CHAPTER: 1

INTRODUCTION

1.1 INTRODUCTION
EMPLOYEE MOTIVATION
Motivation is the core of management and it is an effective instrument in the hands of the
management in inspiring the work-force.It is the major task of every manager to motivate his
subordinates or to create the will to work among the subordinates. It should also be remembered
that a worker may be immensely capable of doing some work; nothing can be achieved if he is
not willing to work. Creation of a will to work is motivation in simple but true sense of the term.
Motivation is an important function which every manager performs for actuating the
people to work for the accomplishment of objectives of the organization. Issuance of wellconceived instructions and orders does not mean that they will be followed. A manager has to
make appropriate use of motivation to enthuse the employees to follow them. Effective
motivation succeeds not only in having an order accepted but also in gaining a determination to
see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizationalgoal, the manager must
determine the motives or needs of the workers and provide an environment in which appropriate
incentives are available for their satisfaction. If the management is successful in doing so, it will
also be successful in increasing the willingness of the organization. There will be better
utilization of resources and workers abilities and capacities.
Higher motivation leads to job satisfaction of the workers which can reduce
absenteeism,turnover and labour unrest. This will create industrial relations in the enterprise.
Since there are opportunities in the organization for the need satisfaction of the workers, they
will be more committed to the organization and better work force will be willing to join the
organization. Motivation will also foster team spirit among the workers and increase their loyalty
to the work group.

CONCEPT OF MOTIVATION
The word motivation has been derived from motive which means any idea, need or
emotion that prompts a man into action. Whatever may be the behavior of a man, there is some
stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive can
be known by studying his needs and desires. There is no universal theory that can explain the
factors influencing motives which control mans behavior at any particular point of time.
Generallydifferent motives operate at different times among different people and influence their
behaviour. The process of motivation studies the motives of individuals which cause different
types of behaviour.

SIGNIFICANCE OF MOTIVATION
Motivation involve getting the member of the group to pull weight effectivly to give their
loyalty to the grow to carry out properly the purpose of the organisation. The following results
may be expected if the employees are properly motivated

1. The workforce will be better satisfied if management provide them with oppertunity to
fulfil their physiological and psychological needs. The workers will co-operate voluntarly
with the management and will contribute their maximum towards the goals of the
enterprise.
2. Workers will tend to be us efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organisation. This will
also results in increased productivity.

3. The rates of labour turnover and absenteeism among the workers will be low.

4. Their will be good human relation in the organisation as friction among the workers
themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident rate will also be
low.

6. There will be increase in the quantity and quality of products. Wastage and scrape will be
less. Better quality of products will also increase the public image of the business.

MOTIVATIONAL FACTORS
There are several factors that motivate a person to work. The motivational factors can be broadly
divided into two groups:

I. MONETARY FACTORS:
1. Salaries or wages:
Salaries or wages is one of the most important motivational factors. Reasonable salaries must be paid on
time.
2. Bonus:
It refers to extra payment to employee over and above salary given as an incentive. The employees must
be given adequate rate of bonus.
3. Incentives:
The organization may also provide additional incentives such as medical allowance, educational
allowance, HRA, allowance, etc.
4. Special individual incentives:
The company may provide special individual incentives. Such incentives are to be given to
deserving employees for giving valuable suggestions.

II. NON MONETARY FACTORS:

1. Status or job title:
By providing a higher status or designations the employee must be motivated. Employees
prefer and proud of higher designations.
2. Appreciation and recognition:
Employees must be appreciated for their services. The praise should not come from
immediate superior but also from higher authorities.
3. Delegation of authority:
Delegation of authority motivates a subordinate to perform the tasks with dedication and
commitment. When authority is delegated, the subordinate knows that his superior has placed faith
and trust in him.

4. Working conditions:
Provision for better working conditions such as air-conditioned rooms, proper plant layout,
proper sanitation, equipment, machines etc., motivates the employees.
5. Job security:
Guarantee of job security or lack of fear dismissal, etc can also be a good way to motivate the
employees. Employees who are kept temporarily for a long time may be frustrated and may leave the
organization.
6. Job enrichment:
Job enrichment involves more challenging tasks and responsibilities. For instance an
executive who is involved in preparing and presenting reports of performance, May also asked to
frame plans.
7. Workers participation:
Inviting the employee to be a member of quality circle, or a committee, or some other form
of employee participation can also motivate the work-force.
8. Cordial relations:
Good and healthy relations must exist throughout the organization. This would definitely
motivate the employees.

