A

Project Report
On
EMPLOYEE MOTIVATION
AT
BIG BAZAAR
 ABSTRACT

Human resources management is primarily concern with the people management. It is

a crucial subsystem in the process of management. The success or of the organization
not only depends on the material, machines and equipment but also on the personnel
who put in their best efforts for efficient performance of the job. Human resources
management is the management of employee skills, knowledge, talents aptitudes,
creative abilities etc.

The main Objective of the project is

1. To analyze and examine the effectiveness of Motivation programmers in Bazaar

India Pvt Ltd.
2. To access how often training programmers are conducted and how much are the
employees satisfied.

But the major finding is that some of the employees are not aware of the training
policy in bazaar India pvt ltd. Hence they are made to be aware and Most of the
employees agree with the training help you to upgrade soft skills like communication
skills, leadership, team building etc.
 INDEX

ABSTRACT

CHAPTER-1: INTRODUCTION

1.1 Introduction

1.2 Objectives of the Study

1.3 Needs of the Study

1.4 Scope of the Study

1.5 Research Methodology

1.6 Limitations of the Study

CHAPTER-2: INDUSTRY AND COMPANY PROFILE

2.1 INDUSTRY PROFILE

2.2 Organization Profile

2.3 Company Profile

CHAPTER-3: LITERATURE REVIEW

CHAPTER-4: DATA ANALYSIS AND INTERPRETATION

CHAPTER-5: FINDINGS AND SUGGESTIONS

5.1 Findings

5.2 Suggestions

CONCLUSION

QUESTIONNAIRE

BIBILOGRAPHY
 CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION:

The most important resources of an organisation is its human resources management

is primarily concern with the peoples management. It is a crucial sub system in the
process of management. The success of the organization not only depends on the
material, machines and equipment but also on the personal who put in their best
efforts for an efficient performance of job.

Often, people confuse the idea of 'happy' employees with 'motivated' employees.
These may be related, but motivation actually describes the level of desire employees
feel to perform, regardless of the level of happiness. Employees who are adequately
motivated to perform will be more productive, more engaged and feel more invested
in their work. When employees feel these things, it helps them, and thereby their
managers, be more successful. It is a manager's job to motivate employees to do their
jobs well. So how do managers do this? The answer is motivation in management, the
process through which managers encourage employees to be productive and effective.

Think of what you might experience in a retail setting when a motivated cashier is
processing your transaction. This type of cashier will:
Human resource management is the management of employee skills, knowledge,
talents, aptitudes, creative abilities etc...

1.2 OBJECTIVES OF THE STUDY:

1. To understand the nature of employee motivation.

2. To recognize the importance of creating a workplace that inspires and supports
employee motivation.
3. To identify aspects of today’s workplace then can affect employee motivation.
4. To measure employee progress in meeting strategic imperatives.
1.3 NEEDS OF THE STUDY:

If we could utilize as much as half of the potential of human beings for productive
work. The productivity increase would far exceed then possible from available
technology. Motivation is a wider study because it depends on individual’s behavior is
alike. Behavior differences between individuals are produced by physical differences,
mental capabilities. Life experiences and interpretations which leads to resistance to
new methods and concepts. Again, individual’s behavior changes overtime.

1.4 SCOPE OF THE STUDY:

The scope of the study is confined to Grade-B and Grade-C employees of the
company. The present study includes the recruitment process carried out by BIG
BAZAR FUTURE GROUP. The study includes the sources utilized by BIG BAZAR
FUTURE GROUP internally and externally. The study is done to access whether the
recruitment process adopted by BIG BAZAR FUTURE GROUP is cost effective and
efficient in achieving its objectives behind framing the employee motivation.

1.5 RESEARCH METHODOLOGY:

The information required for the preparation of report is collected through two
sources

METHODS OF COLLECTING PRIMARY DATA

The collection of first-hand information is referred to as primary method. There are

various methods in which primary data can be adopted and thus can be broadly
classified as survey method and experimental methods.

1. Primary Data
2. Secondary Data

Primary Data: The data is collected through questionnaires, which form the major
part.
Secondary Data: The secondary data is readily available from the Dealer’s, News &
Magazines. Data like company profile and product profile are collected from the
Internet.
Survey method: A research is a technique in which information is gathered from
people through the use of questionnaires.

 Closed–ended Questions: Closed ended questions include all possible answers

prewritten response categories, and respondents are asked to choose among them.
 Open-ended Questions: Open-ended questions allow respondents to answer in
their own words. Questionnaire does not contain boxes to tick but instead leaves a
blank section for the response to write in an answer Sample size
 The sample size of the survey (N) is 100.
 Sampling technique used in this study is ‘Random sampling’.
 The age limit of the employees in between 20-55.

Period of working: Period of working is 45 days.

1.6 LIMITATIONS OF THE STUDY

 The sample collected may not bring out the exact analysis.
 The limitations of the study are restricted within the BIG BAZAAR.
 The response may be biased, due to fear of reprisal from management.
 Time is an important constrains and there may be a chance for simple error.
 Some of the respondents do not react favourably to the questionnaires.
 CHAPTER-2
INDUSTRY AND COMPANY
PROFILE

2.1 INDUSTRY PROFILE

Retail is India’s industry, accounting for over 10 percent of the country’s GDP and
around 8 percent of the employment. Retail industry in India is at the crossroads. It
has emerged as one of the most dynamic and fast paced industries with several players
entering the market. But because of the heavy initial investments required, breakeven
is difficult to achieve and many of these players have not tasted success so far.

However, the future is promising; the market is growing, government policies are
becoming more favourable and emerging technologies are facilitating operations.
Retailing in India is gradually inching its way toward becoming the next boom
industry. The whole concept of shopping has altered in terms of format and consumer
buying behaviour, ushering in a revolution in shopping in India.

Modern retail has entered India as seen in sprawling shopping centres, multi-stored
malls and huge complexes offer shopping, entertainment and food all under one roof.
The Indian retailing sector is at an inflexion point where the growth of organized
retailing and growth in the consumption by the Indian population is going to take a
higher growth trajectory. The Indian population is witnessing a significant change in
its demographics.

A large young working population with average age of 24 years, nuclear families in
urban areas, along with increasing working-women population and emerging
opportunities in the service sector are going to be the key growth drivers of the
organised retail sector in India.

An increasing number of people in India are turning to the services sector for
employment due to the relative low compensation offered by the traditional
agriculture and manufacturing sectors. The organized retail market is growing at 35%
annually while growth of unorganized retail sector is pegged at 6%.

The Indian retail market, which is the fifth largest retail destination globally, was
ranked second after Vietnam as the most attractive emerging market for investment in
the retail sector. India has topped the A.T. Kearney’s annual global retail development
index (GRDI) for the third consecutive year, maintaining its position as the most
attractive market for the retail investment.
Key Fact:

Retail is India’s largest industry accounting for over 10 percent of the country’s GDP
and around 8 percent of the employment. Retail consist of the sale of goods are
merchandise from a fixed location, such as a department store, boutique or male, in
small or individual lots for direct consumption by the purchaser. Retailing may
include subordinated services such as delivery. Purchases may be individuals or
businesses. In commerce, a’ Retailer’ buys goods or products in large quantities to the
end user. Retail establishments or often called stores or shops.

