INTRODUCTION

INTRODUCTION TO THE HUMAN RESOURCE MANAGEMENT:

Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every managers responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
People are our most valuable asset is a clich, which no member of any senior
management team would disagree with. Yet, the reality for many organizations is
that their people remain undervalued, under trained and underutilized.
The market place for talented, skilled people is competitive and expensive. Taking
on new staff can be disruptive to existing employees. Also, it takes time to develop
cultural awareness, product / process / organization knowledge and experience
for new staff members.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
Human resource planning
Job analysis
Recruitment and Selection
Orientation and Induction
Training and Development
Performance Appraisal
Compensation planning and remuneration
Motivation, welfare, health and safety
Industrial Relations
OVERVIEW TOWARDS PROJECT REPORT ON THE EMPLOYEE
MOTIVATION:
The efficiency of a person depends on two factors, firstly, the level of ability
to do a certain work, secondly, the willingness to do the work. So for as the first
factor is concerned it can be acquired by education and training, but the second
1

factor can be created by motivation. A person may have several needs and desires. It
is only strongly felt needs which becomes motives. Thus motives are a product of
needs and desires motives are many and keep on changing with time motives are
invisible and directed towards certain goals. Motivation means that process which
creates on inspiration in a person to motivation is derived from the word motive
which means the latest power in a person which impels him to do a work.
Motivation is the process of steering a persons inner drives and actions
towards certain goals and committing his energies to achieve these goals. It involve
a chain reaction starting with felt needs, resulting in motives which give rise to
tension which census action towards goals. It is the process of stimulating people
to strive willingly towards the achievement of organizational goals motivation may
be defined as the work a manager performs an order to Induce Subordinates to act
on the desired manner by satisfying their needs and desires. Thus motivations is
concerned with how behaviour gets started, is energized, sustained and directed.
Employee Motivation is the end feeling of a person after performing a taskto
the extent that a persons job fulfills his dominant needs and is consistentwith his
expectations and values, the job will be satisfying. The feelingwould be positive or
negative depending upon whether need is satisfied or not.Employee motivation is
different from motivation and morale. Motivationrefers to the willingness to work.
Satisfaction on the other hand, implies apositive emotional state. Morale implies a
general attitude toward work andwork environment. It is a group phenomenon
where as employee motivationis an individual feeling. Employee Motivation may be
considered adimension of morale and morale could also be a source of satisfaction.
ThusEmployee Motivation is an employees general attitude towards his job.
Unfulfillment
needs,

Tension

Drive
Tension
Reduction

Behavior

RESEARCH PROBLEM AND OBJECTIVES OF THE STUDY

RESEARCH PROBLEM
The research problem here in this study is associated with the motivation of
employees ofoverseas trade linkers, Agra. There are a variety of factors that
caninfluence a persons level of motivation; some of these factors include as:
1. The level of pay and benefits.
2. The perceived fairness of promotion system within a company,
3. Quality of the working conditions,
4. Leadership and social relationships,
5. Employee recognition
6. Job security
7. Career development opportunities etc.
Motivated employees are a great asset to any organisation. It is because the
motivation and Job satisfaction is clearly linked. Hence this study is focusing on
the employee motivation in the organisation. The research problem is formulated
as follows: What are the factors which help to motivate the employees?

OBJECTIVES OF THE STUDY

I. Primary objective
1. To study the important factors which are needed to motivate the employees.
II. Secondary Objective.
1. To study the effect of monetary and non-monetary benefits provided by the
performance.
2. To study the effect of job promotions on employees.
3. To learn the employees satisfaction on the interpersonal relationship exists in
the organization.
4. To provide the practical suggestion for the improvement of organizations
organization on the employees performance.
SIGNIFICANCE OF THE STUDY
The study is intended to evaluate motivation of employees in the
organization. A goodmotivational program procedure is essential to achieve goal of
the organization. If efficientmotivational programmers of employees are made not
only in this particular organization butalso any other organization; the
organizations can achieve the efficiency also to develop agood organizational
culture.
Motivation has variety of effects. These effects may be seen in the context of
an individualsphysical and mental health, productivity, absenteeism and turnover.
Employee delight has tobe managed in more than one way. This helps in retaining
and nurturing the true believers who can deliver value to the organization.
Proliferating and nurturing the number of true believers1is the challenge for
future and present HR managers.
This means innovation and creativity. It also means a change in the gear for
HR polices andpractices. The faster the organizations nurture their
employees, the more successful they willbe. The challenge before HR managers
today is to delight their employees and nurture theircreativity to keep them a
bloom.
This study helps the researcher to realize the importance of effective
employee motivation.This research study examines types and levels of employee
motivational programmes andalso discusses management ideas that can be utilized
to innovate employee motivation. Ithelps to provide insights to support future
research regarding strategic guidance fororganizations that are both providing and
using reward/recognition programs.

INDUSTRIAL PROFILE
OVERVIEW ABOUT OVERSEAS TRADE LINKERS
The management of M/S overseas trade linkers, Bodla, Bichpuri Road, Agra. It is
committed to conducting the business to the highest ethical, moral, legal, and
personnel management standards. All our business of manufacturing and exporting
of Art ware Handicrafts strictly adhere to the highest standards of integrity and
properity. Products manufacturing and exporting, oil burner, candle holder, incense
holder, bath accessories, bath / bed room accessories, soap stone products, marble
& stone handicrafts, etc,.
Overseas trade linkers personnel management plicy defines the basic
principles of human resources strategic management policy concerning human
resources, management vision, mission, development and efficiency indicators.

Vision:
Human resources management is the strategic basis that ensures overseas trade
linkers viability as a dynamic company of continuous development . Employees
are enthusiastic co-operation partners for achieving the common goal to have
satisfied customers, owners, the company management, partners, colleagues and
society.
Mission:
To recruit and trained competent and loyal employees for a long term period by
offering them perfect working conditions that stimulates the achievement of
overseas trade linkers strategic goal.

STRATEGIC
PRINCIPLES
MANAGEMENT:

OF

HUMAN

RESOURCES

Human resources are the major assets in the overseas trade linkers. In this,
personnel has common understanding of culture at work and ethical values that are
observed at all levels of the group. Corporate traditions are being created and
developed taking into account the wishes of the people and the business potential.
Human resource management observes the principles of transparency, fairness, and
5

integrity. Equal conditions and opportunities for the development of employees, so

as to contribute to the achievement of the common goal. OTL invests in the
employees for the development according to their merits and professional
contribution.
Employees are remunerated according to the results of their performance.
The employees competence promotes the company business development and the
company encourages sharing of professional skills.
Human resource management policy develops in line with the company
strategy and business trends by involving managers of different levels in the
discussion and decision taking on issues concerning personnel management and
disseminating the information to the employees and society. Familiarizing with
employees opinions and involving employees in the discussion and decision taking
process on human resources management issues.
Maintaining trilateral and bilateral partnership in social dialogue. They also
maintain close co-operation with respective educational and promotional
establishments involved in training. They develop mutual understanding and
relationship in between superiors and subordinates.
Such facts are disclosed and there is no illegal and unethical conduct
involved, the company could context to proposed activity even through a technical
or nominal conflict of interest may exist. The ongoing and recurring review by the
managers activities and operations against plan, procedures, or performance
standards to determined whether they are being performed or are functioning as
intended and they producing according to standards and desired results.
COMPANY PROFILE:
Company Name

Overseas Trade Linkers

Mailing Address

Total Area
Telephone, Fax and E mail Address
Fax
E mail

2, Gajanan Nagar, HasanPura Road,

LohaMandi Agra, INDIA
BodlaBichpuri Road, Kalwari
Agra.
100 Ths SQF
91 562 2211256 , 2212440 , 2216323
91 562 2211901
vivek@otl-india.com

Year Of Establishment

1972

Factory Address

Annual Sale

USD 10 Millions

Number of Employees

Under one roof 300

Bankers
Products
Principal Market
Some Reputated Customers

Social Audiut Passed By

Contact Person

Central Bank of India ( LohaMandi Branch)

Agra
Soap Stone Handicrafts Black/Grey Stone, Col
Stone,
Marble Table Tops Etc.
U.S.A, Europe, Japan,
The Body Shop Globaly
Habitat U.K / France
Pier 1 Imports USA
Linens - N - Things USA
Antropologee
USA
William Sonoma USA
Tesco U.K
Yankee Candles USA
Price Water House & Coopers, Label works, &
TJX USA
Mr. VivekAgarwal ,NitinAgarwal

COMPANY PROFILE:
The Overseas Trade Linkers was established in 1972. This Factory is
situated in the Bodla Road, Kalwari Village, Bichpuri, Agra. The total area of this
factory is 100 ths square feet and the total number of employees and workers are
300 under one roof. The mailing address of this factory is Hasanpura, Lohamandi,
Agra.
The overseas trade linkers is mainly to dealing with the Manufacturing and
Exporting the Marble Handicrafts Products. It has also one showroom of these
marble handicrafts where they are selling these types of products. This showroom
is situated at the Western Gate of the TajMahal. The showroom of the overseas
trade linkers is like the retail shop to deals with the marketing of handicrafts
products.
The factory has the two sections i.e. Agra Marble Emporium and the
overseas trade linkers where Agra marble emporium produced or manufactured the
marbles handicrafts products and the overseas trade linkers is trading and
supplying or exporting these products.

