INTRODUCTION

The project work entitled a “STUDY ON EMPLOYEE MOTIVATION”

with special reference is mainly conducted to identify the factors which will
motivate the employees and the organizational functions in SREE
VENKITESWARA ALUMINIUM COMPANY, ALOOR, THRISSUR
Human Resource Management is relatively new approach to managing
people in any organization. People are considered the key resource in this
approach. It is concerned with people dimension in management of an
organization. Since an organization is a body of people, their acquisition,
development of skills, motivation for higher levels of attainments as well as
ensuring maintenance of their higher level of commitment are all significant
activities. These activities fall in the domain of HRM. Human resource
management is a process, which consists of four main activities, namely
acquisition, development, motivation, as well as maintenance of human resource.
Motivation means stimulating, inducing, inciting the employees to
perform to their best capacity. In other words, motivation is a combination of
forces inspiring a person at work to intensify his willingness to use his maximum
capabilities for achievement of pre-determined objectives. It involves arousing
needs and desires in people to initiate and direct their behavior in a purposive
manner

1.1 SIGNIFICANCE OF THE STUDY

1. This project involves careful enquiry or experimentation and result in discovery

or invention.
2. Increase the knowledge of different motivational factors of Sree Venkiteswara
Aluminium Company, Aloor.
3. This analysis helps the business to take effective motivational decisions.
4. This project has a significant role for finding new motivational factors.
5. My findings help to update attitudes, approaches, motivational methods and
career development program of the organization.

1
1.2 SCOPE OF THE STUDY

The study is based on employee’s motivation. The study is conducted in respect of

Sri Venkiteswara Aluminium Company, Aloor. The sample of 50 is collected. It
helps us to understand whether the company’s following effective motivation
package so as to satisfy its employees, workers etc. 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.

1.3 OBJECTIVES OF THE STUDY

Primary objective

1. To study the important factors which are needed to motivate the employees.

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.

2
1.4 RESEARCH METHODOLOGY

1.4.1 DATA COLLECTION

Primary data

1. Data collected through questionnaire.

2. Data collected directly interacting with the respondents.

Secondary data

1. Internet
2. Company Journals
3. Business Magazine
4. www.shankaluminium.com

1.4.2 SAMPLING TECHNIQUE

Descriptive research, also known as statistical research, describes data and
characteristics about the population or phenomenon being studied. Descriptive
research answers the questions who, what, where, when and how
● Experimental method
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.
● Questionnaire method

1.4.3 POPULATION AND SAMPLE SIZE

The universe chooses for the research study is the employees of Sree
Venkiteswara aluminium company Ltd . 105 of employees are the total population
of that organization. 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

3
1.4.4 RESEARCH DESIGN

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

● Each person has same chance as any other of being selected

.

1.5 LAYOUT OF THE REPORT

Chapter 1 Introduction: This chapter gives an introduction to

the topic, company and insight about the concept of employee’s motivation.

Chapter 2 Literature of review: This chapter gives a theoretical

background of the study

Chapter 3 Theoretical framework, Industrial profile and company profile:

This chapter is done through by tabulation and interpretation of the data.

Chapter 4 conclusion, findings and suggestion: It shows the final view of the
project with fact found and the desired suggestion.

Chapter 5 Findings ,suggestions and conclusions

4
1.6 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.

5
INTRODUCTION

Research on motivation has attracted academic and corporate entities

over the last two decades. In the present study, authors have reviewed the intense
literature to extract all possible dimensions of motivation, having direct and indirect
impact on motivation techniques. This has examined the multidimensionality of
motivation from the existing literature and present a conceptual framework based on
it, and it is experienced that various motivation techniques are having a positive
impact on both employee satisfaction and the quality of performance in the
organization; however, the model needs to be validated using quantitative measures.
In order to study the various issues highlighted in this project related to employee
motivation, a large body of literature mainly from different journals have been
incorporated. To make the study more current only those studies were included which
were published in the last two decades. In past research papers few dimensions of
motivation were used to explain the different models motivation theory which has
direct influence on employee motivation. The novelty of this study lies in its
theoretical framework where authors have made an attempt to come up with a
construct having dimensions that directly or indirectly influences employee
motivation.

LITERATURE REVIEW

Bruce and Pepitone (1999) propose an interesting viewpoint according

to which managers cannot motivate employees; managers can only influence what
employees are motivated to do.