Retailers are at the end of the supply chain. Manufacturing marketers see the process
of retailing as a necessary part of their overall distribution strategy. The term ‘retailer’
is also applied where a service provider services the needs of a large number of
individual, such as a public utility, like electric power. Shops may be on residential
streets, shopping streets with few or no houses or in a shopping mall. Shopping streets
may be for pedestrians only. Sometimes a shopping street has a partial or full roof to
protect customers from precipitation. Online retailing, a type of electronic commerce
used for business-to-customer (B 2 C) transaction and maul order, is forms of non-
shop retailing. Modern retail has entered India as seen in sprawling shopping centres,
multi-stored malls and huge complexes offer shopping, entertainment and food all
under one roof. The Indian retailing sector is at an inflexion point where the growth of
organized retailing and growth in the consumption by the Indian population is going
to take a higher growth trajectory. The Indian population is witnessing a significant
change in its demographics. Retailing in India is gradually inching its way toward
becoming the next boom industry. The whole concept of shopping has altered in terms
of format and consumer buying behaviour, ushering in a revolution in shopping in
India.

2.2 ORGANIZATION PROFILE

“Nobody Sells Cheaper and Better” Big Bazaar is a chain of department stores in
India currently with 100 outlets. It is owned by Pantaloon Retail India Ltd, Future
Group. It works on the same economy model as Wal-Mart and has been successful in
many Indian cities and small towns. His idea was pioneered by entrepreneur Mr
Kishore Biyani, the CEO of feature group. Currently big bazaar stores are located in
India.

It is the fastest growing chain of department stores and aims at having 350 stores by
2010. Big bazaar has democratized shopping in India and is so much more than a
hyper market here you will find over 170 thousand products under one roof that cater
to every need of a family, making bib bazaar India’s favourite shopping.

At Big Bazaar, you will get the best products at the best prices- this is our guaranty.
From apparel to general merchandises like plastics, home furnishings, utensils,
crockery, cutlery, sports goods, car accessories, books and music, computer
accessories and many more. Big Bazaar is the destination where you get the products
available at prices lower then then MRP, setting a new level of stranded in price,
convenience and quality.

If you are a fashion-conscious buyer who wants great clothes at great prices, Big
Bazaar is the place to be. Leveraging on the company’s in inherent strength of
fashion, Big Bazaar has created a strong value -for-money proposition for its
customers.

This high light the uniqueness of Big Bazaar as compared to traditional super markets,
which principally revolve around food, groceries and general merchandise. Big
Bazaar has clearly emerged as a favourite shopping destination for millions of its
customers, across the country, its successes is a true testament to the emotional
bonding.
COMPANY PROFILE

All products in Big Bazaar will be available at prices lower than the MRP, often up to
60% discount. In addition to this, various offers, discounts and promotions will be
regularly held at the store. The consumer will experience a new level of standard in
price, convenience and comfort, quality, quantity, and store service levels. BIG
BAZAAR in its true hyper market model will offer all of the above for both leading
brands and also for its private labels.

There are many types of retail format available in India like grocery store to mall.
They have different types of market for the business. Among of all this format of
retail big bazaar is the successful retail format in Indian retail industry. In past Indian
customer only familiar with the nearby convince store but day to day innovation and
customer awareness. Kishor biyani create a bench mark in Indian retail industry by
entering in Indian retail business. Big bazaar is one of them format of future group. Big
bazaar deal with all kind of human being products starting from children to adult.
Products are selling by the big bazaar like Grocery, plastic, electronics, apparels,
footwear, food etc.
SWOT ANALYSIS

SWOT analysis is a tool for auditing an organization and its environment. It is the
first stage of planning and helps marketers to focus on key issues. SWOT stands for
strengths, weakness, opportunities, and threats. Strengths & weakness are internal
factors. Opportunities, and threats are external factors. Big Bazaar SCM information.

STRENGTHS

• High brand equity

• State of art infrastructure
• EDLP
• Pop promotions
• Variety of stuff under single roof
• Point of purchase promotions to increase the purchases
• Easy to use and time save

WEAKNESS

 Unable to meet store opening targets

 Falling revenue/sq. ft.
 General perception
 SCM in real sense yet to evolve
 Least focus on quality

OPPORTUNITY

 Organized retail (4.15%)

 Evolving consumer preferences
 Growing performance to organized shopping
 Every day need value for customer

THREAT
 Competitors
 Government polices
 Unorganized retail
 Indian want a decreasing in price
 In India electricity availability in rural area is low

ABOUT BIG BAZAAR

The retail format of the Big Bazaar group includes Aadhar rural and home-town retail
chain Ezone home -improvements chain, sports ware retailer depot and music chain.
This retail store is a subsidiary of future group, pinto loons retail India ltd. Big Bazaar
group offers more than 136 stores all over the country. Every Big Bazaar out let is
owned by the company, and not franchised out to anyone to ensure quick changes to
its entire retail chain. Kishore Biyani, the promoter of the group likes to addresses
himself as -Chief Knowledge Officer

VISION
Future group shill delivers everything, everywhere, every time, for every Indian
consumer in the most profitable manner. “India’s transformation into the legendary
“sone ki chidiya” (golden brid), taking wings once again to reach greater heights.

MISSION
We share the vison and belief that our customers and stakeholders shall be served only
by creating and executing future scenarios in the consumption space leading to
economic development. We will be the trend setters in evolving delivery formats,
creating retail reality, making consumption affordable for all customer segments -for
classes and masses .We shall infuse Indian brands with confidence and renewed
ambition. We shall be efficient, cost- conscious and committed to quality in whatever
we do. We shall ensure that our positive attuite, sincerity, humility and united
determination shall be the driving force to make us successful.
 CHAPTER-3
LITERATURE REVIEW

Definition
A motivation is an inner state that energies, activates , or moves and that directs
behavior towards goals.”

“A motive is restlessness , a lack , a yen, a force. One in the grip of a motive, the
organism does something to reduce the restlessness, to remedy the lack , to alleviate
the yen , to mitigate the force.”

“ Motivation is the complex forces starting and keeping a person at work in an

organization. Motivation is something that moves the person to action and continues
him in the course of action already initiated.”

“ Motivation refers to the way in which urges, drivers, desires, aspiration, striving or
needs direct, control or explain the behavior of human beings .”

Motivation is a general inspiration process which gets the members of the team to pull
their weight effectively, to give their loyalty to the group, to carry out properly the
tasks they have accepted and generally to play an effective part in the job that the
group has undertaken,”

“Motivation is a general term applying to the entire class of drives, desires, needs,
wishes and similar forces. To say that managers motivate their subordinates is to say
that they do those things which they hope will satisfy these drives and desires and
induce the subordinates to act in a desired manner.”

“Motivation is getting somebody to do something because he want to do it. It was

once assumed that motivation had to be injected from outside, but it is now
understood that everyone is motivated by several differing forces.”

“ Motivation is a general term applied to the entire class of drives, desires, needs,
wishes and similar forces. Nearly all conscious behavior of human being is motivated.
The internal needs and drives result into actions for instance, the need for food result
in hunger and hence a person is motivated to eat.”
“ Motivation is the result of processes internal or external to the individual, that
arouse enthusiasm and persistence to pursue a certain course of action.”
Mr. Brech

“Muhammad and Wagdi, 2014”: It is proved that lack of employee motivation is a

major cause for unionization. Demonization and dissatisfaction with wages, job
security, fringe benefits, chances for promotion and treatment by supervisors are
reasons, which make employees, join unions. Another aspect is that job-dissatisfaction
and lack of motivation can have an impact on the tendency to take action within the
union, such as filing grievances or striking (Muhammad and Wagdi, 2014).