The Factory has a visionary management and motivated team of dynamic

workers sharingcommon vision and working in the union. The company is moving
ahead with to innovateand provide excellent production. OTL is providing to have
an operational efficiencycompactable with global standards. As a socially
organization, it has contributedsignificantly towards eco-friendliness and various
social causes.
The certain Handicrafts products manufactures by this factory as follows:
Oil Burners
Soap Stone box
Bookend / Book stand
Incense Holder
Light Holder round
Votive Holder, etc

NUMBER OF EMPLOYEES:
Skilled Staff : 43 persons ( under the salary of above 5000 )
Semi skilled Staff : 4 persons ( under the salary of 4000 to 5000 )
Un skilled Staff : 25 persons ( under the salary of below 4000 )

NUMBER OF PRODUCTION DEPARTMENT:

Cutting department
Lathe department
Grinding department
Carving department

SOME REPUTED CUSTOMERS / BUYERS:

The Body Shop Globally
Habitat U.K. / France
William Sonoma U.S.A.
Yankee Candles U.S.A.

PRINCIPAL MARKET:
U.S.A.
8

 Europe
France
Research & Development
Identification and development of environment friendly building products
withEmerging market needs.
Emphasis on process optimization, cost reduction and development of value
added products.
Effective utilization of energy, water and waste material.
Absorption of imported technical know-how.
Development of new products
Philosophy
Overseas Trade Linkers is committed to good Corporate Governance.
TheCompany has been following good principles of business over the years by
following all thelaws and regulations of the land with an emphasis on
accountability, trusteeship, andintegrity. It is our responsibility to ensure that the
organization is managed in a manner thatprotects and furthers the interests of our
stakeholders.
To maintain leadership in Handicrafts products industry and develop
complementary products and services to strengthen the core business of
building products.
Fulfilment of market needs with cost effective solutions for enduring and
enhanced Customer satisfaction.
Striving for excellence in all the area of companys operation.
Innovative solutions to create world class products and services fostering
collectivewisdom and commitment of employees to create corporate and
group culture and valueswhich they are proud to be part of.
Maintain equitable balance between development and environmental needs
of the Society.

Quality Policy

 Provide products and services that adequately and consistently meet

specified and identified needs of customers by.
Continues upgrade of product value and by.
Building customer responsive environment.
In making and deliverance of the products and services.
PRODUCT PROFILE:

{1}

(Description # ss box cvd mesh black)

{2}

(Description # 2.5x3.5x4.25" Oil Burner

Elep. SS Natural)

{3}

{4}

(Description # Bookend modern alpha)

(Description # Bookend 3-circles)

{5}

{6}

10

(Description # ss box rect. Cvd black/color) (Description # Soap Stone Box hexagonal
Natural 4 x 4 x 2")

{7}

{8}

(Description # 3.5x3.5x4.5" Oil Burner SS (Description # 4x4x5" Oil Burner SS

Black)

Natural)

{9}

{ 10 }
11

(Description # 3x3x4.25" OIL BURNER sq. (Description # 3" Owl Undercut SS natural)
Ganesha SS natural)

{ 11 }

{ 12 }

( Description # 2.5x2.5x3" Votive holder (Description # Soap stone Pillar / TSS natural)

light holder round)

{ 13 }

{ 14 }

12

(Description # 10x1.5x1.5" Incense holder

(Description # 10x1.5x1.5 Incense holder

Box SS natural)

Box SS natural)

{ 15 }

{ 16 }

(Description # 3.25x3.25x4.75" Oil Burner

(Description # Bookend spiral)

sq. SS natural)

{ 17 }

{ 18 }
13

(Description # ss box rndcvd natural)

( Description # Bookend elephant black)

{ 19 }

{ 20 }

(Description # ss box round dollar natural)

(Description # 4x4x2" Incense holdr pot

SS Black)

14

BOARD OF DIRECTORS :

VivekAgrawal : A young dynamic entrepreneur who single handedly built an

empire in a short span of time. This success is attributed to his honesty, hardwork,
farsightedness and future planning. The man of a modest start, he has always
believed that its people are the real wealth of a company. He takes a keen interest
in staff welfare and guides the design developers about upcoming global trends.
NitinAgrawal : They started their career 20 years back with a very moderate start
but with their hard-work, good customer relations and very good services added
numerous clientele with company. He wants to be the leading stone exporter in the
industry providing his clients with top class products with time.They believe in
concerted efforts, team work, continuous support from industry, coupled with
dynamic marketing strategy in achieving goals and uplift the industry leading
towards value addition and exports.
When both the youngster started their career with OTL, companys turnover was
not big. After their hard efforts, introducing new designs every year, catered best
services to the customers they given excellent heights to the OTL and now
enjoying the annual turnover of more than 5 Million dollars.

15

DEPARTMENT PROFILE:
The department is a section, part or sections of the whole organization. There are
mainly 10 departments in the Overseas Trade Linkers.. are as follows:

Office Department:The office department is the section where control the

mechanism of the organization. There are 5 persons in the office section.

Personnel Department: The personnel department mainly concerned with

the maintaining day to day transactions related to the attendance, etc. and
also personals files of all the employees and workers. There are 4 persons in
the personnel department.

Packing Department: The packing department deals with the packing the
products in an appropriate manner and at right time to deliver the goods.
There are 16 persons in the packing department.

Production Department: This department involves decision making

concerning production process in order to produce goods or services
according to specifications of quality at minimum cost and as per the
demand schedule by the buyer or the customers. There are 33 total workers
in the production department. Sub-division of this department are as
follows: Cutting Department
Lathe Department
Grinding Department
Carving Department
These above 4 departments mainly concerned with produce marble
handicrafts goods.

16

 Polish Department: This department deals with the paint, polish and
finishing touch to the products. There are 6 persons in the polishing
department.
Assembling Department: The assembling department assembles the
products according to their varieties, categories, qualities, etc. There are 3
persons in this department.
Accounts Department: They deals with the day to day transactions which
is related to the financial crises. Daily sales, purchases, etc. are maintained
in this department. There is only 1 person in this department.
Marketing Department: The marketing department concerned with the day
to day orders, sales or purchase between buyers and sellers. They maintain
the balance between production and sales. There is only 1 person in this
department.
Security Department: They check and secure the products. They also
supervise to the goods as well as at the gate that look after the visitors entry
and exit timing. There is only 1 person in this department.
Showroom: This is the retail showroom of the overseas trade linkers which
is situated at western gate of TajMahal. There are 4 persons working in this
showroom department.
Quality Control Department: It is the most important and integral part for
any manufacturing and exporting companies. They maintain the standards of
the handicrafts products for the manufacture and take care of quality of
products till packaging so that the product will easily reach to the buyer with
safely mode.

ORGANISATIONAL STRUCTURE:
17

Organization structure is a network of formal authority responsibility among

people within which behavior and activity of people are defined for the
accomplished of objectives. There are certain organization structures in overseas
trade linkers are as follows:1. ORGANISATION CHART OF ADMINISTRATION DEPARTMENT:
Proprietor ( Head )
General Manager
-----------------------------------------------------------------------------------------------------------------------

Production
Manager

Marketing HR
Accounts
ManagerManagerManager

2. ORGANIZATION CHART OF HUMAN RESOURCE DEPARTMENT

General Manager (Works)
Sr. Officer HR
Security
Time Office Assistants
3. ORGANISATION CHART OF FINANCE DEPARTMENT
Assistant manager
Sr. account officer
Assistants
4. ORGANISATION CHART OF PRODUCTION DEPARTMENT

18

Production Manager
ManagerProductionManagerMaintenance

Jr. Manager ProductionJr. Manager Production

Shift in charge

Shift Incharge

5. ORGANISATION CHART OF MARKETING DEPARTMENT

Marketing Manager
Sales Manager

Sales Officer

ORGANISATIONAL POLICIES :
A course or method of action selected, usually by an organization, institution,
university, society, etc., from among alternatives to guide and determine present
and future decisions and positions on public matters. It does not include internal
policy relating to the organization and administration within the corporate body, for
which ORGANIZATION AND ADMINISTRATION is available.
Certain policies related to the Overseas Trade Linkers are as follows:
[A] Health Provisions:
The main focus of Factories Act is towards the Health benefits to the workers.
Health Chapter of the Act contains specification from Section 11 to 20. Detailed
information of the sections of is provided as under:
Section 11: This section basically specifies the issues of cleanliness at the
workplace. It is mentioned in the provision that every factory shall be kept clean
19

and free from effluvia arising from any drain, privy or other nuisance. This
includes that there should be no accumulation of dirt and refuse and should be
removed daily and entire area should be kept clean.
Section 12: This section specifies on disposal of wastes and effluents. That every
factory should make effective arrangements for the treatment of wastes and
effluents due to the manufacturing process carried on therein, so as to render them
innocuous and for their disposal.
Section 13: This section focuses on ventilation and temperature maintenance at
workplace. Every factory should work on proper arrangements for adequate
ventilation and circulation of fresh air.
Section 14: This section details on the proper exhaustion of dust and fume in the
Factory. In this it is mentioned that factory which deals on manufacturing process
should take care of the proper exhaustion of dust, fume and other impurities from
its origin point.
Section 15: This section specifies regarding the artificial humidification in
factories. In this the humidity level of air in factories are artificially increased as
per the provision prescribed by the State Government.
Section 16: Overcrowding is also an important issue which is specified in this
section. In this it is mentioned that no room in the factory shall be overcrowded to
an extent that can be injurious to the health of workers employed herein.
Section 18: This section specifies regarding arrangements for sufficient and pure
drinking water for the workers. There are also some specified provisions for
suitable point for drinking water supply. As in that drinking water point should not
be within 6 meters range of any washing place, urinal, latrine, spittoon, open
drainage carrying effluents. In addition to this a factory where there are more than
250 workers provisions for cooling drinking water during hot temperature should
be made.
Section 19: This section provides details relating to urinals and latrine construction
at factories. It mentions that in every factory there should be sufficient
20