The role of facilitating quality subordinate-superior communication at

various levels effectively employing a wide range of communication channels has
been praised by Shields (2007) in terms of its positive contribution in boosting
employee morale. Shields (2007) stresses two specific advantages of such a practice
that relate to offering employees a chance to raise their concerns and put across their
points regarding various aspects of their jobs, as well as, supplying them with the
feeling of engagement and appreciation.

According to Lockley (2012) offering training and development

programs that effectively contributes to personal and professional growth of

6
individuals is another effective employee motivation strategy. At the same time,
Lockley (2012) warns that in order for motivational aspects of training and
development initiatives to be increased, ideally they need to be devised and
implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and

flexible working have been branded as effective motivational tools by Llopis (2012).
Moreover, Llopis (2012) argues that motivational aspects of alternative working
patterns along with its other benefits are being appreciated by increasing numbers of
organisations, however, at the same time; many organisations are left behind from
benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by

Wylie (2004), according to which members of management primarily should be able
to maintain the level of their own motivation at high levels in order to engage in
effective motivation of their subordinates. Accordingly, Wylie (2004) recommends
managers to adopt a proactive approach in terms of engaging in self-motivation
practices. Furthermore, Wylie (2004) recommends concentrating on specific
variations of intangible motivational tools such as celebrations of birthdays and other
important dates with the participation of whole team

According to Thomas (2009) the main challenge of motivation in

workplaces is identifying what motivates each individual employee taking into
account his or her individual differences. In other words, individual differences have
been specified by Thomas (2009) as the major obstruction for management in
engaging in employee motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing
on cross-cultural differences between employees in particular. Namely, culture can be
explained as knowledge, pattern of behaviour, values, norms and traditions shared by
members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-
cultural differences is perceived to be a major obstruction in the way of successful
employee motivation.This point has been explained by Lockley (2012) by insisting
that certain practices such as engaging in constructive arguments and dialogues in
workplace can prove to be highly motivational for the representatives of Western

7
culture, whereas the same set of practices can prove to be counter-productive for
employees from Asian countries due to vast cross-cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-

life balance problem for modern employees and stresses its negative impact on the
level of employee motivation. Specifically, Llopis (2012) reasons that unless
employees achieve an adequate level of work-life balance in personal level,
management investment on the level of employee motivation can be wasted.This
viewpoint is based on Hierarchy of Needs theoretical framework proposed by
Abraham Maslow (1943), according to which there is a certain hierarchy for
individual needs, and more basic human needs need to be satisfied in order for the
next level needs to serve as motivators.

The ingredients of motivation lie within all and the internalized drive
toward the dominant thought of the moment (Rabby 2001). Motivation directly links
to individual performance that gain to organization performance and as a catalyzer
for all individual employees working for an organization to enhance their working
performance or to complete task in much better way than they usually do.
Organization runs because of people working for it, and each person contributes
toward achieving the ultimate goal of an organization.

Panagiotakopoulos (2013) concluded that factors affecting staff

motivation at a period where the financial rewards are kept to the least leads to
stimulate employee performance. So, management personnel’s responsibility to
motivate their employees to work as per the expectation to enhance the
organization’s performance.

Similarly Dysvik and Kuvaas (2010) concluded that intrinsic

motivation was the strongest predictor of turnover intention and relationship
between mastery-approach goals and turnover intention was only positive for
employees, low in intrinsic motivation. The only thing organization needs to do is to
give employees with ample resources and platform to do.

As per Kuo (2013) a successful organization must combine the

strengths and motivations of internal employees and respond to external changes

8
and demands promptly to show the organization’s value. In this paper, we have
taken various techniques of motivation from existing literature, and managed to
make flow of motivation from young-age employees to old-age employees. From
organization perspective managers need to understand the flow of motivation, it
helps them to create a culture where employees always get motivated to do better.

Barney and Steven Elias (2010) found that with extrinsic motivation
there exist a significant interaction between job stress, flex time, and country of
residence. Leaders know that at the heart of every productive and successful
business lies a thriving organizational culture and hardworking people collaborate
passionately to produce great results (Gignac and Palmer 2011). In the body of
literature, various frameworks are used by the researchers based on theory of
motivation, with only few dimensions of motivation.

