A PROJECT REPORT ON IMPLEMENTATION OF MOTIVATIONAL POLICIES IN TATA YAZAKI AUTOCOMP LTD.

AT TATA YAZAKI AUTOCOMP LTD. WAGHOLI, PUNE. IN PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN CAREER STUDIES HUMAN RESOURCES SUBMITTED BY ASHOKKUMAR SHARMA

INDIRA SCHOOL OF CAREER STUDIES, PUNE [2006-2008]

ACKNOWLEDGEMENT
Presenting the project report on Implementation of Motivational Policies in TATA YAZAKI AUTOCOMP LTD. has not only called for an immense effort but also the attention and invaluable help from my peers, family, friends and colleagues who helped it materialize. I would like to thus extend my sincere thanks and gratitude to all those who have been directly or indirectly been involved for providing me with moral support needed to complete this project. I would like to acknowledge Prof. Chetan Wakalkar, Director Indira School of Career Studies, Pune and Prof. P. Divakaran, Executive Director (DeanAcademics)- Indira School of Career Studies, Pune for giving me the opportunity to undertake a fulltime project to supplement my theory classes and Mrs. Harshali Murudkar - Internal Guide for constantly guiding me. The invaluable co-operation received from TATA YAZAKI AUTOCOMP LIMITED during the period of my project report. Thanks are due to Mr. Ravindra Chaudhari (GM-HR), Mr. Satish Tonapi (Manager-Admin)-External Guide, Mr. Sourabh Kane (Dy. Manager-HR), whose trust has encouraged me to develop my ideas and understanding and have kindly provided feedback. I wish to express my gratefulness to all the staff of TATA YAZAKI AUTOCOMP LIMITED. for their needful help in various stages of my project. Finally, I like to thank my Family Members who have always been my continuous source of inspiration and they have constantly supported and motivated me to complete my project.

TABLE OF CONTENTS
SR. NO.

TITLE Executive Summary Company Profile Introduction of topic Research Design and Methodology Objective and Scope of Project Hypothesis of Project Project Design Source of Data Sampling Data Collection

PAGE NO. 4-7 8-19 20-36

1 2 3 4

Graphical representation and Tabulation Data Interpretation Analysis

6 7 8 9

Recommendation Limitation Bibliography/References Annexure

Executive Summary

COMPANY PROFILE

TATA YAZAKI AUTOCOMP LTD.

WAGHOLI PLANT

Tata Autocomp Systems Ltd. Tata Autocomp Systems Ltd. (TACO) was incorporated as a holding company in 1995, to realize the vision that India should modernise its auto component industry to meet the state-of art technology requirements of the global automakers who are coming to India. As a part of this goal, TACO aims to offer world-class quality, cost and delivery (QCD) terms to its customers, in a wide range of components: offer design and engineering capabilities for components as well as systems integration and undertake to manage complete supply chain, on behalf of its customers. TACOs focus is on building skills. In years to come, TACO expects to build the largest engineering reservoir in India, in their design and engineering offices world-wide, and learning on their current product engineering programs, our engineers are in the process of building world-class capabilities in designing, engineering, testing, benchmarking, and tool-making, which would help us to offer complete engineering solutions to our customers in India and abroad. With its wide range ranging skills base, TACO expects to emerge as a one-stop shop, which can undertake to meet every requirement of the automakers from engineering to manufacturing to outsourcing and assembly. Through partnership and strategic alliance, with Indian and overseas autocomponent companies, TACO aspires to serve its customers to meet their requirements of components, systems, assemblies, even complete vehicles. Every product and service, TACO will build, will be global standards. TACO expects to sell its components and engineering services and supply chain management capabilities to Indian as well as global automakers, to meet their requirements. TACO is building partnerships with world leaders on a 50:50 equity-sharing basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development requirements of the existing and potential automakers for their global operations.

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The Yazaki Group Yazaki Corporation manufacturers and markets a wide range of products including wire harness, instruments and components for automotive use, electrical power and transmission cable, fibre optic cable, solar energy systems, gas meters and air-conditioning systems. Yazaki gave the Japanese automotive industry its first wire harness in 1929, and is today one of the worlds largest producers, supplying harness to all leading Japanese and International automakers. The continuous advances in electronics during the past decade have brought with them new standards of automotive performances, safety and comfort. In response, the Yazaki Group has developed a long list of innovations, which reduce wire harness weight and girth, such as; thinner lighter wire featuring improved reliability and performance, compact multifunctional junction blocks, connectors, switches integrated moulds, hybrid integrated circuits, and electronic and multiplex system. A corporation founded over half a century ago, the Yazaki Group is a multi-cultural organization with 130 manufacturing and sales operations in 30 countries on four continents, employing over 93000 people, with annual sales of over 7.6 billion US dollars. Partnership is the key TACO is building partnerships with world leaders on a 50:50 equity basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development capabilities in India to meet the future product requirements of the existing and potential automakers for their global operations. Company Tata Johnson Controls Ltd. Tata Toyo Radiator Ltd. Tata AutoPlastics Ltd. Tata Ficosa Ltd. Tata Yazaki Autocomp Ltd. T C Springs Pvt. Ltd. Partner Johnson Controls Inc. USA Toyo Radiator, Japan Sommer Allibert, France Ficosa, Spain Yazaki, Japan Chuo Spring Company Ltd. Product Area Seating Systems Engine Cooling Systems Plastics Interiors & Exteriors Mirrors & Cables Wiring Harness Coil & Parabolic Springs