9. Good superiors:
Subordinates want their superiors to be intelligent, experienced, matured, and having a good
personality. In fact, the superior needs to have superior knowledge and skills than that of his
subordinates. The very presence of superiors can motivate the subordinates.
10. Other factors:
There are several other factors of motivating the employees:
Providing training to the employees.
Proper job placements.
Proper promotions and transfers.
Proper performance feedback.
Proper welfare facilities.
Flexible working hours.

1.2 ABRAHAM
MASLOW'S
HIERARCHY MODEL

NEED

Abraham Maslow developed the hierarchy of needs model in 1940-50s USA, and the
Hierarchy of needs theory remains valid today for understanding human motivation.,
management training , and personal development .Indeed ,Maslow's ideas surrounding the
hierarchy of need concerning the responsibility of employers to provide a workplace.
A.H Maslow's developed a conceptual framework for understanding human motivation
which has been widely acclaimed. He defind a person's effectiveness as a function of matching
man's opportunity with the appropriate position of hierarchy of needs. Process of motivation
begins with an assumption that behaviour, at least in part, is directed towards the achievement of
satisfaction of needs. Maslow proposed that human needs can be arranged in a particular order
from the lower to the higher as shown in figure.
The need hierarchy is as follows:

1. Basic physiological needs.

The needs that are taken as the starting point for motivation theory are the so-called
physiological needs. These needs relate to the survival and maintenance of human life. These
needs include such things as food, clothing, shelter, air, water and other necessaries of life.

2. Safety and security needs

After satisfying the physiological needs people want the assurance of maintaing a given
economic level, income, provision for old age, insurance against risks, etc.

3. Social needs.
Man is a social being. He is, therefore, interested in conversation, sociability, exchange of
feelings and grievances, companionship,recognition,belongingness, etc.

4. Ego or Esteem and status Needs.

These needs embrance such things as self-confidence, independence, achievement,
competence, knowledge,and success. They are also known as egoistic needs. They are concerned
with prestige and status of the individuals.

5. Self-Fulfillment Needs.
The final step under the need priority model is the need for self-fulfillment or the need to
fulfill what a person considers to be his mission in life. It involves realising one's potentialities
for continued self-development and for being creative in the broadest sense of the word. After his
other needs are fulfilled, a man has the desire for personal achievement. He wants to do
something which is challenging and since this challenge gives him enough dash and initiative to
work, it is beneficial to him in particular and to the society in general. The sense of achievement
gives him satisfaction.

M aslow felt that the needs have a definite sequence of domination. Second need
does not dominate until first need is reasonably satisfied and third need does not dominate until
first two needs have been reasonably satisfied and so on. The other side of the need hierarchy is
that man is a wanting animal, he continues to want something or the other need. He is never fully
satisfied. If one need is satisfied, the other need arises. According to Maslow needs arise in a
certain order of preference and not randomly. Thus, if one's lower level need (physiological and
security needs) are unsatisfied, he can be motivated only by satisfying his lower level needs and
not satisfying his higher level needs. Another point ti note is that once a need or a certain order of
needs is satisfied, it ceases to be a motivating factor. Man lives for bread alone as long as it is not
available. In the absence of air one can't live, it is plenty of air which ceases to be motivating.
The physiological and security needs are finite, but the needs of higher order are
sufficiently infinite and are likely to be dominant ones in persons at higher levels in the
organization. This has been proved by various studies. A study by Boris Blai supported this by
showing that managers and professionals in U.S.A. highly value self realisation, while service
and manual workers value job security most highly. Further survey of 200 factory workers in
India reported that they give top priority to job security earnings and personals benefits- all lower
order needs. Studies have also revealed that those needs which are thought to be most important
like social needs, egoist needs, and self-realisation, are also thought to be best satisfiers. One
study of two thousand and eight hundred managers in eleven countries reported that security,
belonging, esteem and self realisation needs are progressively less satisfied according the pattern
of the need priority model.
7