Llopis (2013): 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.

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

“Abadi, etal., 2011”: No one works for free, nor should they. Employees want to earn
reasonable salary/payment and employees desire their employers to feel that is what
they are getting. Money is the fundamental inducement; no other incentive or
motivational technique comes even close to it with respect to its influential value. It
has the supremacy to magnetize, retain and motivate individuals towards higher
performance. Frederick Taylor and his scientific management associate described
money as the most fundamental factor in motivating the industrial workers to attain
greater productivity.

“Lai 2011”: According to Lai (2011), employee participation may enhance

motivation and job satisfaction through power sharing, and increased responsibility.
Employee participation can provide individuals an opportunity to make key
managerial decisions that have an impact on other employees, thus increasing job
satisfaction and performance. Herzberg’s two-factor theory suggests that intrinsic
work factors such as responsibility held by employee and skills development may
increase job satisfaction. Increased work responsibility may be related to many factors
suggested in the two-factor model as recognition and interpersonal relationships have
implications for individuals‟ identity (Lai, 2011) …

“Yazdani et al 2011”: Employee level of motivation is also influenced by the quality

of the working environment both its physical attributes and the degree to which it
provides meaningful work. While a comfortable physical environment is correlated
with employee motivation, the relationship is not merely as strong as the relationship
between motivation and managerial behaviour. Work environment plays an essential
role since it influences employee motivation. Employees are concerned with a
comfortable physical work environment that will ultimately provide extra optimistic level
of motivation. Lack of favourable working conditions, amongst other things, can affect
badly on the employee's mental and physical well-being. According to Arnold and
Feldman (1996) factors such as working hours, temperature, ventilation, noise,
hygiene, lighting, and resources are all part of working conditions. Negative
performance will be provoked by poor working conditions since employee’s job
demand mentally and physically tranquillity (Irons and Busekist, 2008).

“Westover, 2010”: According to Van and Adonise (2008) Job stress is the body’s
response to any job-related factor that threatens to disturb the person’s equilibrium. In
the process of experiencing stress, the employee's inner state changes thus prolonged
stress can cause the employee serious ailments such as heart disease, ulcer, blurred
vision, lower back pain, dermatitis, and muscle aches. Persistent job-dissatisfaction is
powerful source of job stress. The employee may see no satisfactory short-term
solution to evading this type of stress. Westover (2010) suggests Employees under
prolonged stress stemming from lack of motivation often consume too much alcohol,
tobacco, and drugs. These employees are costly to the management in terms of time
lost due to frequent absences and increased payments towards medical compensation
(Westover, 2010).

“Khalil Ullah et al, 2010”: Extrinsic motivation, on the other hand, refers to tangible
rewards such as pay, fringe benefits, work environment, work conditions, and job
security. Extrinsic motives cannot only be satisfied by the work itself. That means
pleasure comes from something the task leads to, such as money. As according to
(Khalil Ullah et al, 2010) the effects of work, as well as its contributing factors are
also of importance for the need satisfaction. As a result, work is seen as a means to
pursue other motives.

“Rukhman, 2010”: Leadership is about influencing people to do things the right way.
To achieve that you need people to follow and to have them trust you. And if you
want them to trust you and do things for you and the organization, they need to be
motivated. Theories imply that leader and followers raise one another to higher levels
of morality and motivation. Motivation is purely and simply a leadership behaviour. It
stems from wanting to do what is right for people as well as for the organization.
Leadership and motivation are active processes in management.

“Hujra, Chinni, Aslam, Azzam and Rehman, 2010”: Training provides chances to
employees‟ growth and enhances their knowledge and skills for effective
development (Kabir, 2011). Trained workers are more motivated with their job as
compared to untrained employees (Abdullah and Djebavni, 2011). These training
programs positively raise employees‟ advancement that is good for competencies
(Hujra et al., 2010). By getting these training programs employees are able to get self-
assured, evolution of career, and have positive thought for their
organizations/companies (Kabir, 2011). The aim of these training and management
programs is to amend employees‟ skills and organization potentialities (Hujra,
Chinni, Aslam, Azzam and Rehman, 2010).
“Mani, V, 2010”: Employee empowerment and participation consists of contribution
of employees in management and decision making associated to policies, objectives
and strategies of the organization. Empowerment results in motivating employees that
leads to constant expansion and organizational growth. Empowerment directs faster
decision of customer troubles for the reason that employees did not fritter away time
referring customer objections to managers. Increased self-sufficiency enhances work
productivity, amplifies employees‟ wisdom of self-efficacy and their motivation to get
upon and complete certain tasks. Managers should regard employees in decision-
making procedures (Mani, V, 2010).

“Amin 2010”: Amin (2010) believed that empowerment creates motivation and
energy in workforce to do their work efficiently and effectively. Together the job
characteristics of career revamp and employee empowerment are imperative
characteristics in giving greater employee dedication and trustworthiness toward the
organization and increased level of motivation. Participative decision making is a set
of planned procedures for systematizing individual sovereignty and autonomy in the
perspective of faction accountability and associated to system-wide control. Employee
participation and empowerment not only direct to efficiency, effectiveness and
innovation but they also boost employee fulfilment, work motivation and trust in the
organization. John Bladon in his book „Great motivation Secrets of Great Leaders‟,
has discussed that empowerment and recognition encourages and motivates people to
work. He elaborates it that empowerment grants people with responsibility and ability
to act as it puts people in control of their own destinies. Also, he wrote that it's
fundamental to our humanity

“Annamalai, Abdullah and Alexidines, 2010”: Trust is defined as the perception of

one about others, decision to act based on communication, behaviour and their
decision. If an organization wants to improve and be successful, trust plays a
significant role so it should always be preserved to ensure an organizations existence
and to enhance employees‟ motivation. It can make intrapersonal and interpersonal
effects and influence on the relations inside and out the organization (Annamalai,
Abdullah and Alexidines, 2010)
“Matthew et al 2009”: Intrinsic motivation is the desire of an individual to perform
his/her work well, in order to achieve the satisfaction of intrinsic needs. In other
words, an individual performs a task in order to achieve certain types of internal
states, which he/she experiences as intrinsic motivation relates to psychological
rewards such as the recognition of a task completed. External rewards such as food,
money, praise, and so on, are not the main reason for a person to engage in activities.
Intrinsic motives can be satisfied by the work itself. In other words, the task itself is
the main source of motivation, since it provides interest, stimulation, challenges, and
opportunities for personal growth and achievement to the individual. Intrinsically
motivated behaviour is the one that is determined by an individual's need for feeling
competent and self-determining. On the one hand, a person will seek out challenges
that allow him/her to behave in ways that provide him/her with a sense of competence
and self-determination (Matthew et al 2009).