TATA YAZAKI AUTOCOMP LTD. 11

HIGH QUALITY WIRINGHARNESS Tata Yazaki Autocomp Limited (TYA) is a leading Manufacturer of Wiring Harnesses for the Automotive Industry. The Company has established capabilities in Product Design, Development and Manufacturing and is highly respected by its Global Clientele for its reliability and timely delivery at highly competitive costs. Tata Yazaki Autocomp Ltd. Is a 50:50 Joint Venture between Tata Autocomp Systems Ltd. India and Yazaki Corporation Japan. It aims to build world-class technology and facilities in Electrical Distribution System for the automotive industry. The plant complex is at Wagholi near Pune with state of art facilities. The land is of 46800 sq.m. and building of 20600 sqm. capacity to produce 5 lakh vehicle sets annually. Tata Yazaki plans to set up an engineering and design excellence center, which will use the latest design tools to compete, the world class manufacturing facility. The Tata Yazaki Edge Cost-effective Manufacturing Capabilities Wiring harnesses for a variety of Segments of the Automobile Industry Design and Manufacturing Technologies from the World's largest producer of Wiring Harnesses, Yazaki Corporation, Japan. Tata Yazaki can manufacture Wiring Harnesses for various Segments of the automobile industry, including passenger cars, commercial vehicles. It also supplies wiring harnesses for applications such as Air Bag Assemblies. The Product range also includes following: Integrated modular wiring harnesses providing power to the vehicle. High-tension cables capable of carrying heavy currents from the battery to other parts of the vehicle. These are exclusively used for petrol vehicles. Connectors and Terminals that connect various sections and modules of the vehicle. The product range includes Specially Designed double locking, waterproof Connectors and Terminals. Junctions and fuse boxes for car safety and protection.

Products

Promoters and partners 12

Tata Autocomp Systems Ltd. Established by the Tata Group, which has several decades of experience in the automotive industry, the TACO group of companies offers a range of products and services in the field of auto components to automotive vehicle manufacturers all over the world. TACO has three major businesses Manufacturing, Engineering and Supply Chain Management. The Group comprises of the Holding Company, Tata Autocomp Systems Limited (TACO), its Joint Ventures with global auto component leaders and two Subsidiaries in the plastics and stampings product. The TACO group, with its 13 Manufacturing plants, 3 Engineering Centers and 3 Export-Oriented Units, is rapidly expanding its business with vehicle Manufacturers and Tier-II suppliers to the Automotive Industry. Its current Original Equipment Manufacturers include Daimler Chrysler, Fiat, Ford, General Motors, Honda, Hyundai, Mahindra and Mahindra, Piaggio, Tata Motors, Toyota and Volvo.

Yazaki, the World's largest producer of Wiring Harnesses, consists of 97 companies involved in either of two industries: Automotive Components and Energy or Environment. A vertically integrated provider of complete Electrical Distribution Solutions to the Automotive Industry, Yazaki has spread across 37 countries through business ties with major automakers worldwide. It now has more than 300 operations the World over. Through its full range of Design, Development and Manufacturing facilities - Plating, Copper Smelting and Drawing, Rubber and Plastic Compound Manufacturing, Tooling and Die Making, Testing, Computer Aided Design, Automated Manufacturing & Engineering - Yazaki manufactures all the components of the Wiring Harness, Electrical Distribution System including Backward Integration:

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Cables Housings Connectors and Terminals Fuses and Relay Blocks Protector Retainers Grommets Tapes and tubes

Customers Tata Yazaki has the necessary Supply-Chain and Logistics Capabilities to deliver to customers locations, In Time around the world. TYA provides Yazaki with a well-established base to service the requirements of Carmakers in Japan and Europe. The TYA is on the top-supplier lists of companies amongst many of the clienteles some of the Major Clientele includes: Behr Escorts General Motors Honda India Nissan Piaggio Tata Motors Toyota 14

Customer testimonials "Excellent Quality Systems" Tim Casey, Behr "Preferred Sourcing Base" R. Wasan, Honda Siel Cars "High Potential for Export" Victor Rosas, electrical commodity Director, General Motors "High Efficiency and Good Quality" Erich Woitsch, Behr "Best among Wiring Harness Manufacturers" P. M. Kamath, ADD division, Tata
Motors

Board of Directors Mr. D. S. Gupta Chairman Tata Autocomp Systems Ltd 1. Mr. Shinji Yazaki President Yazaki Corporation 3. Mr. Hirmatsu President Thai Arrow Products Co. Ltd. 5. Mr. Ramkumar GM-Finance, Technology Tata Autocomp Systems Ltd. 2. Mr. T. Ikeda Production Operations DGM Yazaki Corporation Mr. Matsuda VP Operations Tata Yazaki Autocomp Ltd. Mr. Vishwanathan GM-MIS, Budget, Costing Tata Autocomp Systems Ltd.

4.

6.

CEO:
Prashanth Nayak Education: BE (Electronics and Communication) from KREC, Surathkal and MBA from IIM, Calcutta Prashanth Nayak joined TACO in June 1996. He has been part of the initial management team of TACO. He has nine years of experience in planning, projects, joint venture negotiations and human resources. Before joining TACO, Mr. Nayak worked with Wipro Systems for one year. Major Changes in last 3 years Plant expanded separately for Tata Motors. Change in leadership Mr. Pradeep Tewari to Mr. Prashanth Nayak Expansion of organisation (horizontally as well as vertically) Set up of in house Learning Center Certified for Quality by TS 16949 15

 Future plans

Certified for Environment by ISO 14001

New Plant at Banglore New Plant at Jamshedpur New Plant at Singur Vision

To be a globally competitive company providing electrical & electronic distribution systems solutions to automotive customers and to achieve a turnover of 200 mln. USD by 2010, and build profitability through backward integration. Mission Core Values Simplicity: -Doing a job in a simple and straightforward way. Frugality: -Being careful, thrifty and economical with money, time and resources. Integrity: -Meeting all commitments being honest and morally upright. Respect: - Consideration and regard for human beings, environment and infrastructure. Harmony:-Looking towards reaching a broad agreement on consensus on interests, opinions and action plans whilst ensuring that it is inline with organisations objectives. Quality Policy Be the First Choice of all Customers, Employees, Suppliers and Partners by Continual improvement of Quality Management Systems and Satisfying Customers Current and Future Needs. Quality Objectives Meeting Customers Needs on Time and in Full Improve Productivity continually Relentlessly focusing on the best in class Quality, Cost, Delivery
PERFORMANCE

Upgrading and Building individual and team skills continually. Create Clean and Safe Environment

16

Environmental Policy We are committed to help creating a safe clean and green environment through Conservation of natural resources by optimal and judicial usage. Compliance with relevant Environmental Regulations. Continual improvement in Environmental Management System starting with ISO 14001 certification This policy will be made available for all the interested parties.