CHAPTER: 2

PROFILE

2.1 INDUSTRIAL PROFILE

Ayurveda" or "Science of Life" the origin of most forms of natural and alternative
medicinehas its mention in one of the oldest (about 6,000 years) philosophical texts of the
world, the Rig Veda. The Sutrasthana of CharakaSamhita, a much referred Ayurvedic text, says;
"The threebody, mind and soulare like a tripod, the world stand by their combination; in
them everything abides. It is the subject matter of Ayurveda for which the teachings of Ayurveda
have been revealed." (1.46-47)
In its broader scope, Ayurveda in India has always sought to prepare mankind for the realization
of the full potential of its self through a psychosomatic integration. A comprehensive health care
is what this natural and alternative medicine prescribes for the ultimate self-realization.
"Life (ayu) is the combination (samyoga) of body, senses, mind and reincarnating soul. Ayurveda
is the most sacred science of life, beneficial to humans both in this world and the world beyond."
CharakaSamhita, Sutrasthana, 1.42-43.
The verses of Rig Veda, the earliest source of Ayurveda, refer to panchamahabhut (five basic
elements of the entire creation), and the three doshas or primary forces of prana or vata (air),
agni or pitta (fire) and soma or kapha (water and earth) as comprising the basic principles of
Ayurveda. One branch of Indian philosophySankhya states that there are 24 elements, all of
which constitute the foundation of the gross world: earth, water, fire, air and either. These five
elements in different combinations constitute the three body types/doshasvatadosha (air and
ether), pitta dosha (fire) and kaphadosha (earth and water). The panchamahabhut and the dosha
theories are the guiding factors of Ayurveda as a therapeutic science. The Rig Veda also mentions
organ transplants and herbal remedies called soma with properties of elixir.
This science or knowledge of healing, as mentioned in the Rig Veda, was revealed to Rishi
Bharadvaja from the great Cosmic Intelligence. The knowledge consists of three aspects known
as the Tri-Sutras of Ayurveda, which areetiology or the science of the causes of disease,
symptomatology or the study and interpretation of symptoms and medication and herbal
remedies.
Approximately, during 4000 to 3000 BC, Sam Veda and Yajur Veda, the second and third
Vedas came into being. Chanting of mantras and performance of rituals were, respectively, dealt
in these two Vedas. And, during 3000 to 2000 BC Atharva the fourth Veda was authored, of
9

which Ayurveda is an upaveda (subsection). Though it had been practiced all along, it was
around this time that Ayurveda in India, was codified from the oral tradition to book form, as an
independent science. It enlists eight branches/divisions of Ayurveda: Kayachikitsa (Internal
Medicine), ShalakyaTantra (surgery and treatment of head and neck, Ophthalmology and
Otolaryngology), ShalyaTantra (Surgery), AgadaTantra (Toxicology), BhutaVidya (Psychiatry),
Kaumarabhritya (Pediatrics), Rasayana (science of rejuvenation or anti-aging), and Vajikarana
(the science of fertility). The oldest treatise available on this codified version is AtreyaSamhita.
Around 1500 BC Ayurveda was delineated into to two distinct schools: AtreyaThe
School of Physicians, and DhanvantariThe School of Surgeons. This made Ayurveda a more
systematically classified medical science, hereafter. Dhanvantari, who is considered to be a
reincarnation of Lord Vishnu, was the guiding sage of Ayurveda. He made this science of health
and longevity popular and widely acceptable. In fact, these two schools of thought led to the
writing of two major books on AyurvedaCharakaSamhita and SusrutaSamhita.
These two Samhitas were written in the early part of 1000 BC. The great sage- physician
Charaka authored CharakaSamhita revising and supplementing the text written by Atreya, which
has remained the most referred Ayurvedic text on internal medicine till date. Susruta, following
the Dhanvantari School of Thought, wrote SusrutaSamhita, comprising the knowledge about
prosthetic surgery to replace limbs, cosmetic surgery, caesarian operations and even brain
surgery. He is famed for his innovation of cosmetic surgery on nose or rhinoplasty. Around 500
AD, Vagbhatt compiled the third major treatise on Ayurveda, AstangaHridaya. It contained
knowledge comprising the two schools of Ayurveda.
From 500 AD to 1900 AD, sixteen major Nighantus or supplementary texts on Ayurveda
like DhanvantariBhavaprakasha, Raja and Shaligram among others were written incorporating
new drugs, expansion in applications, discarding of old drugs and identification of substitutes.
These texts mention about 1814 varieties of plants in vogue.
Evidences show that Ayurveda had nurtured almost all the medical systems of the world. The
Egyptians learnt about Ayurveda long before the invasion of Alexander in the 4th century BC
through their sea-trade with India. Greeks and Romans come to know about it after the famous
invasion. The Unani form of medical tradition came out of this interaction. In the early part of
the first millennium Ayurveda spread to the East through Buddhism and greatly influenced the
Tibetan and Chinese system of medicine and herbology. Around 323 BC, Nagarjuna, the great
monastic of Mahayana Buddhism and an authority on Ayurveda had written a review on
SusrutaSamhita. In 800 AD Ayurveda was translated into Arabic. The two Islamic physicians
Avicenna and RaziSerapion, who helped form the European tradition of medicine, strictly
followed Ayurveda. Even, Paracelsus, considered to be the father of the modern western
medicine toed the line of Ayurveda, as well.