“Whittaker, 2008”: Job enrichment is a job redesign technique that allows

employees to have autonomy on how they perform their own tasks, giving them more
responsibility. As an alternative to job specialization, companies/organizations using
job enrichment may experience positive outcomes such as increased motivation,
reduced turnover, increased productivity, and reduced absences. This may be because
employees who have the authority and responsibility over their own work can be
more efficient, eliminate unnecessary tasks, take shortcuts, and overall increase their
own performance. At the same time, there is some evidence that job enrichment may
sometimes cause employees to be dissatisfied. The reason may be that employees who
are given additional autonomy and responsibility may expect greater levels of pay or
other types of compensation, and if this expectation is not met, they may feel
frustrated.One more thing to remember is that job enrichment may not be suitable for
all employees. Not all employees desire to have control over how they work, and if
they do not have this desire, they may feel dissatisfied in an enriched job.

“Van and Adonise, 2008”: In additions to the above, it has been claimed that motivated
employees tend to have better mental and physical health and learn new job-related tasks
more quickly. All these considered by practicing managers and organizational behaviour
researchers, they would agree that employee motivation is important to an organization.
Critics however, point out this is pure assumption because there is so much we do not
know about the positive effects of motivation. On the other hand, when employee
motivation is low, there seems to be negative effects on the organization that have
been documented. So, if only from the standpoint of viewing employee motivation as
a minimum requirement or point of departure, it is of value to the organization’s
overall health and effectiveness and is deserving of study and application in the field
of organizational behaviour (Van and Adonise, 2008). This chapter has presented a
review of pertinent literature of employee motivation in organizations. Arising from
this review, various researched theories have been presented. It is therefore important
for this research to provide empirical evidence of these theories. Research in this area
will provide more knowledge on the extent to which these theories are relatable to
Kenyan organizations and with Amrif Health Africa in Kenya as a case study. The
next chapter will present imperative research methods that will be used to conduct this
research.

“Thella, 2007”: A good managerial relation is an important factor in fostering

employee motivation. Those who act to maintain good relations with their employees
exhibit the following behaviours help with job related problems, awareness of
employee difficulties, good communication, and regular feed-back about the
performance so that employees always know where they stand. Employees want to
have input into decisions that affect them, to feel important and appreciated. They
want to be informed and involved at work place. When a job brings recognition and
respect, employees are motivated with it. This is an easy condition to create with
feedback (Thella, 2007). The evidence that “good management” plays a part in
affecting employee motivation puts a responsibility on both the managers and the
supervisors in the organization. Management needs information on employee
motivation in order to make sound decisions, both in preventing and solving
employee problems. A typical method used is employee motivation surveys, also
known as a morale, opinion, attitude, or quality-of-work-life survey. An employee
motivation survey is a procedure by which employees report their feelings towards
their jobs and work environment. Individual responses are then combined and
analysed (Yazdani et al2011).

“Pocock, 2006”: Meaningful work is considered as a very important factor when it

comes to intrinsic employee motivation. These days, employees want to be engaged in
qualitative work. Employees want their work to be meaningful to them. Meaningful
work is an emerging factor for valued outcomes of organizations. Meaningful work is
an important issue and is valuable for both employee and employer. There are some
other factors rather than money which an employee may want to share with their
community and home members. Such factors include sense of achievement and
feeling of accomplishment of some tasks. This meaningful work is considered as a
dividend to the employee (Pocock, 2006).

“Anderson, 2004”: Various studies have attempted to examine the relationship

between employee motivation and absenteeism. Absenteeism as absence is commonly
viewed as one of the means of withdrawal from stressful work situations. According
to Lothians (1995), research has generally revealed a consistent inverse relationship
between motivation and absenteeism, for instance when motivation is high,
absenteeism tends to be low and when motivation is low, absenteeism tends to be
high. Even though this correlation has been found to be rather moderate, the
underlying assumption is that absence is at least in part, the result of dissatisfaction on
the job (Anderson, 2004).

TYPES OF MOTIVATION

There are two ways by which people can be motivated. One is a positive approach or
pull mechanism and another is a negative approach or pull mechanism.

POSITIVE MOTIVATION OR PULL MECHANISM

People are said to be motivated positively when they are shown a reward and the way
to achieve it. such reward may be financial or non-financial. Monetary motivation
may include praise for the work, wage plans, productive bonus schemes etc. monetary
incentives provide the worker a better standard of life while non-monetary incentives
safety the ego of the man. positive motivation seeks to create and optimistic
atmosphere in the enterprise. Positive motivation involves identifying the employee
potentialities and make him realise the positive result by achieving it potential.
Positive motivation can be referred as ‘Anjaneya type of motivation’ in Ramaiah.
NEGATIVE MOTIVATION ARE PUSH MECHANISM

One can get the desired work done.by installing fear in the minds of people.in this
method of motivation, fear of consequences of doing something or not doing
something keeps the work in the desired directions. This method has got several
limitations. Frae creates frustration, a historic state of mind and an favourable attitude
towards the job which hinders efficiency an productivity.so the use of it should be
keep its minimum.

Steps in motivation

According to judicious, the following are the steps that should be adopted in
motivation.

Sizing up: this step is mainly involves understanding of different needs of people.
Having assessed the needs, determine what motivates them.
Preparing a set of motivating tools: this list of motivators should be prepared based
on the revealed needs of the people.
Selecting and applying motivates: out of the list motivates, few should be selected
applied where ever and whenever they are needed.
Feedback: having the applied the motivates is important to find out how effective had
a particular motivator been.

1.1.4 TECHNIQUES OF EMPLOYEE MOTIVATION

Job enlargement, job enrichment and job rotation are three basic approaches;

1. Job Enlargement: Job enlargement involves expanding the job of an

employee that has them doing more work of a similar nature to what they
already do. This may be allowing them to complete the whole task instead
of just part of it, for example, packaging the products as well as
manufacturing them. This process ideally removes the boredom out of the
job by eliminating the repetitiveness out of tasks and allowing them to
complete the whole process, further increasing their responsibility.
 2. Job Enrichment: Job enrichment is an attempt to give workers more control
over their tasks and more responsibility for design, execution, and output. The
worker assumes some of the functions previously carried out by his or her
immediate supervisor or by other staff.

3. Job Rotation: Job rotation is a practice whereby each employee learns several
operations in manufacturing process and rotates through each in a set period.
Job rotation has important implications for firm learning. On one hand, when
employees rotate, the firm receives information about the quality of various
jobs - employee matches.

NATURE OF MOTIVATION

Motivation is predicated on needs and values of an individual that direct behaviour

towards goal. Motivation is difficult and sometimes impossible to decipher and, more
so, to quantify. More often than not, it eludes material experimentation and analysis.
Hence, man’s behaviour can be predicted up to certain extend. Motivation is strongly
influenced by needs and values. Motivation is stronger when it springs from a
person’s needs which are consistent with his values. Motivation is mainly concerned
directing of employees to words organizational objectives and mission. The nature of
motivation is discussed as follows

Motivation is a continue process: has we have studied in economics; human wants

are unlimited. It is said that, ‘even’ god cannot satisfy all human wants,’ with the
satisfaction od one want, another wants preferably of the higher order created. hence,
motivation is also continuous and unending process.