In a complex and dynamic environment, leader of the organization

used to create the environment in which employee feel trusted and are empowered
to take decisions in the organization which leads to enhance motivation level of
employee and ultimately organizational performance are enhanced. Smith and Rupp
(2003) stated that performance is a role of individual motivation; organizational
strategy, and structure and resistance to change, is an empirical role relating
motivation in the organization.

Likewise, Luthans and Stajkovic (1999) concluded that advancement

of human resources through rewards, monetary incentives, and organizational
behavior modification has generated a large volume of debate in the human resource
and sales performance field.

According to Orpen (1997) better the relationship between mentors

and mentees in the formal mentoring program, the more mentees are motivated to
work hard and committed to their organization.

Likewise, Malina and Selto (2001) conducted a case study in one

corporate setting by using balance score card (BSC) method and found out that
organizational outcomes would be greater if employees are provided with positive
motivation. The establishment of operations-based targets will help the provision of

9
strategic feedback by allowing the evaluation of actual performance against the
operations-based targets. Goal-directed behavior and strategic feedback are expected
to enhance organizational performance (Chenhall 2005).

10
THEORETICAL FRAMEWORK

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.

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”.

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.

Significance of Motivation
1. The rates of labor’s turnover and absenteeism among the workers will be low.
2. There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will
decrease.
3. The number of complaints and grievances will come down. Accident will also
be low.
4. 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.

11
Theories of Motivation.

McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of
persons who satisfy the other needs. They are constantly pre occupied with a
desire for improvement and lack for situation in which successful outcomes are
directly correlated with their efforts. They set more difficult but achievable goals
for themselves because success with easily achievable goals hardly provides a
sense of achievement.

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.

Behavioral Modification Theory,

According to this theory people behavior is the outcome of favorable and

unfavorable past circumstances. This theory is based on learning theory. Skinner
conducted his researches among rats and school children. He found that stimulus
for desirable behavior could be strengthened by rewarding it at the earliest. In the
industrial situation, this relevance of this theory may be found in the installation
of financial and non-financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of

reward in case of low standard work may also produce the desired result.

12
However, researches show that it is generally more effective to reward desired
behavior than to punish undesired behavior.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by
behavioral scientists, A.H Maslow and Frederick Heizberg, whose published
works are the “Bible of Motivation”. Although Maslow himself did not apply his
theory to industrial situation, it has wide impact for beyond academic circles.
Douglous Mac Gregor has used Maslow’s theory to interpret specific problems in
personnel administration and industrial relations.

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

13
 Self-
Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs

Fig (3.1)

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

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.

Vroom’s Expectation Theory

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

14
 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.

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

15
 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

Fig (3.2)

Motivation is the key to performance improvement

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

16
INDUSTRY PROFILE

Aluminium or aluminum (in North American English) is a chemical

element in the boron group with symbol Al and atomic number 13. It is a silvery-
white, soft, nonmagnetic, ductile metal. Aluminium is the third most abundant
element in the Earth's crust (after oxygen and silicon) and its most abundant
metal. Aluminium makes up about 8% of the crust by mass, though it is less
common in the mantle below. Aluminium metal is so chemically reactive
that native specimens are rare and limited to extreme reducing environments.
Instead, it is found combined in over 270 different minerals. The chief ore of
aluminium is bauxite.

Aluminium is remarkable for the metal's low density and its ability to
resist corrosion through the phenomenon of passivation. Aluminium and
its alloys are vital to the aerospace industry and important in transportation and
structures, such as building facades and window
frames. The oxides and sulfates are the most useful compounds of aluminium.

Aluminium is a soft metal. It is one of the element in the periodic

table. Aluminium is found wide spread in nature but in companied forms of oxide
or silicate. It is widely distributed metal. It occurs as silicate in almost all
crystalline, silicate rock like feldspar, tourmaline, mica, etc...

Aluminium is the most widely used metal after steel. Aluminium

products are available in the form of rolled products (such as plates, sheets and
foils), extrusions, forgings and castings.

In India, the power section accounts for over 35 percent of total

aluminium consumption, as compared with the global average of around 9 per
cent. Other major end user segments of aluminium are automobile, packaging,
consumer durables and construction

17
 Indian primary aluminium producers, such as Hindalco, Indal and
Nalco are among the least cost producers of primary aluminium in the world. The
net profit margins of the industry are high, due to low of production and high
protection in the form of high, due to low cost of production and high protection
in the form of high import duties.