10

In the postmodern age, the popularity of this vibrant tradition of Ayurveda lies in its,
subtle yet scientific, approach to heal a person in its totality. It aims, not only at healing the body,
but also the mind and spirit, at one go. Its unique understanding of the similarities of natural law
and the working of human body, as well as its holistic treatment methods, help it to strike a
balance between the two. This gives Ayurveda an edge over other healing systems. Perhaps that's
the reason behind Ayurveda being the longest unbroken medical tradition in the world, today.

PANCHAKARMA
Panchakarama is the sacred manthra of rejuvenation. Panchakarma in Ayurveda means
five type of therapeutic way of treatment to eliminate toxins from the body and to replenish the
tissues of the patient.
The common procedure of Panchakarma includes Emesis (Vamanam), Purgation
(Virechanam), Medication Oil Enema (Snehavasthi),Enema with herbal decoction, oils, honey
etc(Kashayavasthi) and Installation of medicines through nose (Nasyam).
Some of the general types of treatments are as given below:
ABHAYANGAM
It means oil massage. Medicated oil according to the needs of the individual is massaged
over the body. The person undergoing Abhayangam reclines in seven positions and usually the
same lasts between 45 to 60 minutes. The recipient is made to lie on a wooden bed called
Dhoni while undergoing the treatment and special care is given to the foot massage giving
special emphasis to the sole of the feet. This treatment is found highly effective in reducing
mental tension and in increasing the strength and functional efficiency of the body muscles.
Other beneficial effects of Abhayangam include better body circulation, improving vigor and
vitality, better and sound sleep and reduced nervous weakness.
UDHHVARTHANAM
It means to raise or elevate. It is believed that this name is derived from the treatments
capacity to improve the body condition of the person taking this treatment. Fine medicated
powder is applied over the whole body with upward strokes of massage, quite opposite of the
usual Ayurvedic massages. The same seven positions of Abhayangam are followed here also and
the treatment usually lasts for 45 minutes. Udhhvarthanam is well known for its capability to
induce perspiration, reduce obesity, diminish body odor, and improve skin complexion and also
to provide better mobility to the body joints. Treatment is to be done for 7 to 14 days to attain
desired effects and is of good help in treating specific diseases where oil is contra indicated or in
the case were patient suffer from oil allergy.
NJAVARAKIZHI
It involves the fomentation of the body by applying linen bags filled with Njavara rice
cooked in milk and medicated decoction made primarily from Kurumthotti all over the body. Ti
is very important to maintain a constant temperature while applying the linen bags and the paste
11

