHIP BETWEEN AGE & MOTIVATIONAL FACTORS
Q) What do you look for in a JOB? Respondent: Designation:Different persons look for different things while deciding to take up a job. This survey is meant to collect information about such factors. Please rank these factors from 1 to 12, where 1 is the highest and most important factor to you while deciding whether or not to take up a job. Similarly 2,3,4,5........12, are next important factors or factors of lower priority than the highest one. Please do not leave any item unanswered. Age:-

S.no. 1 2 3 4 5

FACTORS ADEQUATE SALARY FRINGE BENEFITS(PERKS) JOB SECURITY COMFORTABLE WORKING CONDITION CAREER GROWTH
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RANK

6 7 8 9 10 11 12

OPPORTUNITY FOR PROMOTION RESPECT & RECOGNITION INTERESTING WORK SYMPATHETIC SUPERVISOR RESPONSIBILITY & INDEPENDENCE COMPANYS SOUND POLICIES RESTRICTED WORKING HOURS

[101]