accommodation for urinals which should be provided at conveniently situated

place. It should be kept clean and maintained. There is provision to provide
separate
urinals
for
both
male
and
female
workers.
Section 20: This section specifies regarding proper arrangements of spittoons in
the factory. It is mentioned that in every factory there should be sufficient number
of spittoons situated at convenient places and should be properly maintained and
cleaned and kept in hygienic condition.
[ B ] Safety Provisions:
The Factories Act, 1948 also provides provisions relating to safety measures for
the workers employed herein. This is to ensure safety of workers working on or
around the machines. The detailed information on each provision relating to safety
measures is as under:
Section 17:Under section it has been described that there should be proper
arrangement of lighting in factories. In every part of the factory where workers are
working or passing should be well equipped with lighting arrangement either by
natural sources or artificial sources.
Section 21: This section specifies that fencing of machinery is necessary. That any
moving part of the machinery or machinery that is dangerous in kind should be
properly fenced.
Section 23: This section prescribes that employment of young person on
dangerous machinery is not allowed. In the case where he is been fully instructed
in the usage of the machinery and working under the supervision he might be
allowed to work on it.
Section 24: This section provides provision of striking gear and devices for cutting
off power in case of emergency. Every factory should have special devices for
cutting off of power in emergencies from running machinery. Suitable striking gear
appliances should be provided and maintained for moving belts.
Section 28: This section prohibits working of women and children on specific
machinery. As per this section women and children should not be appointed for any
part of factory working on cotton pressing.
Section 32: In this section it has been specified that all floors, stairs, passages and
gangways should be properly constructed and maintained, so that there are no
chances of slips or fall.
21

Section 34: This section specifies that no person in any factory shall be employed
to lift, carry or move any load so heavy that might cause in injury. State
Government may specify maximum amount of weight to be carried by workers.
Section 35: This section provides specification regarding safety and protection of
eyes of workers. It mentions that factory should provide specific goggles or screens
to the workers who are involved in manufacturing work that may cause them injury
to eyes.
Section 36: As per this section it is provided that no worker shall be forced to enter
any chamber, tank, vat, pit, pipe, flue or other confined space in any factory in
which any gas, fume, vapour or dust is likely to be present to such an extent as to
involve risk to persons being overcome thereby.
Section 38: As per this section there should be proper precautionary measures built
for fire. There should be safe mean to escape in case of fire, and also necessary
equipments and facilities to extinguish fire.
Section 45: This section specifies that in every factory there should be proper
maintained and well equipped first aid box or cupboard with the prescribed
contents. For every 150 workers employed at one time, there shall not be less than
1 first aid box in the factory. Also in case where there are more than 500 workers
there should be well maintained ambulance room of prescribed size and containing
proper facility.
[C] Policies of Child labour in India:
Child labour is done by any of the child who is under the age specified by law. The
child who work to feed self or for family is being subjected to child labour. Some
of child labours are forced to work by their family and surrounding. In India can
see many child labours in north side like Mumbai, Kolkata. It is obligatory for all
countries to set a minimum age for employment according to the rules of ILO
written in convention 138(C.138). The shocking unpleasant form of child labour is
prostitution and modeling for child pornography.
1. Article 14 (No child below the age of 14 years shall be employed to work in
any factory or mine or engaged in any other danger employment.
2. Article 39-E ( The state shall direct its policy towards securing that the health
and strength of workers, men and women and the tender age of children are not
abused and that they are not forced by economic necessity to enter vocations
unsuited to there are and strength.
22

3. Article 39-F (Children shall be given opportunities and facilities to develop in a

healthy manner and in conditions of freedom and dignity and that childhood
and youth shall be protected against moral and material abandonment.
4. Article 45 (The state shall endeavor to provide within period of a ten years from
the commencement of the constitution for free and compulsory education for all
children until they complete the age of fourteen years. The main legislative
measures at the national level are The Child Labour Prohibition and Regulation
Act 1986 ant The Factories Act 1948 .
[D] Quality Policy / Processes:
Being a quality driven company, we are solely dedicated to develop and deliver
best quality products which is complying with the international quality products.
We adhere to strict quality measurements at every step of production process. As
design gives the outer strength of any products same as quality gives the inner
strength to any object. We keep perfection in our rigorous process ranging from
sourcing of material to the final dispatchment. Our exclusive products are well
examined and remarked by the experts to ensure that we are delivering the faultless
products at clients end.
Quality Control:
We are guided by a set of stringent quality control policy. According to the said
policy, our Handicraft Items are tested on different parameters to ensure their
high quality and durability. We exercise total quality control over other process
of business as well. We make it a point to ensure that the Handicraft Items that
we manufacture as per the set market standards.
Quality Standards:
Mitharwal Granites is established in the market of natural stone with an aim to
provide the best quality materials to all our our clients. We procure the stones in
the natural form and keep their purity intact, after careful cleaning and
finishing. We follow the principle of customer's satisfaction.To manufacture top
quality products and to deliver them as per schedule has always been our focus.
We feel proud to state that, we have always been successful in our
endeavor.Being a quality consciouscompany, we have well defined quality
policy and quality control system. We strictly follow quality control parameters
23

in every step of the mining and manufacturing process. With following strict
quality parameters and policy we are capable to compete the highest
international quality standards for Granite products and Marble products.We
always improve and update quality standard of our products and strive to offer
highest level of services to each client.To maintain the quality standards quality
control process is integral part of our routine process. At our Granite, Marble
and Sand stone mines our qualified and experienced staff follows quality
measures. During Processing, polishing, finishing, packaging, dispatching and
transportation we regularly check the natural stone products at every stage. At
Mitharwal Granites quality is a practice and part of our process. Along with our
wide range of products and close association with clients quality control is the
main factor to make us a leading and fastest growing mining and manufacturing
mineral company.We also follow and maintain records during the complete
process. We take photographs before shipping of consignments and the packing
of every container.
Quality Control and manufacting Process:
We adopt the international standard quality control process in manufacturing
and processing Granite products like Granite slabs, Granite tiles, Granite
handicraft and decorative items, interior design items, Granite flooring, Granite
table tops, counter slabs, work-tops, cut size Granite tiles and Granite blocks.

[E] Trade Policy:

Background of Export Promotion:
Exports from the small scale sector over a period of time have acquired great
significance in India's foreign trade. The SSI Sector today constitutes a very
important segment of India's economy and it accounts for nearly 40 of the gross
value of output in the manufacturing sector and about 50% of the total exports
from the country. Direct exports from the SSI Sector accounts for 35% of the
total exports. Export Promotion from the small scale sector has been accorded a
high priority in the India's export promotion strategy. The small industries due
24

to their inherent strengths of low capital investment, high employment

generation, maximum utilisation of capacity, flexibility in operation, etc. are
highly conducive for rapid industrialization and generation of export surpluses.
[F] Export Strategies for Small Scale Sector:
Broadly, exports strategy for small sector includes simplification of export
Procedures and to provide incentives to the small sector for higher production and
to maximize export earnings. With a view to formulate trade policy with simplified
procedures which are conducive for export promotion. Export-Import policy is
formulated after consulting various trade bodies like federation of Indian Export
Organization, Federation of Indian Chambers of Commerce & Industry and
different Export Promotion Councils, etc.
[G] Export-Import Policy for Small Scale Sector:
Recognition of Export Houses/ Trading Houses, etc. With a view to recognise
established exporters so that they may build marketing infrastructure and expertise
required for export production, merchant as well as manufacturer exporters, EOU
etc. are recognized as Export House, Trading Houses, Star Trading Houses and
Super Star Trading Houses on the basis of certain criteria as laid down in the
Export-Import Policy 1997-2002. The eligibility criteria for such recognition is
based either on the basis of FOB or Net Foreign Exchange value of exports of
goods and services made directly by the exporters during the preceding three
licensing years or the preceding licensing year. In an attempt to encourage exports
from the small scale sector, the exports made by small scale sector manufacturerexporters are given triple Weightage for the purpose of recognition as
EH/TH/STH/SSTH. Accordingly, in terms of provisions contained at Para 12.7(a)
of the Exim Policy 1997-2002 (amended up to 31/3/99), triple weightage on FOB
or net foreign exchange on the export o f products manufactured and exported by
units in the small scale industry (SSI)/ Tiny sector/ Cottage sector and double
weightage on FOB or net foreign exchange to merchant exporter exporting
products reserved for SSI units and manufactured by units in the SSI/Tiny Sector is
give. These Export Houses, Trading Houses, etc. are entitled to certain benefits
under the current Export-Import Policy.
[H] Packaging for Exports:
25

Role of packaging for exports has gained much significance in view of trends in
the world markets. The need for better and scientific packaging for exports from
small sector was recognized long back. With a view to acquaint SSI Exporters of
the latest Packaging standards, techniques etc. training programmes on packaging
for exports are organized in various parts of the country. These programmes are
organized in association with Indian Institute of Packaging which has requisite
expertise on the subject. Basic objective of these programmes is to generate the
much needed consciousness in the industry and to educate the entrepreneurs
about the scientific techniques of Packaging.
[I] Bar-coding for Exports:
A new program has been drawn up with the assistance of EAN India to sensitize
Indian exporters about bar-coding. 7 training sessions were conducted in 2000-01
at different locations across the country. More sessions are planned this year.