of medicine is removed after specific period of application with palm leaf scrappers. This
treatment is found effective in treating the degenerative changes in musculo-skeletal structure
and is found to enhance strength, vitality and complexion of body. Njavarakizhi also prevents the
complication due to old age debility.
"Shira Veda" (vein puncture), "JalookaAvacharana" (leech application) etc. are the
methods commonly used for this. Using leeches in the treatment of many skin diseases is well
known and accepted all over the world. Leech application is used in treating diseases like
eczema, non-healing ulcers, varicose veins, pigment disorders, haematomas, etc.
PIZHICHIL
In this treatment warm medicated oil is squeezed over the whole body of the patient using
a piece of cloth that is dipped in medicated lukewarm oil from the height of 3 to 4 fingers. A
rhythmic pattern is followed while applying the oil, which is followed by gentle massage. This
therapy is effective in treating all types of nervous degenerative diseases including all types of
paralysis. A treatment that stimulates body and its functional systems, Pizhichil is performed by
Masseurs positioned at both sides of the dhroni.
SWEDANAM
It is another form of sudation therapy where herbal steam is applied evenly on the entire
body to produce perspiration. The head region is excluded from the treatment by admitting the
patient into a specially made steam chamber for 15 to 20 minutes. Before going the treatment the
person undergoing the therapy is given cool liquids to prevent dehydration. Swedanam can be
effectively utilized in treating muscular stiffness and numbness and is found to enhance the
bodys blood circulation.
THAKARADHARA
It is a form of Dhara (pouring) where medicated buttermilk is poured over the forehead
and scalp continuously in an oscillating pattern for a period of 45 to 60 minutes. It is found
effective in rejuvenating the brain cells thereby improving memory. It is frequently used to cure
sleeplessness, mental tension, all types of headaches, premature graying and hair falling.
Thakaradhara is also found to be very effective in treating skin diseases like psoriasis.
TAILADHARA
It is another form of Dhara known as Snehadaharaalso , which uses medicated lukewarm
oil that is poured allover the body. A variation of this treatment is known as Sirodhara , which is
very popular where a vessel with a hole in the bottom is used to pour oil on the scalp and
forehead continuously for 45 to 60 minutes. This will be repeated for 7 to 14 days. This therapy
is very effective in maintaining the equilibrium of body and mind. It is also found to increase the
memory, clear voice tone and to provide relief from all types of stress and strain.
KSHEERADHARA
One more form of dhara therapy where medicated lukewarm milk is poured over the
body to induce perspiration. Usually cows milk is utilized for the treatment, but occasionally
buffalo milk is also used in this treatment for diseases caused by the disorders of pitha. The
pouring of milk is done by using a special pitcher with nozzle and is continued for 45 to 60

12

minutes and is repeated for 7 to 14 days as per the patients requirements. This treatment is found
to be very effective in treating paralysis and body weakness.
VASTI
It is one of the most important treatments of Ayurveda where vitiated doshas and toxins
are eliminated through anus by applying medicated enema. Herbal oils and decoctions are
introduced into colon through rectum. Vasti has a place of great prominence in Panchakarma as
the cleaning of alimentary canal is one sure shot way of eliminating the body of its harmful
toxins. Vasti means bladder in Sanskrit sand a special device consisting of a bladder and a tube
is used to administer the medicine. Vasti is done either using processed oil or by a mixture of
medicated oil, decoction of herbs, honey and medicinal pastes. This treatment is effective against
hemiplegia and other paralytic conditions.
NASYAM
It is indicated that form of therapy where herbal oils, decoctions and powders are applied
through nasal openings. The process is usually carried out after applying oil and steam on the
face of the patient. Ayurveda considers nostrils as the pathway to the brain and hence this therapy
is very effective in purifying and rejuvenating the brain cells. The therapy is very significant in
Ayurveda as it is found to be very useful in curing some of the serious ailments like loss of
consciousness, stupor, insomnia, hysteria, hemiplegia, and facial paralysis. It is also used to treat
less serious disorders relating to neck and shoulders.

2.2 COMPANY PROFILE

Pankajakasthuri, the name synonymous with the ancient system of medicine, believed and
proved to be correct that hard work and dedication would culminate in making others wonder
about its colossal achievements that too within a short span of time. The uniqueness of any
individual or institution is appreciated on the basis of his or its capability to overcome fate.
Pankajakasthuri offers only natural resources and ways of treating disorders and promoting
health. It emphasizes prevention and empowers everyone to take responsibility for their own
wellbeing. This helped Pankajakasthuri achieve greater heights during the past 2 decades in
Ayurveda. In fact it was dreamt of, envisaged and made a reality by a great visionary, Dr. J
Hareendran Nair. His untiring efforts, dedication and commitment paved the way for its amazing
and stupendous growth from a small makeshift research and development centre and clinic to
one of Keralas largest corporate.
Pankajakasthuri has established an overwhelming presence across the globe with a vast range of
products and services in Ayurvedic sector. Pankajakasthuri has a well-diversified product range
and good number of institutions that too under the aegis of Dr. J Hareendran Nair. The company
was established under the name and style of Pankajakasthuri Herbals India (P) Ltd. in 1988. It is
Keralas first ISO 9000 certified company in Ayurvedic medicine. It could make its presence
globally and undertakes various projects in Manufacturing, Research and Development,

13

Education, Healthcare, Health tourism etc.