Address of the Company

Pune Factory Tata Yazaki Autocomp Ltd. Gat No. 93, Survey No. 166 High Cliff Industrial Estate, Wagholi-Rahu Road, Kesnand, Pune-412207 Ph. No. 27005000 Fax No. 27050131 Banglore Branch Office Tata Yazaki Autocomp Ltd. Skip Commercial Complex 25/9, Museum Road, Banglore-560025 Ph. No. 080-22217348 Fax No. 080-22240322

17

18

Organization Chart

CEO Mr. Prashant Nayak

COO Mr. Gajindar Bains

VP-Operations Mr. Matsuda S

GM-Marketing Mr. Prashant Gadkar

GM-HR Mr. Ravindra Choudhari

GM-Finance Mr. Ravi Sharma

Manager Quality system Mr. Mudikeri

GM-SCM Mr S. Kalse

GM- IT Mr. R. Mittal

Factory Manager Mr. Watanabe H

Manager Design Mr. Anand Biyani

Sr. Manager-Marketing Mr. Doi Hiroshi

Manager-IR Mr. Ghatwai

Finance Mr. Anant Bhide

Manager SCM Mr. Sundarshan

Manager Prodn. Plang. and Maintenance Mr. Neeraj Sharma

Manager-HR Vacant

Manager-SCM Mr. Modi

Manager QA Mr. Sanjay Kulkarni

Manager-Admin Mr. Satish Tonapi

Manager Prodn Engin Mr. Kiran Talele

Special Manager PE and EOU Mr. Machide T.

Prodn Manager Bangalore Mr. Soma Sekhar.

19

Organization Chart-HR
GM-HR Mr. R. Choudhari Dy-GM-HR Vacant
Manager-ERVacant EOU

Dy-GM-ER Vacant
Manager-ERVacant DTA-2 Manager ER Mr. Ghatwai(now common)

Dy-GM-Admin Vacant

Dy-GM-Admin -Bangalore Vacant

Manager Admin/Hr Vacant

Manager-HR Vacant

Manager-Admin Mr. Tonapi

Dy-Manager Mr. Sourabh Kane

NA

NA

NA

Medical Officer Vacant

NA

Member-Hr Vacant

Member-ER Vacant

Member-ER Vacant

Member-ERVacant

NA

Member HR/Admin Vacant AssociateHR/Admin Benny PA

Associate Member Bharti/Swati MemberTraining Sunita Naik Associate Training 6/8 Dy- Manager Training/OD Vacant Member-OD Vacant

Associate-ER Mr. Gawade

Associate-ER Mr. Belhekar

Associate Member Satish/Raj

Medical Staff Vacant

NA

NA

Member ERVacant Alandi Plant AssociateAlandi Vacant

Member-Safety Mr. Jangale

Dy ManagerAdmin Mr. Shinde

Member Admin Vacant

Associate-Admin 3/4

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INTRODUCTIO N

21

What is Motivation?
Motivation is the process that account for individuals intensity, direction and persistence of efforts towards attaining a goal. While general motivation is concerned with efforts towards any goal. Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive.

Process of Motivation
1. 2. 3.

Needs: needs are created whenever there are physiological or

psychological imbalances. Drives: drives or motives are set up to alleviate needs. Drives are action oriented and provide an energizing thrust towards reaching incentives. They are at the very heart of the motivational process. Incentives: at the end of the motivational cycle are the incentives. Defined as anything that will alleviate a need and reduce a drive. It creates physiological or psychological balance.

Framework of Motivation:
1. Identifying Needs

2. Search for ways to satisfy needs 6. Reassesses needs deficiencies Employee

5. Receive either rewards or Punishment 4. Performs

3. Engages in goal directed behavior

22

Theories of Motivation:
Model

Early Theories

Contemporary Theories Content Theories Process Theories

Scientific Management

Human Relation Model

Maslows Need Hierarchy Theory

Hertzbergs Two Factor Theory

Alderfs ERG Theory

Achievement Motivation Theory

Goal Setting Theory

Vrooms Expectancy Theory

Adamss Equity Theory

Early Theories:
1. Scientific Management:

Porters Performance Satisfaction Model

F.W. Taylor thought that primary interest of the workers is economic gain in the form of wages.

2. Human Relation Model:

Human relation researchers found that other than monetary there are other factors to the motivation of employees like social contacts which the employee had at work places were also important and that the boredom and repetitiveness of task were themselves factor in reducing motivation. These researchers think that managers can motivate employees by acknowledging their social needs and by making them feel useful and important.

23

24

Matching Content Theory:

Need Hierarchy ERG Theory Two-Factors Theory Achievement Motivation Model
Need For Achievement Growth Motivators Advancement Growth Achievement

Self Actualizatio n Esteem

Need For Power

Social

Relatedness Hygiene Job Security Salary Working Condition Existence Need For Affiliation

Security

Physiological

25

Self actuali zation (

SELF ACTU ALIZ ATIO N

(Persona l growth, realizatio n of potential (TITLES, STATUS )

ESTEEM

SYMBOLS ETC.)

SOCIAL
(FORMAL/INFORMAL WORK GROUPS OR TEAMS)

SAFETY
(SENIORITY PLAN, HEALTH INSURANCE ETC.)