ALUMINIUM INDUSTRY IN INDIA

Aluminium Industry in India is a highly concentrated industry with the

top 5 companies constituting the majority of the country's production. With the
growing demand of aluminium in India, the Indian aluminium industry is also
growing at an enviable pace. In fact, the production of aluminium in India is
currently outpacing the demand.

Though India's per capita consumption of aluminium stands too low

(under 1 kg) comparing to the per capita consumptions of other countries like US
& Europe (range from 25 to 30 kgs), Japan (15 kgs), Taiwan (10 kgs) and China
(3 kgs), the demand is growing gradually. In India, the industries that require
aluminium most include power (44%), consumer durables, transportation (10-
12%), construction (17%) and packaging etc.

The Background Though the existence of Aluminium was first

established in the year 1808, it took almost 46 years to make its production
commercially viable. The research work of several years resulted in extracting
the aluminium from the ore. Aluminium is third most available element in the
earth constituting almost 7.3% by mass. Currently it is also the second most used
metal in the world after steel. Due to the consistent growth of Indian economy at
a rate of 8%, the demand for metals, used for various sectors, is also on the
higher side. As a result, the Indian aluminium industry is also growing
consistently. In FY09, the aluminium industry in India saw a growth of about
9%.

The production of aluminium started in India in 1938 when the Aluminum

Corporation of India's plant was commissioned. The plant which was set up with
a financial and technical collaboration with Alcan, Canada had a capacity of

18
producing 2,500 ton per annum. Hindustan Aluminum Corporation (Hindalco)
was set up in UP in the year 1959; it had a capacity of producing 20,000 ton per
annum. In 1965, a public sector enterprise Malco which had a capacity of 10,000
ton per annum was commissioned; by 1987, National Aluminium Company
(NALCO) was commissioned to produce aluminium. It had a capacity of
producing 0.218 million ton.

During the 1970s, the government started regulating and controlling

the Indian aluminium industry. Restrictions in entry and price distribution
controls were quite common in the Indian aluminium sector. Aluminium Control
Order was implemented where the aluminium producers had to sell 50% of their
products for electrical usages. However, in 1989, the order was removed as the
government decontrolling was revoked. With de-licensing of industry in 1991,
the liberal import of technologies and capital goods was started. The
liberalization resulted in a growth rate of 12% of the industry, comparing to the
growth rate of 6% during the 1980.

ALUMINIUM PRODUCTION IN INDIA

India is world's fifth largest aluminium producer with an aluminium production

competence of around 2.7 million tones, accounting almost 5% of the total
aluminium production in the world. India is also a huge reservoir of Bauxite with
a Bauxite reserve of 3 billion tones.

The Production India lies at the eighth position in the list of leading
primary aluminium producers in the world. India saw a significant growth in
aluminium production in the past five years. In 2006-07, the production target of
aluminium in India laid by the Ministry of Mines, Government of India was
1,153 KT, which was augmented to 1,237 KT in the next year (2007-08). Due to
the growing demand from the construction, electrical, automobiles and packaging
industry, the production of aluminium also hiked up. In FY 09, the total
aluminium production in India was around 1.35 tonnes.

The Consumption After a stagnant consumption of primary aluminium in India

19
from the end of 1990s to 2002 (when the consumptions were between 500 – 600
KT), it started rising sharply since 2002. The consumption reached at 1,080 KT
in 2006. The consumption of aluminium in India is dominated by the industries
like power, infrastructure, and transportation etc. The Major Players
The Indian aluminium industry is dominated by four or five companies that
constitute the majority of India's aluminium production. Following are the major
players in the Indian aluminium industry:

Hindustan Aluminium Company (HINDALCO)

National Aluminium Company (NALCO)

Bharat Aluminium Company (BALCO)

MALCO

INDAL

HINDALCO: Hindalco is the biggest player in the aluminium industry

in India with around 39% of market share. An Aditya Birla Group flagship
company, Hindalco has its aluminium plant at Renukoot in Uttar Pradesh. It has
various aluminium products with a market share of 42% in primary aluminium,
20% in extrusions 63% in rolled products, 31% in wheels and 44% in foils.