Pankajakasthuri Herbals India (P) Ltd. is vowed to explore the vast Indian flora to bring
out lifesaving herbal preparations with no side effects and 100% efficiency. The dedication and
enthusiasm shown by DrHareendran Nair and a battery of researchers have made themselves
capable in curing diseases which other systems of medicines presumed incurable.
The products are marketed by various divisions of the group. The over-the-counter
division deals with 11 products, the FMCG division 9 products, Ethical division 13 products and
the classical division more than 440 products. The flagship product of the company is
Pankajakasthuri Granules for Asthma, which fetches 70% of the total revenue. After establishing
itself in India, Pankajakasthuri has over a very short period succeeded in carving a niche for
itself in the international markets with products being marketed in more than 15 countries. In all
these countries product acceptance was spontaneous.
Pankajakasthuri contributed substantially to eliminate the misconception about Ayurveda with
regard to diet restrictions. As a result, Ayurvedic system of treatments and products were made
palatable. In fact people were reluctant to adopt the ancient system of medicine owing to
pursuing primitive method of treatment. Once it started attaching significance to palatability, the
system itself was embraced by all.
Pankajakasthuri is equipped with highly sophisticated machinery for manufacturing various
products with greater quality. The manufacturing division is housed in spacious buildings with
more than 1,50,000 sq. ft built up area. The company gives utmost importance to quality.
Quality management plays a key role. That is why it could rise up to the level of any other
modern pharmaceutical company. To ensure that products are safe and effective, manufacturing
processes are subject to strict adherence of quality standards.
Pankajakasthuri prides itself on being a completely research oriented company. Indeed it
is this emphasis on R&D that allows itself to produce safe, efficacious and consistent remedies
using basic principles of Ayurveda. The R&D Department is focused on product development,
quality control and standardization. All products are derived through years of primary research
in a rigorous manner and produced in state-of-the-art facilities. It represents the commitment to
continuous investment in the best people, practices and technology.
Raw materials are sourced from the best plantations, which are found on the slopes of
Himalayas and various parts of India. A team of dedicated scientists and technologists ensure
that raw materials and finished products undergo comprehensive testing. It is engaged in
fundamental research on the efficiency of Ayurvedic medicines, establishment of acceptance
standards for raw materials, process control, toxicological and clinical studies. Many Ayurvedic
medicines developed here are well accepted by the populace and are providing cure and relief to
millions all over India and abroad.
In his effort to fulfill his long cherished ambition, DrHareendran Nair established the first
self-financed Ayurveda Medical College in Kerala. It is located at Kattakada which is 18 kms
away from the capital of Kerala, Trivandrum. It provides Ayurvedic education facilities to 250

14

students. It is blessed with sophisticated training facilities, state of the art laboratory. Each
department is headed by eminent personalities in the field of Ayurveda.
The hospital attached to the Medical College combines the principles of Ayurveda with
the technological advances to ensure the finest in alternate medical health care to every patient.
It is a 150 bedded hospital and offers lasting cure to patients from all over the world with many
diseases classified as non-curable by other systems of medicine. The patients hailing from
economically backward families are given humanitarian considerations and provided with free
medical treatment.
PankajakasthuriPanchakarama Centre is an institution dedicated to authentic Ayurveda
treatment strictly adhering to its age old practices providing miraculous cures to all those who
seek the healing touch of nature. Panchakarama therapy is practiced in olden days as a method
for cleansing the body to stay healthy. Besides, it is now quite affordable through
Pankajakasthuri with a large number of centers all over the world. The use of standardized
practices with the help of highly trained practitioners and quality medicines make these centers
very popular.
Adding a feather to its cap and with the notion of contributing tangibly towards
promoting hospitality industry, the company has launched A ready to use Ayurvedic spa
experience package by the name HARMONY. Every organization that associates with Harmony
would be provided with a comprehensive spa solution which includes expert
Ayurvedicconsultancy experienced Ayurvedic physicians, masseurs and therapists, supply of high
quality Ayurvedic products along with sustained support. The treatments offered at these centers
are of high quality and perfection.
Pankajakasthuri Herbals India (P) Ltd. is a foot to forge ahead with the sole intention of
ensuring harmony of body, mind and soul. The company has an inspiring and ambitious vision
for future growth. The vision 2020 targets the systematic popularization of Ayurveda so that by
2020 every human being shall use Ayurveda at least for meeting a part of his or her general
health care needs and healthy build up.
MISSION
Translate the intrinsic goodness of Ayurvedic Science into top quality offerings that
provide consumers the true benefits of Ayurvedas holistic goodness.
MOTTO
Help us to build human being a healthy future
VISION
To be the number one Ayurvedic medicine manufacturing company in India.
Quality policy

15

To uphold legacy to time and ayurveda by producing and developing quality medicines
using scientific methods and innovative.
Quality objects
Objectives of the quality system are the following

Work for the achievement of leadership in the field of Ayurvedic products by the
company.
Ensure preventive measures to avoid wastes and non-conformance in the process of
production of medicines.