BASIC / PHYSIOLOGICAL NEEDS

(PAY)

Maslows Need Hierarchy Theory

26

Maslows Need Hierarchy:

Physiological

Individual

Organizational

1. Food 2. Clothing 3. Shelter

Worker

Staff/Managers

1. Daily Wages 2. Job Security

1. Quality Job

Safety

Individual

Organizational

1. Own House 2. Safety Against theft 3. Insurance

Worker

Staff/Managers

1. Safe working condition 2. Wage increment 3. Unionization

i. Salary increment ii. Pension Scheme iii. Group insurance iv. Provident Fund v. Gratuity vi. System of seniority

27

Social

Individual

Organizational

1. Love and Belongingness 2. Family and friends 3. Social Groups

Worker

Staff/Managers

1. Unions 2. Mutual respect

1. Work Group 2. Peer Acceptance 3. Group Membership 4. Professional Friendship 5. Compatible Workgroup

Self Esteem

Individual

Organizational

1. 2. 3. 4. 5. 6.

Independence and Freedom Confidence Desire to competence Adequacy status Reputation Promotion

Worker

Staff/Managers

i. Recognition ii. Seniority iii. Self Respect

1. 2. Reward 3. Appreciation 4. Attention

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Self Actualization

Individual

Organizational

1. Becoming everything that is One capable of being.

Worker

Staff/Managers

1. Desire for excellence 2. Managing a unit Successfully.

ERG Theory:
1. Existence: The basic physiological needs and protection from physical danger 2. Relatedness: Social and affiliation needs and the need for respect and positive regard
from others.

3. Growth: The need to develop and realize ones potential.

Motivation-Hygiene Theory:
Motivation:
1. 2. 3. 4. 5. 6. 7. Achievement Recognition of achievement work itself responsibility Advancement Growth Salary

29

Hygiene:
1. 2. 3. 4. 5. 6. 7. Company Policy and administration Supervision interpersonal relation Working conditions Salary Status Security

Achievement Motivation Theory:

1. Need for Achievement:
i. Give employees periodic feedback on performance. ii. Provide good models of achievement iii. Arrange tasks so that employees call pursue moderate challenges and responsibilities. iv. Employee should be able to control their own destiny and imagination. They should be trained, however, to think realistically and positively about how they will accomplish goals.

2.

Need for Power:

The employee exhibiting the need for power derives satisfaction from the ability to control the others. Satisfaction is derived from being in position to influence and control.

3.

Need for Affiliation:

Interpersonal relationship between the people and recognized by people as part of group.

30

Process Theories:
Expectancy Theory:

Second Level Outcome Second Level Outcome Second Level Outcome Second Level Outcome Second Level Outcome Second Level Outcome

First Level Outcome

P O

Efforts

Expectancy Instrumentality Performa nce

First Level Outcome

E= Effort P= Performance O= Outcome

First Level Outcome

Second Level Outcome:

These are reward (positive or negative) they include Pay raise Promotion Peer acceptance Job security Recognition Rewards Demotion Transfers Monetary punishments etc

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MOTIVATION = VALENCE X EXPECTANCY X INSTRUMENTALITY THE THREE FACTORS :1. Valance

REFERS TO THE STRENGTH OF A PERSONS PREFERENCE FOR RECEIVING A REWARD. ITS VALUE MAY RANGE FROM MINUS ONE (-1) TO ONE (1). STRONG AVIODENCE STRONG PREFERENCE

INDIFFERENCE

-1

+1

2. EXPECTANCY
IS THE STRENGTH OF BELIEF THAT ONES WORK RELATED EFFORT WILL RESULT IN COMPLETION OF A TASK. IT IS THE PROBABILITY OF A CONNECTION BETWEEN EFFORT AND PERFORMANCE. ITS VALUE MAY RANGE FROM ZERO (0) TO ONE (1).

Low Probability

High Probability

+1

32

3. INSTRUMENTALITY:

REPRESENTS THE EMPLOYEES BELIEF THAT A REWARD WILL BE RECEIVED ONCE A TASK IS COMPLETED. HERE THE EMPLOYEE ASSUMES THAT THE ORGANISATION VALUES HIS PERFORMANCE AND WILL ADMINISTERS REWARDS ON A CONTINGENT BASIS. ITS VALUE MAY RANGE FROM ZERO (0) TO ONE (1).

Low Probability

High Probability

+1

Equity Theory:
This theory is based on the assumption that individuals are motivated by their desire to be equitably treated in their work relationship. When employees work for an organization, they basically exchange their services for pay and other benefits. The equity theory proposes that individuals attempt to reduce any inequity they may feel as a result of this exchange relationship.

Four important factors are:

1. 2. 3. 4.

person comparison others inputs outputs

Porters Model:
1. Predictors of efforts 2. predictors of performance 3. predictors of satisfaction

33

Goal-Setting Theory: Process: Desire to meet the Goal

Goal

Goal Commitment

Task Performance

Meeting the Goal

Self-Efficiency Beliefs

The success of goal setting in motivating employee depends on establishing goals that have the appropriate attributes or characteristics. Goal should be SMART S- Specific M- Measurable A- Attainable R- Realistic T- Time bound

34

Linking Management by objectives and goal setting theory Overall organizational Objective

XYZ COMPANY

Divisional Objectives

Consumer Products Division

Industrial Products Division

Departmental Objectives

Production

Sales

Customer Service

Marketing

Research

Development

Individual Objectives

Individual Employees

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Motivational Practices:

Rewards Others Job Design

QWL

Motivational Practices

Behavior Modification

Problem Employees

Empowerment Goal Setting

Types of Organizational Reward: Organizational Reward

Membership and Seniority Task Performanc e

Job Status Competenc y

36

Membership and Security Based Rewards:

In this the employees who are seniors receives more benefit than his or her junior employees Advancement Promotion Pay raise Retirement benefit Prerequisite This type of rewards does not directly motivate job performance. These rewards reduce turnover but may fail to motivate achievers to perform better.