Sterlite Industries: The aluminium business of Sterlite Industries Limited

comprises of two Indian aluminium giants – BALCO and MALCO. While
BALCO is a partially integrated, MALCO is a fully integrated producer of
aluminium. Sterlite has got a market share of around 32%.

NALCO: It is also one of the leading aluminium producers in India. Government

of India has a stake of 87.15% in this company. Its aluminium refinery is located
at Damanjodi. It also has a smelter located at Angul, Orissa. Currently, NALCO
is concentrating on a capex programme to increase its production from 345,000
tonnes to 460,000 tonnes.

20
LOCATION OF ALUMINIUM INDUSTRIES IN INDIA

Fig (3.3)

21
COMPANY PROFILE

Sree Venkiteswara Company is the renowned

aluminium vessel manufacturing company based at ALOOR, THRISSUR (Dist.).
It is also a proprietorship concern managed by Mr. N M Wilson. This unit was
established in 1998 under kk&vi Board Approved. Our company has got its own
modernized manufacturing to their complete satisfaction.

All the grades of vessel manufactured at attained acceptability within the

lunch period itself and the unit recorded substantial demand for supply from
various quarters around the country. The company is maintaining record
production, profit and customer satisfaction, since its inception.

We have a well established quality management system and has

recognized the same, in line with the requirement of ISO 9001-2000 standards.
The company has established its reputation for its commitment in satisfying their
dealer’s requirement in terms of offering quality VESSELS strictly adhering to
the specification demanded with better margin and timely delivery over the years
of production and supply undertaken, instance of rejection or adverse comments
has been recorded.

OBJECTIVES OF THE COMPANY

 To increase the productivity

 aims at reduced Break down
 Timely action against customer fixed back
 To increase total involvement of people

22
PRESENT STATUS OF THE COMPANY

Mr. N M Wilson is the head of the Sree Venkiteswara

aluminium company. Mr. Sudheer is the department Head. Miss Beena is also
Department Head and Accountant. Mr Sajeesh is the production Manager and
they have so many workers.

COMPETITORS

Competition is a contest between individuals, group, nations, animals

etc for territory a niche or allocation of resources. It arises whenever two or more
parties strive for goals which cannot be shared. Competition occurs naturally
between living organisms which co-exist in the same environment.

Sree Venkiteswara Aluminium Company has a wide range of vessels.

Main competitors are Anna Aluminium, Prestige, and lord Krishna.

23
ORGANISATIONAL STRUCTURE

Fig (3.4)

24
 4.1 Response about the support from the HR department?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100

(Table 4.1)

Response about the support from the HR department

70

60

50
Percentage

40

30

20

10

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied satisfied

(Chart 4.1)

INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support
they are getting from the HR department with satisfied and 36% with satisfied
and only 6% were neutrally satisfied no one with dissatisfied and highly
dissatisfied.

25
 4.2Management is interested in motivating the employees?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

(Table 4.2)

Management is interested in motivating the employees

60

50

40
Percentage

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.2)

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

26
 4.3 The type of incentives motivates you more?

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

(Table 4.3)

The type of incentives motivates you more

60

50

40
Percentage

30

20

10

0
Financial Incentives Non financial Incentives Both

(Chart 4.3)

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

27
 4.4 The company is eagerness in recognizing and acknowledging
employee’s work?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.4)

Eagerness of the company in acknowledging the work of

employee
70

60

50
Percentage

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.4)

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.

28
 4.5 Is job Security existing in the company?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100

(Table 4.5)

Job security exist in the company

40
35
30
25
Percentage

20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.5)

INTERPRETATION
The table shows 36% of employees agree with good job security exist in
the company and only 30% of employees strongly agree with good job security
and also employees along 22% with neutral opinion

29
 4.6 Good relations with the co-workers?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

(Table 4.6)

Good relations with co-workers

60

50

40
Percentage

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.6)

INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with
co-worker and 30% and 16% of employees with strongly agree and neutral
respectively.

30
4.7 Performance appraisal activities are helpful to get motivated?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100

(Table 4.7)

Performance appraisal activities are helpful to get motivated

50
45
40
35
Percentage

30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.7)

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

31
 4.8 Support from the co-worker is helpful to get motivated?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100

(Table 4.8)

Support from the co-worker is helpful to get motivated

50
45
40
35
Percentage

30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.8)

INTERPRETATION
The table shows 58% of the respondents agree that the support from the
co-worker is helpful to get motivated and 12% of the respondents disagree that
the support from the co-workers is helpful to get motivated.