CERTAIN ACTS RELATED TO THE FACTORY:

{ I } The Factories Act, 1948
Objectives
To ensure adequate safety measures and to promote the health and
welfare of the workers employed in factories.
To prevent haphazard growth of factories through the provisions related
to the approval of plans before the creation of a factory.
Scope and coverage
Regulates working condition in factories.
Basic minimum requirements for ensuring safety, health and welfare of
workers.
Applicable to all workers.
Applicable to all factories using power and employing 10 or more
workers, and if not using power, employing 20 or more workers on any
day of the preceding 12 months.
Main provisions
Compulsory approval, licensing and registration of factories.
26

Health measures.
Safety measures.
Welfare measures.
Working hours.
Employment of women and young persons.
Annual leave provision.
Accident and occupational diseases.
Dangerous operations.
Penalties.
Obligations and rights of employees.

{ II } The Minimum Wages Act, 1948

Objectives
To determine the minimum wages in industry and trade where
labourorganisations are non-existent or ineffective.

Scope and coverage

Applicable to all employees engaged to do any work, skilled, unskilled
manual or clerical, in a scheduled employment, including out-workers.
Fixation of minimum wages.
Main provisions
Fixation of minimum wage of employees.
Procedure for fixing and revising minimum wages.
Obligation of employees.
Rights of workers.
When to consult and refer at the time of fixation of salary of new/existing
employees.
{ III } The Payment of Wages Act, 1936
Objectives
To ensure regular and prompt payment of wages and to prevent the
exploitation of a wage earner by prohibiting arbitrary fines and
deductions from his wages.
Scope and coverage
Application for payment of wages to persons employed in any factory.
27

 Not applicable to wages which average Rs 1600/- ($35.83) per month or

more.
Wages include all remuneration, bonus, or sums payable for termination
of service, but do not include house rent reimbursement, light vehicle
charges, medical expenses, TA, etc.
Main provisions
Responsibility of the employer for payment of wages and fixing the wage
period.
Procedures and time period in wage payment.
Payment of wages to discharged workers.
Permissible deductions from wages.
Nominations to be made by employees.
Penalties for contravention of the Act.
Equal remuneration for men and women.
Obligations and rights of employers.
Obligations and rights of employees.
When to consult and refer deciding wages and salary administration at all times.
{ IV } The Employees Provident Funds and Misc. Provisions Act, 1952
Objectives
To make provisions for the future of the industrial worker after he retires
or for his dependents in the case of his early death.
Compulsory Provident Fund
Family Pension
Deposit linked insurance
Scope and coverage
Application to factories and establishments employing 20 or more
persons.
Can be made applicable by central government to establishments
employing less than 20 persons or if the majority of employees agree.
Excludes establishments employing 50 or more persons or 20 or more
persons but less than 50 persons, until the expiry of three years in the
case of the former, and five years in the case of the former, and five years
in the case of the latter, from
the date of setting up of establishment.
28

 Applicable to all persons who are employed directly or indirectly through

contractors in any kind of work.
Eligibility
Employees drawing pay not exceeding Rs. 3500/- ($78.37) per month.
Benefits
Apart from terminal disbursal of non-refundable withdrawals for Life
Insurance Policies.
House building
Medical treatment
Marriage
Higher education
Family pension
Retirement-cum-withdrawal benefits
Deposit linked insurance Amount equal to the average balance in
Provident Fund of deceased subject to a maximum of Rs. 25,000/($559.79).
{ V } Workmens Compensation Act, 1923
To provide compensation for workmen in cases of industrial accidental /
occupational diseases in the course of employment resulting in disablement
or death. Coverage for persons employed in Factories, Mines, Plantations,
the Railways and others mentioned in
Schedule II of the Act.
Benefits
Compensation for Death
= Minimum - Rs. 20,000 ($447.83) Maximum - Rs. 1,14,000 ($2,552.62)
Compensation for Permanent disablement
=Minimum - Rs. 24,000 ($537.4) Maximum - Rs. 70,000 ($1567.4)
Temporary disablement
=50% of wages for a maximum period of 5 years.
{ VI } Maternity Benefit Act, 1961
Maternity benefits to be provided on completion of 80 days working.
Not required to work during six weeks immediately following the day of
delivery or miscarriage.
29

 No work of arduous nature, long hours of standing likely to interfere with

pregnancy/normal development of fetus or may cause miscarriage or
likely to affect health to be given for a period of one month immediately
preceding the period of six weeks before delivery.
On medical certificate, advance maternity benefit to be allowed.
Rs. 250 ($5.6) as medical bonus to be given in case when no prenatal
confinement and post-natal care is provided free of charge.

30

SWOT ANALYSIS:
OVERSEAS TRADE LINKERS ( Marbles Handicrafts Factory ):
There are certain analyses of SWOT of the overseas trade linkers are as follows:
( a ) Strengths:
Large, diversified and potential market.
There is large product variety and range is available because of
diversified culture.
It has strong, diversified and supportive retail infrastructure.
Diversified product range that service different market.
Cheap labor rates that result to competitive price.
Need low capital investment.
There is flexible production flexibility.
Low barriers of new entry.
Advantages and Critical Success Factors:
Easy creation and development of production centers.
There is no need for macro-investment.
Industry provides potential sources of employment.
Products are high value added, and handicrafts have various applications.
It is the potential source of foreign revenue because of higher export.

31

( b ) Weaknesses:
Lack of infrastructure and communication facilities.
Unawareness about international requirements and market.
Lack of co-ordination between government bodies and private players.
Inadequate information of new technology.
Inadequate information of current market trends.
Less interest of young people in craft industry.
Lack of skilled labor.
Still confined to rural areas and small cities and untapped market.
Lack of promotion of products.
( c ) Opportunities:
Rising demand for handicraft products in developed countries such as
USA, Canada, Britain, France, Germany, Italy etc.
Developing fashion industry requires handicrafts products.
Development of sectors like Retail, Real Estate that offers great
requirements of handicrafts products.
Development of domestic and international tourism sector.
e-Commerce and Internet are emerged as promissory distribution
channels to market and sell the craft products.
( d ) Threats:

32

 Competition in domestic market.

Quality products produced by competing countries like China, South
Africa.
Better Trade terms offered by competing countries.
Increased and better technological support and Rand D facility in
competing countries.
Balance between high demand and supply.

LITERATURE REVIEW OFEMPLOYEE MOTIVATION:LITERATURE REVIEW:

RensisLikerthas called motivation as the core of management. Motivation is
the core ofmanagement. Motivation is an effective instrument in the hands of the
management ininspiring the work force .It is the major task of every manager to
motivate his subordinate orto create the will to work among the subordinates .It
should also be remembered that theworker may be immensely capable of doing
33

some work, nothing can be achieved if he is notwilling to work .creation of a will

to work is motivation in simple but true sense of term.Motivation is an important
function which very manager performs for actuating the peopleto work for
accomplishment of objectives of the organization .Issuance of well
conceivedinstructions and orders does not mean that they will be followed .A
manager has to makeappropriate use of motivation to enthuse the employees to
follow them. Effective motivationsucceeds not only in having an order accepted
but also in gaining a determination to see thatit is executed efficiently and
effectively.In order to motivate workers to work for the organizational goals, the
managers mustdetermine the motives or needs of the workers and provide an
environment in whichappropriate incentives are available for their satisfaction .If
the management is successful indoing so; it will also be successful in increasing
the willingness of the workers to work. Thiswill increase efficiency and
effectiveness of the organization .There will be better utilizationof resources and
workers abilities and capacities.
CONCEPT OF EMPLOYEE MOTIVATION:
Employee Motivation is the end feeling of a person after performing a task to
the extent that a persons job fulfills his dominant needs and is consistent with
his expectations and values, the job will be satisfying. The feeling would be
positive or negative depending upon whether need is satisfied or not. Employee
motivation is different from motivation and morale. Motivation refers to the
willingness to work. Satisfaction on the other hand, implies a positive emotional
state. Morale implies a general attitude toward work and work environment. It
is a group phenomenon where as employee motivation is an individual feeling.
Employee Motivation may be considered a dimension of morale and morale
could also be a source of satisfaction. Thus Employee Motivation is an
employees general attitude towards his job.
The word motivation has been derived from motive which means any idea, need
or emotionthat prompts a man in to action. Whatever may be the behavior of
man, there is somestimulus behind it .Stimulus is dependent upon the motive of
the person concerned. Motivecan be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives
which controlmans behavior at any particular point of time. In general, the
different motives operate atdifferent times among different people and influence
34

their behaviors. The process ofmotivation studies the motives of individuals

which cause different type of behavior.
MEANING OF MOTIVATION:
Motivation in simple terms may be understood as the set of forces that cause
people to behave in certain ways. A motivated employee generally is more quality
oriented. Highly motivated worker are more productive than apathetic worker one
reason why motivation is a difficult task is that the workforce is changing.
Employees join organizations with different needs and expectations. Their values,
beliefs, background, lifestyles, perceptions and attitudes are different. Not many
organizations have understood these and not many HR experts are clear about the
ways of motivating such diverse workforce.Now days employees have been hired,
trained and remunerated they need to be motivated for better performance.
Motivation in simple terms may be understood as the set or forces that cause
people to behave certain ways. People are motivated rewards something they can
relate to and something they can believe in. Times have changed People wants
more. Motivated employees are always looking for better ways to do a job. It is the
responsibility of managers to make employees look for better ways of doing their
jobs.Individuals differ not only in their ability to do but also in their will to do, or
motivation Managers who are successful in motivating employees are often
providing an environment in which appropriate goals are available for needs
satisfaction. Retaining and motivating workers requires special attention and the
responsibility falls squarely on the shoulders of HR as well as managers and
supervisors at all level. They have to create a work environment where people
enjoy what they do, feel like they have a purpose and have pride in the mission of
the organization. It requires more time, more skill, and managers who care about
people. It takes true leadership.By giving employees special tasks, you make them
feel more important. When your employees feel like they are being trusted with
added responsibilities, they are motivated to work even harder so they wont let the
company down.Motivation is essential for any company because employee is Asset
of company. Motivation is important for the growth of employees as well as
growth of the organization.
DEFINITIONS OF EMPLOYEE MOTIVATION:
35