Motivation is a physiological concept: motivation is concerned with the

psychological aspects of human bring. The level of satisfaction, contentment, etc. by
using the same reward vary from person to person

The entire individual is motivated: as stated earlier, motivation is a psychological

concept interacting with the total organs of an individual. The entire system of an
individual reacts to the motivation. Thus, the entire individual is motivated.
Goals need to motivation: goals from a part of the motivational process. Goal
achievement results are the satisfaction of wants. Goals fulfilment leads to reduction
and drives and fulfilment.

MOTIVATION CONCEPTS

MASLOW'S HIERARCHY NEEDS OF THEORY

PHYSIOLOGICAL NEEDS: Lower under needs, it includes hunger, breathing,

food, water, sex, sleep, excretion, and other body needs. Lower are satisfied extremely
through focus, fore case and outside of person.
SAFTY: Lower under needs includes security and protection from physical and
emotional harm.
SOCIAL: Upper under needs includes affection belongingness acceptance and
friendship.

Upper under needs are satisfied internally.

Therefore, from within the person.

STEEM: Upper under needs includes internal (self-respect, autonomy and
achievements) and external (status, recognition and action) esteem factors.
SELF ACTUALIZATION: Upper under needs define as the drive to be all one can
be. It includes growth achieving once potential and self-fulfilment.

The main criticisms of the theory include the following:

1. The needs may or may not follow a definite hierarchical order. So, to say, there may be
overlapping in need hierarchy. For example, even if safety need is not satisfied, the social
need may emerge.
2. The need priority model may not apply at all times in all places
3. Researches show that man’s behavior at any time is mostly guided by multiplicity
of behavior. Hence, Maslow’s preposition that one need is satisfied at one time is
also of doubtful validity.

McGregor’s THEORY X

Theory X is based on pessimistic assumptions of the average worker. This

management style supposes that the average employee has little to no ambition, shies
away from work or responsibilities, and is individual-goal oriented. Generally, Theory
X style managers believe their employees are less intelligent than the managers are,
lazier than the managers are, or work solely for a sustainable income. Due to these
assumptions, Theory X concludes the average workforce is more efficient under
"hands-on" approach to management. The 'Theory X' manager believes that all actions
should be traced and the responsible individual given a direct reward or a reprimand
according to the action's outcomes. This managerial style is more effective when used
in a workforce that is not intrinsically motivated to perform. It is usually exercised in
professions where promotion is infrequent, unlikely or even impossible and where
workers perform repetitive tasks.

According to Douglas McGregor, there are two opposing approaches to implementing

Theory

X: the "hard" approach and the "soft" approach. The hard approach depends on
close supervision, intimidation, and imminent punishment. This approach can
potentially yield a hostile, minimally cooperative work force that could harbor
resentment towards management. The soft approach is the literal opposite,
characterized by leniency and less strictly regulated rules in hopes for high
workplace morale and therefore cooperative employees. Implementing a
system that is too soft could result in an entitled, low-output workforce.
Instead, McGregor feels that somewhere between the two approaches would
be the most effective implementation of Theory X.
Overall, Theory X generally proves to be most effective in terms of consistency of
work. Although managers and supervisors are in almost complete control of the work,
this produces a more systematic and uniform product or work flow. Utilizing theory X
in these types of work conditions allow the employee to specialize in a particular area
allowing the company to mass produce more quantity and higher quality work, which
in turns brings more profit.
McGregor’s THEORY Y

"Theory Y is almost in complete contrast to that of Theory X". Theory Y managers

make assumptions that people in the work force are internally motivated, enjoy their
labor in the company, and work to better themselves without a direct "reward" in
return. Theory Y employees are considered to be one of the most valuable assets to
the company, and truly drive the internal workings of the corporation Also, Theory Y
states that these particular employees thrive on challenges that they may face, and
relish on bettering their personal performance. Workers additionally tend to take full
responsibility for their work and do not require the need of constant supervision in
order to create a quality and higher standard product.

Because of the drastic change compared to the "Theory X" way of directing, "Theory
Y" managers gravitate towards relating to the worker on a more personal level, as
opposed to a more conductive and teaching based relationship. As a result, Theory Y
followers may have a better relationship with their higher ups, as well as potentially
having a healthier atmosphere in the work place. Managers in this theory tend to use a
democratic type of leadership because workers will be working in a way that does not
need supervision the most.
In comparison to "Theory X", "Theory Y" adds more of a democratic and free feel in the
work force allowing the employee to design, construct, and publish their works in a
timely manner in co-ordinance to their work load and projects. A study was done to
analyze different management styles over professors at a Turkish University. This study
found that the highly supervised Theory X management affected the research
performance of the academics negatively. In general, the study suggests that the
professional setting and research based work that professors perform are best managed
with Theory Y styles. While "Theory Y" may seem optimal, it does have some
drawbacks. While there is a more personal and individualistic feel, this does leave room
for error in terms of consistency and uniformity. The workplace lacks unvarying rules and
practices, and this can result in an inconsistent product which could potentially be
detrimental to the quality standards and strict guidelines of a given company.

HERZBERG’S MOTIVATION HYGIENE THEORY:

The psychologist Frederick Herzberg extended the work of Maslow and proposed a
new motivation theory popularly known as Herzberg’s Motivation Hygiene (Two-
Factor) Theory. Herzberg conducted a widely reported motivational study on 200
accountants and engineers employed by firms in and around Western Pennsylvania.

He asked these people to describe two important incidents at their jobs:

(1) When did you feel particularly good about your job, and
(2) When did you feel exceptionally bad about your job? He used the critical
incident method of obtaining data.

The responses when analyzed were found quite interesting and fairly consistent. The
replies respondents gave when they felt good about their jobs were significantly
different from the replies given when they felt bad. Reported good feelings were
generally associated with job satisfaction, whereas bad feeling with job
dissatisfaction.
Herzberg labelled the job satisfiers motivators, and he called job dissatisfies hygiene
or maintenance factors. Taken together, the motivators and hygiene factors have
become known as Herzberg’s two-factor theory of motivation

According to Herzberg, the opposite of satisfaction is not dissatisfaction. The underlying

reason, he says, is that removal of dissatisfying characteristics from a job does not
necessarily make the job satisfying. He believes in the existence of a dual continuum. The
opposite of ‘satisfaction’ is ‘no satisfaction’ and the opposite of ‘dissatisfaction’ is ‘no dis
sati satisfaction’

URWICK’S THEORY Z:

Much after the propositions of theories X and Y by McGregor, the three theorists
Urwick, Rangnekar, and Ouchi-propounded the third theory labeled as Z theory.
The two propositions in Urwicks’s theory are that:
 (i) Each individual should know the organizational goals precisely and the
amount of contribution through his efforts towards these goals.
(ii) Each individual should also know that the relation of organizational goals is
going to satisfy his/her needs positively.

In Urwick’s view, the above two make people ready to behave positively to
accomplish both organizational and individual goals.

However, Ouchi’s Theory Z has attracted the lot of attention of management

practitioners as well as researchers. It must be noted that Z does not stand for
anything, is merely the last alphabet in the English Language.

Theory Z is based on the following four postulates:

1. Strong Bond between Organization and Employees

2. Employee Participation and Involvement
3. No Formal Organization Structure
4. Human Resource Development

Ouchy’s Theory Z represents the adoption of Japanese management practices (group

decision making, social cohesion, job security, holistic concern for employees, etc.)
by the American companies. In India, Maruti-Suzuki, Hero-Honda, etc., apply the
postulates of theory Z.