Job Status-based Rewards: Job Based Pay and Skill Based Pay: Factors
Pay Structure Employees Focus Employees Focus Procedures Required Advantageous Disadvantageous

Job Based
Based on job performance Job carries wage; employees link to job Job promotion to earn better pay Assess job content; value job Pay based on value of work performed Potential personal bureaucracy; inflexibility

Skill Based
Based on ability to perform Employees carries wages; Employees linked to Skills Skill Acquisition to earn better pay Assess Skills; Value Skills Flexibility; reduced workforce Potential personal bureaucracy; cost controls

Competency based reward:

When rewards are linked to competencies what emerges is the skill based pay. In the skill based pay, employees are paid on the basis of number of jobs they are capable of discharging or on the depth of their knowledge. The purpose of this system is to motivate employees to acquire additional skills so that they become useful to the organization.

37

Performance based pay: Organizational Rewards:

Stock options Profit sharing(ex: ESOPS)

Team Rewards:
Gain sharing Special bonus

Individual Rewards:
Piece rate Commissions Merit pay Bonuses

Non Monetary Motivation:

ESOPS Recognition Fringe benefits Rewards (ex: trophy) Giving extra power Parties Putting name on dart board as a employee of the month or year Providing things like T-shirt, watch etc with reason written on it for giving this reward. Dinner parties for group performance Transportation facility Personal holidays Step reward Promotions Free purchase vouchers Club membership Formation of informal group in organization which make some events in organization and giving membership of different activity group Sending mails and gifts on birthdays, marriage anniversaries etc. Festival gift vouchers Etc.

38

Research Design and Methodology

39

Objective & Scope

40

Objective of Project: To introduce and implement a new motivational program in TATA YAZAKI AUTOCOMP LTD. for the staff level employees. This will lead to retain them, to get better performance out of them and to make them feel important for the organization. Objectives of the Study: To study the current motivational level of the employees. To design a new motivational scheme for the employees in TYA. To implement the motivational scheme. Scope: Motivation is becoming more and more important. It is not only important for the employee as an individual but also the performance of the employee. If employee is motivated his creativity and his performance will increase drastically and his performance will always be outstanding. But to keep the employees motivated at different levels is becoming a challenge for the organizations and the HR people. The employee motivation increases the performance of the employee as well as helps them to retain in the organization. As per REED CONSULTANCIES one survey, 3/4th of the employees leave the organization in less than three years. So we can say that motivation is becoming the burning issue in the organizations.

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Hypothesis

42

Hypothesis: Motivation has a positive impact on the employees performance and the employee retention.

43

Research Design

44

Locale of Study: The project study is mainly about to design and implement the motivational programs for the employees in TATA YAZAKI AUTOCOMP LTD. The study is conducted in the Wagholi plant of TATA YAZAKI AUTOCOMP LTD. The study is being made to increase the motivational level of the employees. Sample Size: Total sample of 37 employees being selected on the following way. HODs and Managers = 17 Staff employees = 20 Sampling Design: Stratified random sample of 37 were selected for the study. All the HODs were included in the sample. Other than that some managers, deputy managers and staff employees were selected. This selection was done on a random basis with consideration of different departments and designations of the employees. Data Collection Method: As the study is made to design and then implementing the motivational policy, there is no secondary data available. So the study is based upon the primary data only. The data is been collected through questionnaire. Different types of questionnaire were used for HODs and managers; and the staff employees.

Data Analysis:

45

After the collection of the data, the analysis is done with the Microsoft Excel package. Then the bar graphs and the pie charts were used.

Graphical representation and Tabulation

46

Questionnaire for the HODs/Managers Q.1 Since how long you are working in this organization? Less than one One to three Three to five More than five

6%

6% 31% Less than 1 1 to 3 3 to 5 more than 5

57%

Q.2

According to you, why people join this organization? Because of growth opportunity 47

Because of Brand name Good working conditions Because they do not get job at any other place None of above any other (Specify) ___________
Grow th Opportunities 0% 11% 26% Brand Name w orking condition Not getting job at any other place Any other

63%

Q.3

What do you think about Companys current HR policies? Excellent Very good Good Average

0% 44%

13% Excellent Very good good 43% Averange

Q.4

As a Department head/Manager which of the following factors motivates you?

48

Subordinates performance Work completed on time Employees taking and understanding responsibility You want to perform on your own Any other (Specify)

Subordinates performance 9% 20% employees taking and understanding responsibility 17% 31% w ant to perform on your ow n any other 23% w ork completed on time

Q.5

According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11) General Achievement __ Recognition __ Responsibility __ Incentives __ Growth __ Perks __ Gifts __ Bonus __ Fringe benefits __ Cash benefits __ Appreciation in public __ Fear __ Depart. __ __ __ __ __ __ __ __ __ __ __ __ Organization __ __ __ __ __ __ __ __ __ __ __ __

General: 1. 2. 3. 4. Growth Achievement Recognition Responsibility 49

Department: 1. Growth 2. Recognition 3. Responsibility 4. Achievement Organization: 1. Responsibility 2. Growth 3. Recognition 4. Achievement

Q.6

Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees? Yes No Uncertain

Recognition Promotion Achievement Opportunities and challenges of work Position of authority Interesting Job Profile Recognition of team/Group Positive interpersonal relationship Other (specify)_______

50

Positive interpersonal relationship Recognition of team/ group Intresting job profile Position of Authority Opportunities and Challenges of Work Achivement Promotion Recognition 0% 20% 40% 60% 80% 100%

Yes No Uncertain

Q.7

External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees? Seldom Sometime Often Always

Never Personal need Personal value Personal attitude Personal interest Work security Variety of skills to do different jobs Opportunity to complete task Working independently External Feedback on performance Any other (Specify)_____