There are some definitions related to the employee motivation are as follows: According to Michael J. Jacius ; Motivation is the act of stimulating someone or
oneself to get a desired course of action or to push the right button to get a
desired reaction.
According to Dalton E. McFarland, "The concept of motivation is mainly
psychological. It related to those forces are many and keep on changing with
time motives are invisible and directed towards certain goals.
According to Edwin B Flippo, Motivation is the process of attempting to
influence others to do their work through the possibility of gain or reward.
Importance of Motivation:
Motivation is one of the most crucial factors that determine the efficiency and
effectiveness of an organization with its help a desire is born in the minds of the
employees to achieve successfully the objective of the enterprise. All
organizational facilities will remain useless people are motivated to utilize these
facilities in a productive manner. Motivation is an integral part of management
process. An enterprise may have the best of material, machines and other means of
production but all these resources are meaningless so long as they are not utilized
by properly motivated people. There was a time when the human resource of
production was treated like other non-human resources and was not given any
special importance. But this old concept has lost all importance in this competitive
age classifying the importance of motivation RenisLikert has called it. "The core of
Management". The importance of motivation becomes clear from following facts:
1. High Level of Performance.
2. Low Employee Turnover and Absenteeism.
3. Easy Acceptance of organizational changes.
4. Good human relations.
5. Good image of organization.
36

6. Increase in Morale.
7. Proper use of Human Resource Possible.
8. Helpful in Achieving Goals.
9. Builds Good relations among employees.
10.Easier Selection.
11.Facilities Change.
HOW TO MEASURE EMPLOYEE MOTIVATION:
Like intelligence, measure of employee motivation is difficult. Most studies have
measured employee motivation through a questionnaire. Hoppock developed four
terms, each one with seven alternative responses, developed one of the earliest
scale of measuring employee motivation. In India, Pestonjee developed a S-D
(satisfaction-dissatisfaction) inventory consisting of cointerogatery statements, the
items leading to yes-no type of responses. There are four areas including both on
job and off the job factors. Each area includes 20 items some of which are given
below:
Job: Nature of work, hours, fellow workers, overtime regulations, physical
environment, machines and tools, interest in work, opportunities for promotion
and advancement etc.
Management:Rewards and punishment, praise and blame, leave policy, test as a
whole reveled significant discriminatory potential. Favoritism, participation,
supervisory treatment, etc.
Social Relations:Neighbors, friends and associates, caste barriers, participation
in social activities, attitude toward people in community, etc.
Personal Adjustment:Health, home and living conditions, finances, relation
with family members, emotionalism, etc.Statically treatments of the individual
item in the four areas are given above.
EMPLOYEE MOTIVATION AND WORK BEHAVIOURS:
Employee motivation is an integral component of organizational health and an
important element in industrial relations. The level of employee motivation deems
to have some relation with various aspects of work behaviour such as accidents;
37

absenteeism turnover and productivity. Several studies have revealed varying

degrees of relationship between employee motivation and these factors of work
behaviors. But whether a work behavior is the cause or effect of employee motivation
is not clear. Research on the relationship between employee motivation and
accidents generally shows that satisfied employees cause fewer accidents. Studies
on the relationship between employee motivation and absenteeism have yielded
inconclusive results. Most of these studies showed that low absentee employees
were more satisfied with their jobs. Research also reveals that unionized workers
tend to be more satisfied whereas employees of disturbed organizations were
generally less satisfied. Less satisfied employees are more likely to quit their jobs
than more satisfied employees. It is generally assumed that satisfied employees are
more productive. But research reveals no relationship between employee
motivation and productivity. Studies revealed that workers with positive attitude
job attitudes were more productive than those with negative attitudes. In other
studies job attitudes and productivity are not related and in some studies there was
negative correlation between job attitudes and productivity. After reviewing several
studies Bray Field and Crockett concluded that employee motivation did not
necessarily go together. Employees in highly productive group were not more
likely than employee in the low productivity groups to be satisfied with their jobs.
A worker may be satisfied with the work environment but may produce more to
prove his abilities to management. On the other hand, a highly satisfied worker
may not produce more and get away with it because he may be friendly with the
supervisor.
TECHNIQUES OF MOTIVATION:
The main techniques of motivation are as under:
Positive and negative motivation.
Financial and Non-financial motivation.
Individual and group motivation.
Extrinsic and Intrinsic motivation.
38

MOTIVATION PROCESS.
Motivation is the result of interaction between human needs and incentives offered
to satisfied them. The main steps in motivation process are given below:Identification of need
Tension
Course of action
Result Positive/Negative
Feed back
PROBLEM OF MOTIVATION:
Motivation is the outcome of a certain relation between the superiors and the
sub-ordinates for this the superiors or the managers make special effort different
from the daily control or functions. It is not necessary that the efforts made by the
managers will be unanimously acceptable. It can also be opposed in this way there
are many hardles in implementing a motivational system. They are follows:
1. A Costly Efforts
2. Trouble Making Employees.
3. Motivation is an internal feeling.
4. Opposition to changes.
DETERMINANTS OF EMPLOYEE MOTIVATION:
The various factors influencing employee motivation may be classified into two
categories:
I.
Environmental factors , and
II.
Personal factors.
Environmental Factors:

39

These factors relate to the work environment, main among which are as
follows:
1. Job Content:
Herzberg suggested that job content in term of achievement, recognition,
advancement, responsibility, and the work itself tend to provide satisfaction but
their absence does not cause dissatisfaction. Where the job isless repetitive and
there is variation in job content, employee motivation tends to be higher.
2. Occupational Level:
The higher the level of the job in organization hierarchy the greater the
satisfaction of the individual. These is because positions at higher levels are
generally better paid, more challenging and provide greater freedom of operation.
Such jobs carry greater prestige, self-control and need satisfaction
3. Pay and Promotion:
All other things being equal, higher pay and better opportunities
for promotion lead to higher employee motivation.
4. Work group:
Man is a social animal and likes to be associated with others interaction in the
work group help to satisfy social psychological needs and, therefore, isolated
worker tend to be dissatisfied. Employee motivation is generally high when an
individual is accepted by his peer and he has a high need for affiliation.
5. Supervision:
Consideration supervision tends to improve employee motivation of workers.
Considerate supervisor takes personal interest of his subordinates and allows them
to participate in the decision making process.
Personal Factors:
Personal life exercises a significant influence on employee motivation. The main
elements of personal life are given below:
1. Age:
Some research studies reveal a positive correlation between age andemployee
motivation. Workers in advanced age group tend to be more satisfied probably
because they have adjusted with their job conditions. However, there is asharp
decline after a point perhaps because an individual aspires for better andmore
prestigious jobs in the later years of his life.
2. Sex:
One study revealed that women are less satisfied than men due to fewer job
opportunities for females. But female workers may be more satisfied due to
40

their lower occupational aspirations. But this statement may not be applicable now
at presents level.
3. Educational level:
Generally more educated employees tend to be less satisfied with their jobs probably due to their
higher job aspirations. However, research does not yield conclusive relationship between these
two variables.
4.

Marital status:
The general impression is that married employees are more dissatisfied due to their greater
responsibilities. But such employees may be more satisfied because they value their jobs
more than unmarried workers.

5.

Experience:
Employee motivation tends to increase with increasing years of experience. But it may
decreases after twenty years of experience particularly among people who have not realized
their job expectations.

4.12. TYPES OF MOTIVATION:

Intrinsic motivation occurs when people are internally motivated to do something

because iteither brings them pleasure, they think it is important, or they feel that what
they arelearning is morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or
act a certain way because of factors external to him or her (like money or good
grades).

4.13. INCENTIVES:
An incentive is something which stimulates a person towards some goal. It activates humanneeds
and creates the desire to work. Thus, an incentive is a means of motivation. Inorganizations,
increase in incentive leads to better performance and vice versa.

Need for Incentives:

Man is a wanting animal. He continues to want something or other. He is never
fullysatisfied. If one need is satisfied, the other need need arises. In order to motivate
theemployees, the management should try to satisfy their needs. For this purpose, both
financialand non financial incentives may be used by the management to motivate the
workers.Financial incentives or motivators are those which are associated with money. They
includewages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial
41

motivatorsare those which are not associated with monetary rewards. They include
intangibleincentives like ego-satisfaction, self-actualization and responsibility

FINANCIAL INCENTIVES
1. Wages and salaries.
2. Bonus.
3. Medical reimbursement.
4. Insurance.
5. Housing facility.
6. Retirement benefits.

NON-FINANCIAL INCENTIVES
Competition.
Group recognition.
Job security.
Praise.
Workers participation.
Opportunities for growth.