ARGYRIS’S THEORY:

Argyris has developed his motivation theory based on proposition how management
practices affect the individual behavior and growth in his view, the seven changes
taking place in an individual personality make him/her a mature one. In other words,
personality of individual develops
 Immaturity maturity

• Passivity.
• Dependence.
• Capable of behaving in
• a few ways.
• shallow interest.
• short term perspective
• subordinate position.
• lack of self-awareness.
• Activity.
• Independence.
• Capable of behaving in
many ways.
• Deep interest.
• Long-term perspective.
• Superordinate position.
• Self-awareness and
control.

Argyris views that immaturity exists in individuals mainly because of organizational

setting and management practices such as task specialization, chain of command,
unity of direction, and span of management. In order to make individuals grow
mature, he proposes gradual shift from the existing pyramidal organization structure
to humanistic system; from existing management system to the more flexible and
participative management. affect the individual behavior and growth in his view, the
seven changes taking place in an individual personality make him/her a mature one. In
other words, personality of individual develops He states that such situation will satisfy
not only their physiological and safety needs, but also will motivate them to make ready
to make more use of their physiological and safety needs. But also, will motivate them
to make ready to make more use of their potential in accomplishing organizational
goals.

VROOM’S EXPECTANCY THEORY:

One of the most widely accepted explanations of motivation is offered by Victor

Vroom in his Expectancy Theory” It is a cognitive process theory of motivation. The
theory is founded on the basic notions that people will be motivated to exert a high
level of effort when they believe there are relationships between the effort they put
forth, the performance they achieve, and the outcomes/ rewards they receive.

The relationships between notions of effort, performance, and reward are depicted in
Figure
 Thus, the key constructs in the expectancy theory of motivation are:

1. Valence:
Valence, according to Vroom, means the value or strength one places on a particular
outcome or reward.

2. Expectancy:
It relates efforts to performance.

3. Instrumentality:
By instrumentality, Vroom means, the belief that performance is related to rewards.
Thus, Vroom’s motivation can also be expressed in the form of an equation as
follows:

Motivation = Valence x Expectancy X Instrumentality

Being the model multiplicative in nature, all the three variables must have high
positive values to imply motivated performance choice. If any one of the variables
approaches to zero level, the possibility of the so motivated performance also touches
zero level.

However, Vroom’s expectancy theory has its critics. The important ones are:
1. Critics like Porter and Lawler labeled it as a theory of cognitive hedonism which
proposes that individual cognitively chooses the course of action that leads to the
greatest degree of pleasure or the smallest degree of pain.
2. The assumption that people are rational and calculating makes the theory idealistic.
3. The expectancy theory does not describe individual and situational differences.

4. 1.1.13 PORTER AND LAWLER’S EXPECTANCY THEORY:

In fact, Porter and Lawler’s theory is an improvement over Vroom’s expectancy

theory. They posit that motivation does not equal satisfaction or performance. The
model suggested by them encounters some of the simplistic traditional assumptions
made about the positive relationship between satisfaction and performance. They
proposed a multi-variate model to explain the complex relationship that exists
between satisfaction and performance.

What is the main point in Porter and Lawler’s model is that effort or motivation does
not lead directly to performance. It is intact, mediated by abilities and traits and by
role perceptions. Ultimately, performance leads to satisfaction. The same is depicted
in the following Fig 17.4.

There are three main elements in this model. Let us briefly discuss these one by one.
Effort:
Effort refers to the amount of energy an employee exerts on a given task. How much
effort an employee will put in a task is determined by two factors-(I) Value of reward
and Perception of effort-reward probability.

Performance:
One’s effort leads to his/her performance. Both may be equal or may not be. However,
the amount of performance is determined by the amount of labor and the ability and
role perception.

Satisfaction:
Performance leads to satisfaction. The level of satisfaction depends upon the amount
of rewards one achieves. If the amount of actual rewards meets or exceed perceived
equitable rewards, the employee will feel satisfied. On the country, if actual rewards
fall short of perceived ones, he/she will be dissatisfied.
 CHAPTER-4
DATA ANALYSIS
AND
INTERPRETATION
1. Are you satisfied with this kind of organization you work?

TABLE-4.1 kind of organization

EXECUTIV SUPERVISO WORKME PERCENTAGE

E R N %
EXCELLEN
6 15 63 84%
T
GOOD 3 4 7 14%
AVERAGE 1 1 0 2%
TOTAL 10 20 70 100%

70

60

50

40 EXECUTIVE
SUPERVISOR
30
WORKMEN
20

10

0
EXCELLENT GOOD AVERAGE

DATA ANALYSIS:

Executives 6% rate as an excellent organization.

Supervisors 15% rate as an excellent organization.
Workmen 63% rate as an excellent organization.

INTERPRETATION:

Most of the employees are very much satisfied and are with the view that the
organization in which they are working in an excellent organization.
2. How satisfied are you with your group numbers (colleagues)?

TABLE-4.2 Satisfaction with group members

EXECUT SUPERVISO WORKME PERCENTAGE

IVE R N %
SATISFIED 8 18 56 82%
NEUTRAL 1 1 7 9%
DISSATISF
1 1 7 9%
IED
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 8% satisfied.
Supervisors 18% satisfied.

Workmen 56% satisfied.

INTERPRETATION:
Most of the employees are very much cooperative and satisfied with their group
members.
3. How satisfied are you with your superiors?

TABLE-4.3 Satisfaction with Superiors

EXECUTI SUPERVISO WORKME PERCENTAGE

VE R N %
SATISFIED 9 14 42 65%
NEUTRAL 1 3 14 18%
DISSATISFIE
0 3 14 17%
D
TOTAL 10 20 70 100%

45

40

35

30

25 EXECUTIVE
20 SUPERVISOR
WORKMEN
15

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 14% satisfied.
Workmen 42% satisfied.

INTERPRETATION:

Though the executive class and supervisor class are mostly satisfied with their
supervisors but the workmen class needs more attention to motivate towards better
relationship between superiors and workmen.
4. How satisfied are you with your job?

TABLE-4.4 Satisfaction of Job

PERCENT
EXECUTIVE SUPERVISOR WORKMEN
AGE%
SATISFIED 8 18 49 75%
NEUTRAL 2 2 21 25%
DISSATISF
0 0 0 0%
IED
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 8% satisfied.
Supervisors 18% satisfied.
Workmen 49% satisfied.

INTERPRETATION:

Though the executive class and supervisor class are mostly satisfied with their
supervisors but the workmen class needs more attention to motivate towards better
relationship between superiors and workmen.
5. How satisfied are you with the kind of work you do?

TABLE-4.5 Satisfaction of a Work

EXECUTIV SUPERVISO WORKME PERCENTAGE

E R N %
SATISFIED 9 17 56 82%
NEUTRAL 1 2 14 17%
DISSATISFIE
1 0 1%
D 0
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9.5% satisfied.

Supervisors 17% satisfied.
Workmen 56% satisfied.

INTERPRETATION:

Employees are very much satisfied with the kind of work they are doing
6. How satisfied are you with the feeling that you have accomplished something
at the end of a day’s work?