MANAGEMENT
Mr. J. Mahendran Nair (Chairman.)

A dynamic entrepreneur,successfulbusinessman,triumphant industrialist and progressive

educationalist.Has more than 25 years of fruitful experience in the above multi-disciplines and
leads institutions to higher levels of Growth. A member of many social organizations and works
for the development of the society.He is also the Chairman of Pankajakasthuri College of
Engineering &Technology,Kandala&Ambadi Diary in Vellanad,Trivandrum.He has many awards
to his credit.
Dr J Hareendran Nair (Managing Director.)

An Ayurveda Doctor by profession. Decades of Professional experience as an Ayurveda

Physician,Medicine Manufacturer, Propagator, Publisher,Researcher, Educationist, writer, and
Social worker. He had established Pankajakasthuri Ayurveda Medical College, Chain of
PankajakasthuriPanchakarmaCentre,Santham Project, Harmony Project and scores of other
progressive projects. He had won many state level and National Level Awards.

16

Mr. V. Sreekumar (Finance Director)

Decades of Experience in Financial Planning, Research, Control and Monitoring. In

industrial Secto, Expert in Financial Analysis and interpretation.
Mrs. AshaHareendran (Director.)

An inspiring Administrator,Top Class Meticulous Planner,and Successful Industrialist

both in the Manufacturing and Service Sectors.Has more than 15 years of result oriented
dynamic experience in Manufacturing & Service sectors.Her motivating leadership
qualities,excellent financial management skills and proven administrative abilities has moved the
institutions to elegant levels.She is also the Director of PankajakasthuriPanchakarmaCentres
which has different centres within the country and abroad.
Mr. ArunVisakh Nair (Director Sales & Marketing)

Engineer by Profession. Holding Masters Degree in Business Administration.Successful

Marketing Strategist.Played an integral role in establishing the Pankajakasthuri brands in India
and abroad.
Mr. MGK Nair (Chief Operating Officer)

Engineer by Profession. Decades of Experience as top executive of different companies

and well versed in ISO standards.Brilliant Administrator, Planner and high caliber executive with
records of high rate of achievements in industrial sector.

ACHIEVEMENTS

Padmasree award for Dr.jhareendrannair 2012

National MSME Award for R&D -2009 to Dr J. Hareendran Nair

Given by Union Minister of state for MSME, Dinsha J Patel

Energy conservation state award -2009

Given by Honorable Electricity Minister of Kerala Sri. A. K. Balan

P. Pillai Memorial Industrial Award 2009

Given by KIPS (Kerala Industrial Promotion Society, Kozhikode)

Ayurveda Ratana Award-2009

Given by Honorable Minister for Health & Social welfare of Government of Kerala
Smt. Sreemathy Teacher

National MSME Award-2008 To Dr. J. Hareendran Nair

Given by TheHonble Prime Minister of India, Dr. Manmohan Singh

17

Best Doctor State Award

Given by Government of Kerala

Winner of Energy Conservation Award 2008-09

Given by Efficient Energy Management Honorable Minister for law Sri.Vijayakumar

COSIA Award -2008

Given by Honourable Minister of State for labor and Employment of India, Shri. Oscar
Fernandes

Mrithasanjeevanipuraskaram 2008
The Best Entrepreneur Award for the year 2003 is conferred on Dr. J. Hareendran Nair in
recognition of the establishment of the most modern factory for the production of
Ayurvedic Medicines in Kerala

Indian Institution of Industrial Engineering, Navi, Mumbai Confers Performance

Excellence Award-2007
Honorable Speaker of Goa legislative Assembly and Chief Guest of Eleventh CEOs
conference Shri. PrathapsinghRaojiRane

ChellayanNadar Award
Awarded to Dr. J. Hareendran Nair for his outstanding contributions in providing
Employment & Rural Development

SaiRatna Award 2007

HonbleSaiMaaLekshmi Devi honours Dr. J. Hareendran Nair with the international
SaiRatnaAward for Humanity in Unity in recognition of his devoted and dedicated
services to humanity