4.14 THEORIES OF MOTIVATION:

Understanding what motivated employees and how they were motivated was the focus ofmany
researchers following the publication of the Hawthorne study results. Six major approaches that
have led to our understanding of motivation are McClellandsAchievement Need Theory,
Behavior Modification theory; Abraham H Mallows needhierarchy or Deficient theory of
motivation. J.S. Adams Equity Theory, Vrooms ExpectationTheory, Two factor Theory.
Abraham H Maslow Need Hierarchy or Deficient theory of Motivation:
The intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Herzberg, whose published works are the Bible of
Motivation. Although Maslow himself did not apply his theory to industrial situation, it has
wide impact for beyond academic circles. Douglas Mac Gregor has used Maslows theory to
interpret specific problems in personnel administration and industrial relations.
The crux of Maslows theory is that human needs are arranged in hierarchy composed offive
categories. The lowest level needs are physiological and the highest levels are the
sselfactualization needs. Maslow starts with the formation that man is a wanting animal with
ahierarchy of needs of which some are lower ins scale and some are in a higher scale orsystem of
values. As the lower needs are satisfied, higher needs emerge. Higher needscannot be satisfied
unless lower needs are fulfilled. A satisfied need is not a motivator. Thisresembles the standard
economic theory of diminishing returns. The hierarchy of needs atwork in the individual is today
a routine tool of personnel trade and when these needs areactive, they act as powerful
conditioners of behavior- as Motivators.

42

Hierarchy of needs; the main needs of men are five. They are physiological needs,
safetyneeds, social needs, ego needs and self actualization needs, as shown in order of
theirimportance.
The above five basic needs are regarded as striving needs which make a person do things.The
first model indicates the ranking of different needs. The second is more helpful inindicating how
the satisfaction of the higher needs is based on the satisfaction of lowerneeds. It also shows how
the number of person who has experienced the fulfillment of thehigher needs gradually tapers
off.
Physiological or Body Needs: The individual move up the ladder responding first to the Physiological needs for
nourishment, clothing and shelter. These physical needs must be equated with pay rate,
pay practices and to an extent with physical condition of the job.
Safety: The next in order of needs is safety needs, the need to be free from danger, eitherfrom
other people or from environment. The individual want to assured, once his bodilyneeds
are satisfied, that they are secure and will continue to be satisfied for foreseeablefeature.
The safety needs may take the form of job security, security against disease,misfortune,
old age etc as also against industrial injury. Such needs are generally met bysafety laws,
measure of social security, protective labor laws and collective agreements.
Social needs: Going up the scale of needs the individual feels the desire to work in acohesive group and
develop a sense of belonging and identification with a group. He feelsthe need to love
and be loved and the need to belong and be identified with a group. In alarge organization
it is not easy to build up social relations. However close relationship canbe built up with
at least some fellow workers. Every employee wants to feel that he iswanted or accepted
and that he is not an alien facing a hostile group.

Ego or Esteem Needs: These needs are reflected in our desire for status and recognition,respect and prestige in
the work group or work place such as is conferred by the recognitionof ones merit by
promotion, by participation in management and by fulfillment of workersurge for self
expression. Some of the needs relate to ones esteeme.g.;need for achievement, self
confidence, knowledge, competence etc. On the job, thismeans praise for a job but more
important it means a feeling by employee that at all times hehas the respect of his
supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: 43

This upper level need is one which whensatisfied provide insights to support future research
regarding strategic guidance fororganization that are both providing and using
reward/recognition programs makes theemployee give up the dependence on others or on the
environment. He becomes growthoriented, self oriented, directed, detached and creative. This
need reflects a state defined interms of the extent to which an individual attains his personnel
goal. This is the need whichtotally lies within oneself and there is no demand from any
external situation or person.

McClellands Achievement Need Theory:

According to McClellands there are three types of needs;

Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of persons
whosatisfy the other needs. They are constantly pre occupied with a desire for
improvement andlack for situation in which successful outcomes are directly correlated with
their efforts.They set more difficult but achievable goals for themselves because success with
easilyachievable goals hardly provides a sense of achievement.
Need for Power (n Pow)
It is the desire to control the behavior of the other people and to manipulate thesurroundings.
Power motivations positive applications results in domestic leadership style,while it negative
application tends autocratic style.
Need for affiliation (n Aff)
It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.
Behavioral Modification Theory:
According to this theory people behavior is the outcome of favorable and unfavorable
pastcircumstances. This theory is based on learning theory. Skinner conducted his
researchesamong rats and school children. He found that stimulus for desirable behavior could
bestrengthened by rewarding it at the earliest. In the industrial situation, this relevance of
thistheory may be found in the installation of financial and non financial incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of rewardincase of
low standard work may also produce the desired result. However, researches showthat it is
generally more effective to reward desired behavior than to punish undesiredbehavior.
J.S Adams Equity Theory:
Employee compares her/his job inputs outcome ratio with that of reference. If the
employeeperceives inequity, she/he will act to correct the inequity: lower productivity,
reducedquality, increased absenteeism, voluntary resignation.

44

 Vrooms Expectation Theory:

Vrooms theory is based on the belief that employee effort will lead to performance
andperformance will lead to rewards (Vroom, 1964). Reward may be either positive or
negative.The more positive the reward the more likely the employee will be highly
motivated.Conversely, the more negative the reward the less likely the employee will be
motivated.
It is the combination of the trilogy i.e. Valence, Instrumentality and Expectancy. Valence
is the strength of an individuals preference of a particular outcome.
Outcome attain valence positive.
Indifferently valence zero.
Not attain outcome valence negative.
Instrumentality is the reason for the person to have positive valence e.g. need of promotion.
Two Factor Theory:
Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.
X Theory
Individuals inherently dislike work.
People must be coerced or controlled to do work to achieve the objectives.
People prefer to be directed
Y Theory
People view work as being as natural as play and rest
People will exercise self direction and control towards achieving objectives they are
committed to
People learn to accept and seek responsibility.

4.15 MOTIVATION IS THE KEY TO PERFORMANCE

IMPROVEMENTS:
There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be
motivated or driven to it, either by themselves or through external stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,for
motivation is a skill which can and must be learnt. This is essential for any business tosurvive
and succeed.
Performance is considered to be a function of ability and motivation, thus:
Job performance =f (ability) (motivation)
Ability in turn depends on education, experience and training and its improvement is a slowand
long process. On the other hand motivation can be improved quickly. There are
45

manyoptions and an uninitiated manager may not even know where to start. As a guideline,
thereare broadly seven strategies for motivation.
There are broadly seven strategies for motivation.
Positive reinforcement / high expectations
Effective discipline and punishment
Treating people fairly
Satisfying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance
Essentially, there is a gap between an individuals actual state and some desired state and
themanager tries to reduce this gap. Motivation is, in effect, a means to reduce and
manipulatethis gap.

46

CHAPTER 5: RESEARCH METHODOLOGY

5.1.

RESEACH :

A research is a carefully investigation or inquiry specially through search for new facts in any
branch of knowledge.
According to Clifford woody, Research comprises of defining and redefining
problem,formulating hypothesis or suggested solutions, collecting, organizing and evaluating
data,reaching conclusions, testing conclusions to determine whether they fit the
formulatedhypothesis.

5.2.

OBJECTIVES OF RESEARCH:
Research is the movement from known to unknown. There are following objectives of
research are as follows:
To achieve new insight into the phenomenon.
To portray accurately the characteristics of a particular individual, situation or a
group.
To determine the frequency with which something occurs or with which it in
associated with something else.
To test a hypothesis of a causal relationship between two variables.

5.3.

TYPES OF RESEARCH:
There are two types of research are as follows:
Qualitative research:
Qualitative research provides an understanding of how or why things are as they are. For
example, a market researcher may stop a consumer who purchased a particular type of
bread and ask him or her why that type of bread was chosen. Unlike quantitative
research, there are no fixed set of questions but, instead, a topic guide (or discussion
guide) is used to explore various issues in-depth. The discussion between the interviewer
(or moderator) and the respondent is largely determined by the respondents own
thoughts and feelings.

Quantitative research:
Quantitative research is numerically oriented, requires significant attention to the
measurement of market phenomenon and often involves statistical analysis. For example,
a bank might ask its customers to rate its overall service as excellent, good, poor or very
poor. This will provide quantitative information that can be analyses statistically. The
main rule with quantitative research is that every respondent is asked the same series of
questions. The approach is very structured and normally involves large numbers of
interviews / questionnaires.
47

Perhaps, the most common quantitative technique is the market research survey. These
are basically projects that involve the collection of data from multiple cases such as
consumers or a set of products. Quantitative surveys can be conducted by using post
(self-completion), face to face (in-street or in-home), telephone, email or web
techniques. The questionnaire is one of the most common tools for collecting data from a
survey, but it is only of a wide ranging set of data collection aids.

5.4.

RESEARCH DESIGN:
The research design is the conceptual structure with in which research is conducted it
consist the blue print of the collection, measurement and analysis of data.
In that project the research design was adopted for the Descriptive research study the
exploratory research studies are also termed as Formularize research studies. The main purpose
of such studies is that of formulating a problem for more precise investigation or of developing
the working hypothesis from an operational point of view.
The main purpose of the study was to tell the consumer perception in A. the major
emphasis was on the discovery of the ideas and opinions of the consumers at different levels in
the existing environment.
Two methods that are used for the study are:
The survey of concerning literature.
The experience study.

5.5.