TABLE-4.6 ACCOMPLISHMENT OF WORK

EXECUTIVE SUPERVISOR WORKMEN PERCENTAGE%

SATISFIED 9 14 56 79%
NEUTRAL 1 5 10 16%
DISSATISF
IED 0 1 4 5%
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 14% satisfied.
Workmen 56% satisfied.

INTERPRETATION:

The graph clearly states that all the classes of employees are very much satisfied expect the
supervisor class.
7. How satisfied are you with the work load?

TABLE-4.7 satisfaction of work load

EXECUT SUPERVIS WORKM PERCENTAG

IVE OR EN E%
SATISFIED 6 17 53 76%
NEUTRAL 3 3 14 20%
DISSATISFI
ED 1 0 3 4%
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 6.5% satisfied.

Supervisors 17% satisfied.
Workmen 52.5% satisfied.

INTERPRETATION:
Employees are very much satisfied with their work load except a small part of the
workmen class.
8. How satisfied are you with the amount of work you are expected to do?

TABLE-4.8 Amount of work expected to do

EXECUT SUPERVIS WORKM PERCENTAG

IVE OR EN E%
SATISFIED 7 16 42 65%
NEUTRAL 2 3 21 26%
DISSATISFI
1 1 7 9%
ED
TOTAL 10 20 70 100%

45

40

35

30

25 EXECUTIVE
SUPERVISOR
20
WORKMEN
15

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 7% satisfied.
Supervisors 16% satisfied.
Workmen 42% satisfied.

INTERPRETATION:

The information suggests that the supervisors are very much satisfied with the work
they are accepted to do.
9. How much pride you take in the appearance of your work place?

TABLE-4.9 Appearance of work place

EXECUTI SUPERVIS WORKM PERCENTAG
VE OR EN E%
VERYMU
6 52 74%
CH 16
SOME 2 3 4 9%
LITTLE 2 1 14 17%
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
VERYMUCH SOME LITTLE

DATA ANALYSIS:

Executives 6% are concerned of work place appearance.

Supervisors 16% are concerned of work place appearance.
Workmen 52.5% are concerned of work place appearance.

INTERPRETATION:

The above representation clearly depicts that the executive and workmen class needs some
more motivation regarding the work place appearance.
10. The level of satisfaction for the amount I make for the job I do is?

TABLE-4.10 Satisfaction of a Job

EXECUTIVE SUPERVISOR WORKMEN PERCENTAGE%

SATISFIED 8 18 60 86%
NEUTRAL 2 1 3 6%
DISSATISFIED 0 1 7 8%
TOTAL 10 20 70 100%

70

60

50

40 EXECUTIVE
SUPERVISOR
30
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 8.5% satisfied.

Supervisors 18% satisfied.
Workmen 59.5% satisfied.

INTERPRETATION:

The graph depicts all the classes of employees are very much satisfied with the pay
scales.
11. How satisfied are you with the medical facilities?

TABLE-11 satisfaction of medical facilities

EXECUTIV SUPERVISO WORKME PERCENTAGE

E R N %
SATISFIED 9 19 56 84%
NEUTRAL 1 1 10 12%
DISSATISFIE
0 0 4 4%
D
TOTAL 10 20 70 100%

60

50

40
EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 19% satisfied.
Workmen 56% satisfied.

INTERPRETATION:

The graph clearly indicates that the most of employees are very much satisfied with the
medical and hospital facilities provided.
12. How satisfied are you with the loan facilities?

TABLE-4.12 satisfaction of loan facilities

EXECUTI SUPERVIS WORKM PERCENTAG

VE OR EN E%
SATISFIED 7 18 63 88%
NEUTRAL 2 2 3 7%
DISSATISFI
1 0 4 5%
ED
TOTAL 10 20 70 100%

70

60

50

40
EXECUTIVE
SUPERVISOR
30
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 7% satisfied.
Supervisors 18% satisfied.
Workmen 63% satisfied.

INTERPRETATION:

The employees are satisfied with the kind of financial assistance they are offered by
the organization
13. How satisfied are you with the recreational facilities?

TABLE-4.14 satisfaction of facilities

EXECUTI SUPERVIS WORKM PERCENTAG
VE OR EN E%
SATISFIED 6 14 42 62%
NEUTRAL 3 3 7 13%
DISSATISFI
1 3 21 25%
ED
TOTAL 10 20 70 100%

45

40

35

30

25 EXECUTIVE
SUPERVISOR
20
WORKMEN
15

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 6% satisfied.
Supervisors 14% satisfied.
Workmen 42% satisfied.

INTERPRETATION:

The above graph clearly suggests that executives and workmen are not satisfied with
the recreational facilities.
14. How satisfied are you with the training and development methodologies adopted
by the organization?

TABLE-4.16 Satisfaction of training and development

EXECUTI SUPERVIS WORKM PERCENTAG

VE OR EN E%
SATISFIED 8 18 56 82%
NEUTRAL 2 2 7 11%
DISSATISFI
0 0 7 7%
ED
TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 8.5% satisfied.

Supervisors 18% satisfied.
Workmen 56% satisfied.

INTERPRETATION:

A slight dissatisfaction can be noticed among workmen.

15. Would you mind to spend extra half an hour past office/shift time to finish a task?

TABLE-4.17 extra time to finish a task

EXECUT SUPERVIS WORKM PERCENTAG

IVE OR EN E%
SATISFIED 6 10 35 51%
NEUTRAL 3 4 7 14%
DISSATISFI
1 6 28 35%
ED
TOTAL 10 20 70 100%

40

35

30

25
EXECUTIVE
20
SUPERVISOR
WORKMEN
15

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 6.5% are willing to work for extra time.

Supervisors 10% are willing to work for extra time.
Workmen 35% are willing to work for extra time.

INTERPRETATION:
It is clear that supervisors and workmen need more motivation in this regard.
16. How satisfied are you with the resources and other infrastructural facilities
provided by the organization?

TABLE-4.18 Infrastructure Facilities

EXECUTIVE SUPERVISOR WORKMEN PERCENTAGE

SATISFIED 9 18 66 93%
NEUTRAL 1 2 4 7%
DISSATISFIED 0 0 0 0%
TOTAL 10 20 70 100%

70

60

50

40
EXECUTIVE
SUPERVISOR
30
WORKMEN

20

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 18% satisfied.
Workmen 66.5% satisfied.

INTERPRETATION:
All the employees are very much satisfied with the resources and infrastructural
facilities provided.
17. To what extent are you aware of the company’s vision, mission statement and core
values?

TABLE-4.19 Company vision, mission

EXECUTIV
SUPERVISOR WORKMEN PERCENTAGE%
E
SATISFIED 9 16 42 67%
NEUTRAL 1 3 14 18%
DISSATISFIED 0 1 14 15%
TOTAL 10 20 70 100%

45

40

35

30

25 EXECUTIVE
20 SUPERVISOR
WORKMEN
15

10

0
SATISFIED NEUTRAL DISSATISFIED

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 16% satisfied.
Workmen 42% satisfied.

INTERPRETATION:
From the graph, it infers that workmen need some more motivative and awareness in
this regard.
18. To what extent do you think the company is making effort to meet your
aspirations?