32
 4.9 Is Career development opportunities are helpful to get
motivated?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
5 Strongly Disagree 8 16
Total 50 100

(Table 4.9)

Is Career development opportunities are helpful to get

motivated
60

50

40
Percentage

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

(Chart 4.9)

INTERPRETATION
The table shows 52% of the respondents agree that the career
development opportunities are helpful to get motivated and also 20% of
employees with strongly agreeing with this carrier development opportunity.

33
 4.10 Factors which motivates you the most?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100

(Table 4.10)

factors which motivates you most

45
40
35
30
Percentage

25
20
15
10
5
0
Salary Promotion Leave Motivational Recognition
increase talk

(Chart 4.10)

INTERPRETATION
The table shows that the 42% of the respondent is responding that
increase in salary will motivate them the most and 30% of employees responds
with recognition.

34
4.11 Incentives and other benefits will influence your performance?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100

(Table 4.11)

Incentives and other benefits will influence your performance

70

60

50
Percentage

40

30

20

10

0
Influence Does not influence No opinion

(Chart 4.11)

INTERPRETATION
The table shows 64% of the respondents responded that incentives and other
benefits will influence their performance and only 24% of does not influence that
incentives and other benefits will influence their performance

35
 4.12 Management involves you in decision making which are
connected to your department?

NUMBER OF
SL NO PARTICULARS RESPONDENTS PERCENTAGE
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100

(Table 4.12)

management participation

100
90
80
70
Percentage

60
50
40
30
20
10
0
Yes No Occasionally

(Chart 4.12)

INTERPRETATION
The table shows 94% of the respondents agree that they the Management
involve them in decision making which are connected to your department only
6% is occasionally

36
 4.13 Feeling about your performance after motivation?

SL NO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS
1 Improved 34 68
2 Just improved 14 28
3 Stand still 2 4
4 Decrease 0 0
Total 50 100

(Table 4.13)

Feeling about your performance after motivation

80
70
60
50
percentage

40
30
20
10
0
Improved Just improved Stand still Decrease

(Chart 4.13)

INTERPRETATION
The table shows 68% of the respondents agree that they Feeling about your
performance after motivation.

37
 4.14 Is Job design must be good for higher motivation?

SL NO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1 Agree 45 90
2 Neutral 5 10
3 Disagree 0 0
Total 50 100

(Table 4.14)

Is Job design must be good for higher motivation

100
90
80
70
percentage

60
50
40
30
20
10
0
Agree Neutral Disagree

(Chart 4.14)

INTERPRETATION
The table shows that the 90% of the respondent is responding that Job
design must be good for higher motivation and only 10% of employees with
neutral option.

38
4.15 Opinion of your co-workers about the management motivation
policy?

SL NO PARTICULARS NUMBER OF PERCENTAGE

RESPONDENTS

1 Good 35 70

2 Average 15 30

3 Bad 0 0

Total 50 100

(Table 4.15)

Opinion of your co-workers about the management

motivation policy
80
70
60
percentage

50
40
30
20
10
0
Good Average Bad

(Chart 4.15)

INTERPRETATION
The table shows 70% of the respondents Opinion say good of their co-
workers about the management motivation policy.

39
FINDINGS

The findings of the study are follows

 The Sri Venkiteswara Aluminium Company, Aloor, Thrissur 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.
 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.

40
 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.

 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

41
 CONCLUSION

The study concludes that, the motivational program procedure in Sri

Venkiteswara Aluminium Company, Aloor, Thrissur 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.

42
BOOKS

 C R Kothari & Gaurav Garg - “Reasarch methodology methods and

techniques” - New international publishers - third edition

 Shashi K. Gupta & Rosy Joshi “Human Resource Management” kalyani

publishers
 L.R Potti,”Research Methodology” Yamuna Publishers.
 Research methodology- Dr K. Venugopalanth,4TH Edition

JOURNALS

Company’s journals and manuals

WEBSITES

www.google.com

www.wikipedia.com

Website of Sree Venkiteswara aluminium company ltd

www.scribd.com

www.shodganga.inflibnet.ac.in/

www.aluminium.india.com

43