SAMPLE DESIGN:

A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample. The
sample design is determined before data are collected.
The sampling used for the study is Convenience Sampling. Under this sampling,
design every item or the universe has equal chance or inclusion in the sample because this is
consumers perception survey, so we give each person at any place an equal probability of
getting into the sample.
Simple random sampling is also used for this study. It is also known as the un-restricted
random sampling. Under this, each respondent has known to be an equal chance of being
selected.
Universe.
The universe chooses for the research study is the employees of Overseas Trade Linkers
Ltd.
Sample Size.
Number of the sampling units selected from the population is called the size of the sample.
Sample of 100 respondents were obtained from the population.
Sampling Procedure.

48

The procedure adopted in the present study is probability sampling, which is also known
aschance sampling. Under this sampling design, every item of the frame has an equal chanceof
inclusion in the sample.

5.6. METHODS OF DATA COLLECTION:

The datas were collected through Primary and secondary sources.
Primary Sources.
Primary data are in the form of raw material to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, datas collected through questionnaire.
Secondary Sources.
Secondary datas are in the form of finished products as they have already been treated
statistically in some form or other.
The secondary data mainly consists of data and information collected from
records,companywebsites and also discussion with the management of the organization.
Secondarydata was alsocollected from journals, magazines and books.

5.7.

NATURE OF RESEARCH:

Descriptive research, also known as statistical research, describes data and

characteristicsaboutthe population or phenomenon being studied. Descriptive research answers
thequestions who,what, where, when and how.
Although the data description is factual, accurate and systematic, the research
cannotdescribewhat caused a situation. Thus, descriptive research cannot be used to create a
causalrelationship, where one variable affects another. In other words, descriptive research can
besaidto have a low requirement for internal validity.

5.8

QUESTIONNAIRE:

A well defined questionnaire that is used effectively can gather information on both
overallperformance of the test system as well as information on specific components of the
system.Adefeated questionnaire was carefully prepared and specially numbered. The
questionswerearranged in proper order, in accordance with the relevance.
Nature of questions asked:
The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

49

A pre-testing of questionnaire was conducted with 10 questionnaires, which were

distributedandall of them were collected back as completed questionnaire. On the basis of
doubtsraised by therespondents the questionnaire was redialed to its present form.

5.9.

Sample

A finite subset of population, selected from it with the objective of investigating

itspropertiescalled a sample. A sample is a representative part of the population. A sample of70
respondentsin total has been randomly selected. The response to various elements undereach
questionswere totaled for the purpose of various statistical testing.

5.10. Variables of the Study:

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

5.11. Presentation of Data:

The data are presented through charts and tables.
5.12. Data source:
Primary data collection:
For the collection of the primary data following methods were used:
Questionnaires method : structured questionnaire on the basis of information collected
from different sources. The questionnaire contains both open and closed ended questions.
Secondary data collection:
Secondary data were collected from the following sources:
Books related to topic
Organization documents
Websites

5.13. Data approaches:

Stratified Random Probability Sample Selection Method:
Research instrument:1. Questionnaires (no. of questions)
2. Observation
3. Direct method

5.14. Population:
Sampling unit:
The units chosen for survey were related hr executives, merchandiser and the
workers.
Sample size: 100
50

 Sample selection procedure

Probability
Contact method
Direct method

5.15. Statistical tools used:

Statistical used in the project study are:

Graphical representation( Pie Chart ).

51

CHAPTER 6: ANALYSIS AND INTERPRETATION

[ I ] Analysis of Workers Motivation:
6.1. Response about the support from the HR department.
S.NO.
1.
2.
3.
4.
5.

PARTICULAR
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

NUMBER OF
RESPONDENTS
45
20
5
0
0
70

PERCENTAGE
(%)
64
29
7
0
0
100

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

INTERPRETATION:
The table shows that 64% of the respondents are Highly Satisfied with the support they are
getting from the HR department.

52

6.2. Management is interested in motivating the workers.

S.NO.
1.
2.
3.
4.
5.

PARTICULAR

NUMBER OF
RESPONDENTS

PERCENTAGE
(%)

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

42
10

60
14
12
10
4
100

08
7
3
70

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
The table shows that 60% of the respondents are strongly agreeing that the management is
interested in motivating the workers.

6.3. The type of incentives motivates you more

53

S.NO.

PARTICULAR

NUMBER OF
RESPONDENTS

PERCENTAGE
(%)

Financial Incentives

25

36

05

3.

Non Financial
Incentives
Both

4.

Total

1.
2.

40

57

70

100

Financial Incentives
Non-Financial
Incentives
Both

INTERPRETATION:
The table shows that 64% of the respondents are expressing financial and 22% both financial and
non- financial incentives will motivate them.

6.4. The company is eagerness in recognizing and acknowledging

Workers work.
54

S.NO.
1.
2.
3.
4.
5.

PARTICULAR

NUMBER OF
RESPONDENTS

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

35
10
15

PERCENTAGE
(%)
50

05
05
70

14
22
07
07
100

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
From the study, 50% of Workers arestrongly agreed that the company is eager in recognizing and
acknowledging their work, 14% agreed and only 22% showed neutral response.

6.5. Periodical increase in Wages.

S.NO.

PARTICULAR

NUMBER OF
55

PERCENTAGE

RESPONDENTS
1.
2.
3.
4.
5.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

30
10
20
05
05
70

(%)
43
14
29
7
7
100

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
The table shows 43% of Respondents strongly agreed that there is a periodical increase in the
wages.

6.6. Good relations with the co-workers.

S.NO.

PARTICULAR

NUMBER OF
RESPONDENTS
56

PERCENTAGE
(%)

1.
2.
3.
4.
5.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

45
15
05
03
02
70

64
22
07
04
03
100

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
The table shows 64% of the respondents strongly agreed that they have
good relations with co-worker.

6.7. Effective performance appraisal system

S.NO.
1.

PARTICULAR
Strongly Agree

NUMBER OF
RESPONDENTS
30

57

PERCENTAGE
(%)
43

2.
3.
4.
5.

Agree
Neutral
Disagree
Strongly Disagree
Total

15
05
10
10

22
07
14
14
70

100

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
The table shows 43% of the respondents strongly agreed to effective performance appraisal
system in the company.

6.8. Good safety measures in the organization

S.NO.

PARTICULAR

NUMBER OF
RESPONDENTS
58

PERCENTAGE
(%)

1.
2.
3.
4.
5.

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

40
10
10
02
08
70

57
14
14
03
12
100

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION:
The table shows 57% of the respondents strongly agree that there is a good safety measure in the
company.

6.9. Factors which motivates you the most.

S.NO.
1.
2.
3.

PARTICULAR

NUMBER OF
RESPONDENTS

PERCENTAGE
(%)

Salary increase
Promotion
Leave

45
05
10

64
07
15

59

4.
5.

Motivational talk
Recognition
Total

05
05
70

07
07
100

Salary Increase
Promotion
Leave
Motivational talk
Recognition

INTERPRETATION:
The table shows that the 64% of the respondent is responding that increase in salary will
motivate them the most.

6.10. Incentives and other benefits will influence your performance

S.NO.
1.
2.
3.

PARTICULAR

NUMBER OF
RESPONDENTS

PERCENTAGE
(%)

Influence
Does not influence
No opinion

50
10
10

72
14
14

60

Total

70

100

Influence
Does not influence
No opinion

INTERPRETATION:
The table shows 72% of the respondents responded that incentives and
other benefits will
influence their performance.

6.11. Management involves you in decision making which are connected to your department.
S.NO.
1.
2.
3.

PARTICULAR

NUMBER OF
RESPONDENTS

Yes
No
Occasionally
Total

49
05
16

70
07
70

61

PERCENTAGE
(%)
23
100

Yes
No
Occasionally

INTERPRETATION:
The table shows 70% of the respondents agree that they the Management involve them in
decision making which are connected to your department.

[ II ] Analysis of Employees Motivation:

1. Are you motivated by the officers?
S.NO.
1.
2.

PARTICULA
R
Yes
No

RESPONDENT
S
25
05

62

PERCENTAGE
83
17

Total

30

100

Yes
No

INTERPRETATION:
The table shows that 83% of the respondentsare motivated by the officers in the OTL.

2. Do you get the opportunity to express your view in the company?

S.NO.

PARTICULA
R

RESPONDENT
S

63

PERCENTAGE

1.

Yes

26

87

2.

No

04

Total

30

13
100

Yes
No

INTERPRETATION:
The table shows that 87% of the respondents are getting the opportunity to express our views in
the company.

3. Are you satisfied with your company's management?

64

S.NO.
1.

PARTICULA
R
Completely

RESPONDENT
S
18

2.

Partially

05

3.

Moderate

07

Total

PERCENTAGE
60
16
24

30

100

Completely
Partially
Moderate

INTERPRETATION:
The table shows that 60% of the respondents are completely satisfied with the companys
management, partially 16% and the moderate 24%.

4. Are you satisfied with the working conditions in OTL?

65

S.NO.
1.

PARTICULA
R
Completely

RESPONDENT
S
20

PERCENTAGE
67

2.

Partially

05

17

3.

Moderate

05

16

Total

30

100

Completely
Partially
Moderate

INTERPRETATION:
The table shows that 67% of the respondents are completely satisfied with the working
conditions in the company, partially 17% and the moderate 16%.

5. According to you which one is the best motivator?

66

S.NO.
1.
2.