TABLE-4.20 Efforts to meet aspirations

EXECUTIVE SUPERVISOR WORKMEN PERCENTAGE%

TO VERY GREAT
9 16 49 74%
EXTENT
LIMITED EXTENT 1 2 7 10%

NOT AT ALL 0 2 14 16%

TOTAL 10 20 70 100%

60

50

40

EXECUTIVE
30
SUPERVISOR
WORKMEN
20

10

0
TO VERY GREAT EXTENT LIMITED EXTENT NOT AT ALL

DATA ANALYSIS:

Executives 9% satisfied.
Supervisors 16% satisfied.
Workmen 49% satisfied.

INTERPRETATION:
Most of the employees are having positive attitude towards company’s effort
 CHAPTER-5

FINDINGS AND SUGGESTIONS

5.1 FINDINGS

 Most of the employees are very much satisfied and are with the view that the
organization in which they are working in an excellent organization.
 The employees are very much cooperative and satisfied with each other.
 Though the executive class and supervisor class are mostly satisfied with their
supervisors but the workmen class needs more attention to motivate towards better
relationship between superiors and workmen.
 Employees are very much satisfied with the kind of work they are doing.
 It has been observed that all the classes of employees are very much satisfied at
the end of a day’s work expect the supervisor class.
 The available information states that the supervisors are very much satisfied with
the work they are excepted from their employees.
 Employees are very much satisfied with their work load except a small part of the
workmen class.
 Observed information clearly depicts that the executive and workmen class needs
some more motivation regarding the work place appearance.
 It has been observed that depicts all the classes of employees are very much
satisfied with the pay scales of their work.
 The available information states that the most of employees are very much
satisfied with the medical and hospital facilities provided.
 The employees are satisfied with the kind of financial assistance they are offered
by the organization providing the benefits like ESIC, PF, MATERNITY,
INCENTIVES etc.
 Majority of the employees are very much satisfied with educational facilities
provided by the organization.
 It has been observed that, to suggest executives and workmen are not satisfied
with the recreational facilities provided by the organization.
 A clear sense of dissatisfaction is visible among small selection workmen
regarding housing and township facilities.
 A slight dissatisfaction can be noticed among workmen in training and
development methodologies adopted by the organization.
 It is clear that supervisors and workmen need more motivation in this regard to
spend extra half an hour past office/ shift time to finish a task.
 All the employees are very much satisfied with the resources and infrastructural
facilities provided by the organization.
 From the graph, it infers that workmen need some more motivative and awareness
in this regard mission, vision and core values.
 Most of the employees are having positive attitude towards company’s efforts.
5.2 SUGGESTIONS

After analysis and conclusion, there is some need to provide a few suggestions to the
organization.

I am sincerely providing these suggestions for the welfare of organization as during

the conclusion part we have seen that there is a slight un satisfaction among the
employees. In order to satisfy them, we have to make certain changes.

 Managers should be clearer in communicating with their sub ordinates and should
try to set performance oriented goals.
 Try to encourage the innovative ideas of the employees.
 Recognize the good work of the employees by giving certain performance based
rewards.
 The supervisors should maintain better communication relationship with the
workmen.
 The organization should not exceed the time of supervisor, because the
supervisors are felling accomplished at the end of the day’s work.
 The organization should provide good equipment and services to the executive
and workmen.

The organization should provide the facilities of training and development to the
workmen for the better growth of an organization.
CONCLUSION:

It was a great experience doing project at Big Bazaar. this project was basically
conducted to ascertain the motivational levels of the different levels of the employees
of big bazar. After analysis process, the satisfaction levels of employees were known
and I was in a position to conclude whether employees are able to satisfy with their
job and given task. As there are three levels of employees, the conclusion was made to
each level separately and Big bazaar Is well growing company in market; it produces
goods according to the customer satisfaction with good quality & quantity. The
company is running successfully. The company is growing vast in such less time i.e.
able to face challenges. It contributes to the economic developments of the country by
paying regular taxes by providing various benefits to the workers. The company will
not give the detailed information about their organization. And they will not make us
to contact the employees to get the information like absenteeism. After studying the
coding sheet, I found that the workers take leave & absent more for the reason
like, personal health & for marriage and functions. This is because if the health
of the employee is not well than he cannot work properly & efficiently. After the
survey, I got that more number of people needs entertainment programs and yoga
classes to reduce their job stress. These should be providing to the workers to reduce
their work stress to increase their efficiency. The overall conclusion was made.
 QUESTIONNAIRE
Survey on motivational level

1) Please tick one of the following, which best tells what kind of organization it
is to work for?

a) It is an excellent organization to work for

b) It is good organization to work for, but not one of the best
c) It is only an average organization to work for
d) It is below average organization to work for.

2) How satisfied are you with persons in your group?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

3) How satisfied are you with your superiors?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

4) How satisfied are you with your job?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied
5) The kind of work I do?

a) Discourages me from doing the best

b) Tends to discourage me from doing my best
c) Make little Difference
d) Greatly encourages me to do my best

6) How often when u finishes a day’s work does u feel you have accomplished
something?

a) All of the time

b) Most of the time
c) About half of the time
d) Less than half of the time
e) Rarely

7) I feel my work load is

a) Never too heavy

b) Seldom too heavy
c) Sometimes too heavy
d) Often too heavy

8) How do you feel about the amount of work you are expected to do?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Very satisfied

9) How much you take in the appearance of your work place?

a) A very great deal

b) Quite a bit
 c) Some
d) Little

10) For the job, I do I feel the amount I make is

a) Extremely good
b) Good
c) Neither good nor bad
d) Very poor

11) How satisfied are you with the medical facilities provided?

a) very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

12)How satisfied are you with the loan facilities provided?

a) very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied
13) How satisfied are you with the educational facilities provided?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

14)How satisfied are you with the recreation facilities provided?

a) very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

15)How satisfied are you with the housing/township facilities provided?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied

16)How satisfied are you with the training & Development methodologies
Adopted by the organization?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied
17)Are you comfortable to spent extra half an hour past office/shift time to
finish a task?

a) Very Dissatisfied
b) Somewhat satisfied
c) Neither Dissatisfied nor satisfied
d) Fairly satisfied
e) Very satisfied
BIBILOGRAPHY

The books used in the study are ……….

1. Human Resource Management and industrial relation

2. Human Resource Management:
3. Essentials of management:
4. Human Resource and Personal Management K .A. Aswathappa

Reading Materials:

 Annual records and report of the company.

 Previous Project records at the company.

 Abang A. M., May-Chiun L. & Maw K. L. (2009). Human Resource Practices and
Organizational Performance: Incentives as Moderator. Journal of Academic
Research in Economics.
 Mehmood. N, Irum. S &Ahmed. S, (2012). A study of factors affecting job
satisfaction (Evidence from Pakistan). Interdisciplinary journal of contemporary
research in business. Vol 4, No 6.
 Mudor, H. & Tooksoon, P. (2011). “Conceptual Framework on the Relationship
between Human Resource Management Practices, Job Satisfaction and Turnover”,
Journal of Economics & Behavioural Studies. Vol. 2(2): pp. 41 – 49.
 Muhammad R. A & Wajidi. F.A (2013) Factors influencing jog satisfaction in
public health sector of Pakistan. Double Blind Peer Reviewed International
Research Journal Publisher: Global Journals Inc. (USA).

Referred Websites:

➢ www.agarwalrubber.net
➢ www.economictimes.com
➢ www.cheric.com