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external f eedback on perf ormance w orking independently opportunity to complete task variaty of skills to do dif f erent jobs w ork security Personal interest Personal attitude Personal Value Personal need 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Never Seldom Sometimes Often Always

Q.8

Which type of incentive motivates employees in the organization? Monetary Non- monetary Both
13%

0% Monetory non- monetory both

87%

Q.9

Which type should be implemented? Monetary Non- monetary Both Any other (Specify) ________

52

16%

11%

5%

Monetory non- monetory both Any other

68%

Q.10 Which one or more of the leadership style of manager will work or not work in this organization? Leadership style Will work Autocrat Democrat Laissez-faire (Who allow the things to happen, not try to control them) Transformational Participative Any Other(Specify)__________ Will not work

Any other Participative Transformational Laissez-fair Democrat Autocrat 0% 20% 40% 60% 80% 100% Will work Will not work

Q.11

What is an average age of your department people? (Excluding You) 18-25 25-35 35-50

53

Above 50

19%

0%

6% 18-25 25-35 35-50 above 50 75%

Q.12

Which age group mainly goes for monetary benefits? 18-25 25-35 35-50 50 and above

11%

0% 28% 18-25 25-35 35-50 above 50

61%

Q.13

Which age group mainly goes for non monetary benefits? 18-25 25-35 35-50 54

50 and above

12% 47%

6%

18-25 25-35 35-50 above 50

35%

Q.14 How do you keep your department people motivated? By having dialogs By rewards Appreciation None of above any other (Specify) __________

6% 31% By Having dialoge By rew ards 38% 25% by appreciation none of the above

Q.15

Which of the following factors act as a motivator? Rate them on the scale of 1-5 Aspects Work culture Working conditions Ratings

55

Job security Seniors Working environment Subordinates Fear Performance Aspect/Ratings Work culture Working conditions Job security Seniors Working environment Subordinates Fear Performance 1 2 3 4 5 Ratings Given by HODs/Managers 0 1 4 6 6 1 2 2 5 7 7 4 3 2 1 1 4 2 6 4 1 2 2 5 7 4 3 6 3 1 9 3 4 1 0 0 0 3 4 10

Q.16 Is performance appraisal a right tool to motivate employees? Yes No Sometimes

38%

Yes no sometimes

49% 13%

Q.17

If answer to above question is yes then how much is the effect of the performance appraisal on the motivation?

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0-25% 25-50% 50-75% 75-100%

17%

25% 0-25% 25-50% 50-75%

25% 33%

75-100%

Q.18 Is the same appraisal policy applied for all who are performing the kind of task with the same efficiency? Yes No

same

27% yes no 73%

Q.19 How would you describe the work in your department?

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Monotonous With variety in work High pressure work Challenging Lot of traveling

4% 22%

15%

Monotonous With Variaty in w ork High pressure w ork 26% Challanging lot of trevelling

33%

Q.20 On which basis would you like your department people to get rewards or recognition? Individual performance Group performance People involved in doing some particular work (Team work) Organizational reward

8% 23% 38% Individual performance Group performance Team w ork Organisational rew ard 31%

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Q.21

How do you grade your department people?

Highly Motivated Motivated Somewhat motivated Less Motivated De-motivated

13%

6%

6%

Highly Motivated Motivated Sometimes motivated

19% 56%

Less Motivated Demotivated

Q.22 Do you discuss your department people about there performance? Yes No Sometimes

0% 6% yes no sometimes 94%

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Questionnaire for the Staff-Employees Q.1 From how many years you are working with this organization? Less than one One to two Two to Three More than Three

37%

26%

Less than one One to tw o Tw o to Three 11% More than Three

26%

Q.2

What is your current gross salary per month? Less than 5000 5000 to 10000 10000 to 15000 More than 15000

0%

16% Less than 5000 5000-10000 10000-15000 More than 15000

63%

21%

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Q.3

As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies? Yes No Cant say

25% Yes No 55% 20% Cant Say

Q.4

What do you feel about the work in your Department? Monotonous Challenging Comfortable Confusing/ Always fire fighting

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22%

4%

Monotonous Challaning 44% Comfortable Confusing/ Alw ays Fire Fighting

30%

Q.5

Do you feel money is the only motivating factor? Yes No Not for all

5% 42% Yes No 53% Not for All

Q.6

How much increment in salary Motivates you? 0-25% 25-50% 50-75% 75-100%

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11% 16%

21% 0-25% 25-50% 50-75% 75-100% 52%

Q.7

Does your superior keep you adequately motivated? If yes how? Yes / No / Sometimes ( Tick one )

37%

42%

Yes No Sometimes

21%

Q.8

When your motivational levels are low what would you like to do? Talk with collogues or seniors Take a leave Still you try to work because you have deadlines You handover work to someone else Quit/ Change the job Any other (Specify) __________

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Tak w ith collogues/seniors Take a leave 35% Still try to w ork because of deadlines you handover w ork to someone else 9% quit/change the job any other

0%

13%

0%

43%

Q.9

After achieving your set target, how do you get motivated? Monetary benefits Recognized in public Reward Setting higher targets

23% 39% Monetary benefits Recognized in public Rew ard 15% 23% Setting higher target

Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee? Individual reward 64

Group reward Organizational reward Any facility/ concession/privilege other than what you are getting (Specify) _____________
Individual rew ard

5% 10%

Group rew ard

24%

61%

Organizational rew ard

Any facility, previllage, concession other than w hat you are getting

Q.11

How do you keep yourself stress free from your regular work? By joining Hobby club Meet regularly with your friends Playing games Weekend parties Entertainments (like: movies/ theater) Any other (specify) ______________

15% 15%

15%

By joining hobby club Meet regularly w ith friends Playing games Weekend Parties 32% Entertainment Any other