PARTICULA
R
In Cash

RESPONDENT
S
27

PERCENTAGE
90

In Kind

03

10

Total

30

100

Yes
No

INTERPRETATION:
The table shows that 90% of the respondents think that cash is the best motivator.

67

6. Are you satisfied with wages and salary administration?

S.NO.
1.

PARTICULA
R
Completely

RESPONDENT
S
15

PERCENTAGE
50

2.

Partially

05

17

3.

Moderate

10

33

30

100

Total

Completely
Partially
Moderate

INTERPRETATION:
The table shows that 50% of the respondents are completely satisfied with the wages and salary
administration, partially 17% and the moderate 33%.

68

7. What is your view the practices & Policies of management?

S.NO.
1.

PARTICULA
R
Fair

RESPONDENT
S
19

PERCENTAGE
63

2.

Unfair

05

17

3.

Cannot say

06

20

30

100

Total

Fair
Unfair
Cannot say

INTERPRETATION:
The table shows that 63% of the respondents think that policies and practices of company are
fair, 17% respondents think unfair and 20% cannot say.

69

8. Do you satisfied with the medical facilities?

S.NO.
1.

PARTICULA
R
Completely

RESPONDENT
S
22

PERCENTAGE
73

2.

Partially

02

3.

Moderate

06

20

30

100

Total

Completely
Partially
Moderate

INTERPRETATION:
The table shows that 73% of the respondents are completely satisfied with the medical facilities,
partially 7% and the moderate 20%.

70

CHAPTER 7: FINDINGS
Findings:
The findings of the study are follows:
The Overseas Trade Linkers has a well defined organization structure.
There is a harmonious relationship is exist in the organization between
employees
and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company.
Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees
safety.
From the study it is clear that most of employees agrees to the fact that
performance appraisal activities and support from the coworkers in helpful
to get motivated.
The study reveals that increase in the salary will motivates the employees
more.
The incentives and other benefits will influence the performance of the
employees.

71

CHAPTER 8: SUGGESTIONS
Suggestions:
The suggestions for the findings from the study are follows:
Most of the employees agree that the performance appraisal activities are
helpful toget motivated, so the company should try to improve performance
appraisal system,so that they can improve their performance.
Non financial incentive plans should also be implemented; it can improve
the
productivitylevel of the employees.
Organization should give importance to communication between employees
and gain co-ordination through it.
Skills of the employees should be appreciated.
If the centralized system of management is changed to a decentralized one,
thenthere would be active and committed participation of staff for the
success of theorganization.
Management policies and practices should be communicated so that workers
could understand them easily.
The human motivation is changeable and not stable it should be considered
in mind.
Welfare services for the benefits of workers need to be improved. A partially
medical facility needs a significant improvement.

72

CHAPTER 9:LIMITATIONS
Limitations of the study:
The limitations of the study are the following
The data was collected through questionnaire. The responds from the
respondents
may not be accurate.
Difficulties in the identification of the source.
Since the organization has strict control, it acts as another barrier for getting
data.
Another difficulty was very limited time-span of the project.
Difficult to find the secondary data that exactly the needs of some specific
research investigation.
All the areas could not be included in the sample.
Errors may be there in recording or transferring information from secondary
sources.
Lack of experience of Researcher.
Motivation Abstract:Motivation is abstract and it is very difficult to measure
motivation because it can only be felt. As it cannot be touched there is no
standardized data on motivation.
Lack of Education Among the workers:Most of the workers are not educated
as a result they become suspicious of the filling of these questionnaires.
Difficulty in Filling:A large number of the respondents needed help in filling
these questionnaires.
Lack of Seriousness:Some of the workers did not attach the required
seriousness to the investigator.
73

CHAPTER 10: CONCLUSION

The study concludes that, the motivational program procedure in OVERSEAS
TRADE LINKERS is found effective but not highly effective. The study on
employeemotivation highlighted so many factors which will help to motivate the
employees. Thestudy was conducted among 100 employees and collected
information through structuredquestionnaire. The study helped to findings which
were related with employee motivational programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the
employees ofthe organization. It is a major factor that makes an employee feels
good in his work andresults in his satisfaction too. The organization can still
concentrate on specific areas whichare evolved from this study in order to make
the motivational programs more effective. Onlyif the employees are properly
motivated- they work well and only if they work well theorganization is going to
benefit out it. Steps should be taken to improve the motivationalprograms
procedure in the future. The suggestions of this report may help in this direction.
Scope For Future Research:
The present study on employee motivation helps to get clear picture about the
factors whichmotivates the employees. This in turn helps the management to
formulate suitable policy tomotivate the employees. Hence, the motivational level
of the employees may also change.

74

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

75

CHAPTER 11: SUMMARY

This document aims at providing employees and management members with the
informationthat can be beneficial both personally and professionally. Every
business enterprise hasmultiple objectives including of adequate profit for payment
of a reasonable rate of return tothe owners and for investment in business through
satisfaction of customers, maintenance ofa contended workforce and creation of a
public image. The basic job of management of any business is the effective
utilization of available human resources, technological, financial and physical
resources for the achievement of the business objectives.
This project entitled as Employee motivation was done to find out the factors
which willmotivate the employees. The study undertakes various efforts to analyze
all of them in greatdetails. The researcher in this project at the outset gives the
clear idea of the entiredepartment in the company. From the study, the researcher
was able to find some ofthe important factors which motivate the employees.
Factors like financial incentives andnon financial inventive, performance appraisal
system, good relationship with co-workers,promotional opportunities in the present
job, employee participation in decision making arevery much effect the level
employee motivation. It is also clear from the study that thecompany is so eager in
motivating their employees and their present effort for it so fareffective.Employees
work in the organization for the satisfaction of their needs. If the humanresources
are not properly motivated, the management will not be able to accomplish
thedesired results. Therefore, human resources should be managed with utmost
care to inspire,encourage and impel them to contribute their maximum for the
achievement of the businessobjectives.

76

CHAPTER 12: BIBLIOGRAPHY

The essence of the report are inspired and collected by these sources, not fully but
partially as advisory notes. Certain bibliography is as:
Books:
Kothari C.R. (2000), Research Methodology, VishwaPrakashan, 8th
edition, pg. no. 120 121.
C.B. Gupta (2005), Business Studies, 3rd edition, pg. no. 241
Other secondary sources from documents of overseas trade linkers.
Webliography:
Http / www.google.com
Http / www.slideshare.com
Http / www.yahoo.com
Http / www.scribed.com

77

CHAPTER 12: ANNEXURE

QUESTIONNAIRES:
( I )A STUDY ON WORKERS MOTIVATION:
Background Information:
Name : _______________________ Father's / Husband's Name : __________________
Age : _______________ Sex : Male ( ) Female ( )
Department : ______________________Designation : _________________
Experience : In the organization ( _____ Years) In other organization ( _____ Years)
Educational Qualifications :
Illiterate (

) Literate (

If Literate : Below Matric ( ) Matric ( ) Intermediate ( ) Graduate ( )

Marital Status : Married ( ) Unmarried ( )
Category Levels : Skilled ( ) Unskilled ( ) Semi Skilled ( )
Nature of Job : Casual ( ) Permanent ( )
1. Are you satisfied with the support from the HR department?
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
2. Management is really interested in motivating the employees?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

78

3. Which type of incentives motivates you more?

Financial incentives
Non-financial incentives
Both
4. How far you are satisfied with the incentives provided by the organization?
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
5. Please provide the following rates.
(5- Strongly agree,4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree)
No.FactorsRates
A.
Reasonable periodical increase in salary
B.
Job security exist in the company
C.
Good relationship with co-workers
D.
Effective performance appraisal system
E.
Effective promotional opportunities in the organization
F.Good safety measures adopted in the organization.
G.Performance appraisal activities are helpful to get motivated
H.Support from the co-worker is helpful to get motivated
I.Company recognizes and acknowledges your work
6.Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4. respectively)
No:FactorsRank
A.
Salary increase
B.Promotion
C. Leave
D.
Motivational talks
E.
Recognition
7. Do you think that the incentives and other benefits will influence your performance?
Influence
Does not influence
No opinion
8. Does the management involve you in decision making which are connected to
79

your department?
Yes
No
Occasionally
9. What changes can be made to improve the work place environment?
.
( II )A STUDY ON EMPLOYEE MOTIVATION:
Respected madam/sir,
As a part of my project I would like to gather someinformation from you
which will help me in an in depth study of project. I would beobliged if you co-operate with me
in filling the questionnaire. Since thequestionnaire is being used for academic purpose, the
information gathered will bestrictly confidential.
Kindly fill the following:
(Please put a tick mark in the appropriate box)
1. Are you motivated by the officers?
(i) Yes (ii) No
2. Do you get the opportunity to express your view in the company?
(i) Yes (ii) No
3. Are you satisfied with your company's management?
(i) Completely (ii) Partially (iii) Moderate
4. Are you satisfied with the working conditions in OTL?
(i) Completely (ii) Partially (iii) Moderate
5. According to you which one is the best motivator?
(i) In Cash (ii) In Kind.
6. Are you satisfied with wages and salary administration?
(i) Completely (ii) Partially (iii) Moderate (iv) None of those.

80

7. What is your view the practices & Policies of management?

(i) Fair(ii) Unfair (iii) Cannot Say
8. Do you satisfied with the medical facilities?
(i) Completely (ii) Partially (iii) Moderate
9. What do you get for over time?
(i) Extra money (ii) Leave facility

(iii) Praise (iv) All of above.

10. How's the relation between workers and management?

(i) Co-operative (ii) Un-cooperative.

81