8% 15%

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Q.12

Do you feel stress free environment leads to motivation at work place? Yes No

5%

Yes No

95%

Q.13

On Maslows need hierarchy theory what do you think your need is? Need for belongingness Need for affiliation Need for social needs Need for self-esteem Need for self actualization

5% 38%

5% 26%

Need For Belongingness Need for Affiliation Need for Social Needs Need for Self Esteem 26% Need for Self Actualisation

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Q.14 Does Job enrichment, job rotation and job specification are the motivating tools for the employees? Yes No Cant say Sometimes

Yes 47% 53% 0% No Cant say Sometimes

Q.15

Do you feel that to keep the employee motivated each department head should discuss with him/her, individuals/employees future plans and past performances? Yes No Not necessary Important tasks only

0% 5%

Yes No Not Necessary 95% Important Tasks Only

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Q.16 How would you prefer to set your career planning? By organization By yourself Both

21% By Organisation 11% 68% By Yourself Both

Q.17 Do you feel career planning is one of the tools for employee retention and motivation? Yes No Cant say

16% 5% Yes No Cant say 79%

Q.18 Which of the following factors should be considered in the career planning? Rank them

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Educational qualification Total experience of employee Employees experience in organization KSAs (Knowledge, Skill, Ability) Product related knowledge Interest/ Enthusiasm of employees Any other (Specify) __________

__ __ __ __ __ __ __

As per the employees in the organization by and large all the think which are provided here should be taken in consideration but what they feel more important is the knowledge, skill, ability(KSAs) to which 17 employees rank as a most preferable and second preference of approximately all the employees is Employees experience in the organization .

Q.19 Do you participate in decision making process about your work? Never Seldom Whenever asked for Always

0% 5% Never Seldom 53% 42% Whenever Ask for Alw ays

Q.20

How would you describe the following when you are at work? (Please tick.) 69

Very Good Energy levels Mood Concentration Stress levels

Good

Fair

Poor

Very poor

Very Poor Poor Energy level Fair Good Very good 0% 20% 40% 60% 80% 100% Mood Concentration Stress Level

Q.21

Does employee participation in decision making motivates an employee? Yes No Cant say

21% 0% Yes No Cant Say 79%

Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be 70

Yes Physical acceptance Safe Satisfying social needs Emphasizing respect and trust Allowing free communication Accepting diverse opinion Any Other (Specify) __________________

No

Any Other A ccepting Diverse Option Allow ing Free Communication Emphasising Respect And Trust Satisf ying Social Needs Saf e Physical Acceptance 0% 20% 40% 60% 80% 100% Yes No

Q.23 How does decision making contribute to motivation? Employee Belongingness Employee Satisfaction Transparency - make you feel secured None of the above Any Other (Specify) _______

71

4% 0% 32% 32% Belongingness Satisfaction Transferancy None Of above Any other 32%

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Analysis

As above data show that the people in the organization wants not only monetary but they also wants the non-monetary benefits in the way of recognition in public and other rewards. In all it is the mix pool of all the views of HODs, managers and staff employees where overall view is that people at different level always requires the different kind of rewards which prove the MASLOWs NEED HIERARCHY THEORY very right at organizational level.

73

The response of all the people in organization towards this program is very positive and they all have given some good views and also they have provided with good quality response which is very helpful during making the motivational policy and implementation phase of the program.

74

Suggestions

Program recommended: 1. Program for individual employees: As MRM is held every month, each department head should keep a watch on each and every employee and whoever performs best in that month in his department. HOD should give his name to the CEO/COO.

75

 After each and every department gives their employees name, HR department will organize one monthly program. In which all those people whom CEO/COO will also consider as the best performer for the month should be given some incentives like Movie tickets, gifts, shopping vouchers, dinner parties, paid trips, outings etc. If any employee gets this reward continuously for three months will get some amount as bonus for his outstanding performance during that quarter. If management found that the person is performing above average for more than six months in that condition he will be eligible for increment or promotion. If management found the name given by HOD is not performed well or decision of HOD is biased in that condition management can take other peoples views and take the decision on that basis or can do the double filter system for the purpose of removing the chances of biased decision. Every month the list of best performers will be put on notice board. Every months rewards should be given by CEO/COO in presence of all the HODs and staff. 2. Responsibility : As people feel that they can do better if they given opportunities and they like to take the decisions and responsibility so if instead of HODs taking all the decisions himself he can give the rights to the people and also make them responsible sometimes people dont like to take responsibility in some cases in that kind of condition management can give them chance as high risk responsibility high rewards and for low level responsibility very low rewards. 3. Reverse mentoring: In this the decisions are taken by the HODs but they must be views coming from staff people and on that basis on all peoples idea they can take any once idea which HOD found suitable. The suitable idea which is get selected is rewarded in monthly meetings.

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Limitation

As a time for project is of only two months because of which it is not possible to see the effect of the motivational policy and response of the employees. Because of some IR issues it is not possible to take the views from the workers and make the program for the workers.

77

Because of time constraint it is not possible to take the big sample of the employees to do the survey and take their views.

78

Bibliography/R eferences

79

5. K. Aswathappa Organisational Behavior Himalaya Publishing House Girgaon, Mumbai 6th revised and enlarged Edition, 2005. 6. Gary Dessler Human Resource Management 7. TACO HR Manual 8. www.google.com 9. www.tacogroup.com 10. www.yahoo.com

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Annexure

81

5. Questionnaire for HODs 6. Questionnaire for staff employees

82

Questionnaire for the HODs/Managers:

Q.1 Since how long you are working in this organization? Less than one One to three Three to five More than five Q.2 According to you, why people join this organization? Because of growth opportunity Because of Brand name Good working conditions Because they do not get job at any other place None of above any other (Specify) ___________ Q.3 What do you think about Companys current HR policies? Excellent Very good Good Average Q.4 As a Department head/Manager which of the following factors motivates you? Subordinates performance Work completed on time Employees taking and understanding responsibility You want to perform on your own Any other (Specify)

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Q.5

According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11) Achievement Recognition Responsibility Incentives Growth Perks Gifts Bonus Fringe benefits Cash benefits Appreciation in public Fear General __ __ __ __ __ __ __ __ __ __ __ __ Depart. __ __ __ __ __ __ __ __ __ __ __ __ Organization __ __ __ __ __ __ __ __ __ __ __ __

Q.6

Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees? Yes No Uncertain

Recognition Promotion Achievement Opportunities and challenges of work Position of authority Interesting Job Profile Recognition of team/Group Positive interpersonal relationship Other (specify)_______

84

External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees? Never Seldom Sometime Often Always Personal need Personal value Personal attitude Personal interest Work security Variety of skills to do different jobs Opportunity to complete task Working independently External Feedback on performance Any other (Specify)_____ Q.8 Which type of incentive motivates employees in the organization? Monetary Non- monetary Both Q.9 Which type should be implemented? Monetary Non- monetary Both Any other (Specify) ________ Q.10 Which one or more of the leadership style of manager will work or not work in this organization? Leadership style Autocrat Will work Will not work

Q.7

85

Democrat Laissez-faire (Who allow the things to happen, not try to control them) Transformational Participative Any Other(Specify)__________ Q.11 What is an average age of your department people? (Excluding You) 18-25 25-35 35-50 Above 50 Q.12 Which age group mainly goes for monetary benefits? 18-25 25-35 35-50 50 and above Q.13 Which age group mainly goes for non monetary benefits? 18-25 25-35 35-50 50 and above Q.14 How do you keep your department people motivated? By having dialogs By rewards Appreciation None of above any other (Specify) __________ Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5

86

Aspects Work culture Working conditions Job security Seniors Working environment Subordinates Fear Performance

Ratings

Q.16 Is performance appraisal a right tool to motivate employees? Yes No Sometimes Q.17 If answer to above question is yes then how much is the effect of the performance appraisal on the motivation? 0-25% 25-50% 50-75% 75-100% Q.18 Is the same appraisal policy applied for all who are performing the same kind of task with the same efficiency? Yes No Q.19 How would you describe the work in your department? Monotonous With variety in work High pressure work Challenging Lot of traveling 87

Q.20 On which basis would you like your department people to get rewards or recognition? Individual performance Group performance People involved in doing some particular work (Team work) Organizational reward

Q.21

How do you grade your department people?

Highly Motivated Motivated Somewhat motivated Less Motivated De-motivated

Q.22 Do you discuss your department people about there performance? Yes No Sometimes Q.23 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know. _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________ Thank you for filling in this questionnaire Your input will help us to make the motivational program.

88

Questionnaire for the Staff employees:

Q.1 From how many years you are working with this organization? Less than one One to two Two to Three More than Three Q.2 What is your current gross salary per month? Less than 5000 5000 to 10000 10000 to 15000 More than 15000 Q.3 As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies? Yes No Cant say Q.4 What do you feel about the work in your Department? 89

Monotonous Challenging Comfortable Confusing/ Always fire fighting Q.5 Do you feel money is the only motivating factor? Yes No Not for all Q.6 How much increment in salary Motivates you? 0-25% 25-50% 50-75% 75-100% Q.7 Does your superior keep you adequately motivated? If yes how? Yes / No / Sometimes ( Tick one )

How _____________________________________________________ _____________________________________________________ ___________________________________ Q.8 When your motivational levels are low what would you like to do? Talk with collogues or seniors Take a leave Still you try to work because you have deadlines

90

You handover work to someone else Quit/ Change the job Any other (Specify) __________ Q.9 After achieving your set target, how do you get motivated? Monetary benefits Recognized in public Reward Setting higher targets

Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee? Individual reward Group reward Organizational reward Any facility/ concession/privilege other than what you are getting (Specify) _____________ Q.11 How do you keep yourself stress free from your regular work? By joining Hobby club Meet regularly with your friends Playing games Weekend parties Entertainments (like: movies/ theater) Any other (specify) ______________

91

Q.12

Do you feel stress free environment leads to motivation at work place? Yes No How? _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________

Q.13

On Maslows need hierarchy theory what do you think your need is? Need for belongingness Need for affiliation Need for social needs Need for self-esteem

Need for self actualization Q.14 Does Job enrichment, job rotation and job specification are the motivating tools for the employees? Yes No Cant say Sometimes Q.15 Do you feel that to keep the employee motivated each department head should discuss with him/her, individuals/employees future plans and past performances? Yes No Not necessary Important tasks only Q.16 How would you prefer to set your career planning?

92

By organization By yourself Both Q.17 Do you feel career planning is one of the tools for employee retention and motivation? Yes No Cant say Q.18 Which of the following factors should be considered in the career planning? Rank them Educational qualification Total experience of employee Employees experience in organization KSAs (Knowledge, Skill, Ability) Product related knowledge Interest/ Enthusiasm of employees Any other (Specify) __________ __ __ __ __ __ __ __

Q.19 Do you participate in decision making process about your work? Never Seldom Whenever asked for Always Q.20 How would you describe the following when you are at work? (Please tick.) Very Good Energy levels Good Fair Poor Very poor

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Mood Concentration Stress levels

Q.21

Does employee participation in decision making motivates an employee? Yes No Cant say

Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be Yes Physical acceptance Safe Satisfying social needs Emphasizing respect and trust Allowing free communication Accepting diverse opinion Any Other (Specify) __________________ Q.23 How does decision making contribute to motivation? Employee Belongingness Employee Satisfaction Transparency - make you feel secured None of the above Any Other (Specify) _______ Q.24 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know. 94 No

_____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ ___________ Thank you for filling in this questionnaire Your input will help us to make the motivational program.

95