Shramaretna Award 2005

Given by former Chief Minister Sri OommenChandy

Top Excise Duty Payer for Consecutive Eight Years

from Central Excise Department Trivandrum

'Top Central Excise Tax payer' for the years 2001-2005 ( Private Sector), in Trivandrum
Commissionerate
Pankajakasthuri Herbals India (P) ltd has been the Top Assesses in private sector from
2001 -- 2005

'TMA - Management Leadership Award 2005'

DR.J.Hareendran Nair, Managing Director, Pankajakasthuri Herbals India (p) ltd was
awarded the TMA - Management Leadership Award 2005 for his Excellence in the
18

Promotion of Ayurveda

'Dhanam-Top 20 Awards -2005'

Ranked No:10 popular product brand of kerala in the survey by Dhanam Business
Magazine in 2005

' 7'th Berchnova Award - 2004 '

Best Entrepreneur Of The Year - 2004 by Students of Government Institute of
Management, chenganassery

Berchnova Award 2003

The Best Entrepreneur Award for the year 2003 is conferred on Dr. J. Hareendran Nair in
recognition of the establishment of the most modern factory for the production of
Ayurvedic Medicines in Kerala

Best SSI Unit Of Trivandrum District'

By Government of Kerala, 2002

'ISO 9002 Certification' 2001

From TUV GERMANY.

'The Ayurveda Retna Award'

By Mahatma Gandhi Educational Foundation For Total Development, 1999

'The YuvaPrathibha Award'

By K.S.G. Ayurveda Specialist Medical Officers Association, 1998

'Best Herbal Soap in Kerala' 1997-98

From Kerala UpabhokthruVedi for Kasthuri Herbal soap.

'JeevanRaksha Award' 1997-98

From Human Aids and Cancer Control Society of India.

Best Herbal Medicine Award'

From Kerala State Consumer Protection Centre 1996-97.

19

20

CHAPTER:3

REVIEW OF LITERATURE

Dubin has defined motivation as complex of forces starting and keeping a person at work in an
organization.
Dalton E.McFarlanddefines Motivation refers to the way in which urges, drisers, aspirations,
strivings or needs direct ,control or explain the behavior of human beings
Greenberge& baron (2003) defines motivation as : The set of process that arouse , direct , and
maintain human behavior towards attaining some goal
Young (2000) suggested that motivation can be defined in a variety of ways, depending on who
you sk. Ask someone on the street, you may get a response like its what drives us or its what
make us do the things we do. Therefore motivation is the force within an individual that account
for the level, direction and persistence of effort expended at work.
Halepota(2005) defines motivation as a persons active participation and commitment to
achieve te prescribed results. Halepota further presents that the concept of motivation is abstract

21

because different strategies produce different results at different times and there is no single
strategy that can produce guaranteed favourable results all tha times.
Antomioni(1999) the amount of effort people are willing to put in their work depends on the
degree to which they feel there motivational needs will be satisfied. On the other hand,
individuals become de-motivated if they feel something in the organisations prevents them from
attaining good outcomes.

22

CHAPTER:4

RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

4.1. Title of the Project

The researcher has selected the topic as A Study on Employee Motivation at
Pankajakasthuri Herbal (p) Ltd, Thiruvananthapuram.

4.2. Objectives of the study

1. To identify the important factors contributing to the motivation of workers as per
Maslows Need Hierarchy Theory.
2. To study the effectiveness of motivation measures which the company use at present to
motivate their employees.
3. To study the level of motivation of workers with regard to the identified factors.
23

4.3. Scope of the study

This study depends upon the employee motivation the organization. The study is intended
to evaluate the motivational level of employees in the organization. A good motivational
programme helps to achieve their goals not only in this organization but also all other
organizations. This study helps to the researcher to realize the effectiveness, importance and
levels of motivation at present at Pankajakasthuri Herbals India (p) Ltd, Thiruvananthapuram.

4.4. Research Design

A research design is the arrangement of conditions for the collection and analysis of data
in the manner that aim to combine relevance to the research purpose with economy in procedure
in fact research design is the conceptual structure in which research is contested. It constitutes
the blue print for the collection measurement and analysis of the data.

Methodology
4.5. Data collection method
The data collected for the study are from two sources:
1. Primary data: Primary data were collected using questionnaire method
2. Secondary data: Secondary data were collected from website and reports of
Pankajakasthuri herbal India (P) Ltd.

4.6. Tools for analysis

The analysis is done with the help of,
1. Percentage Analysis
An interpretation is shown with the help of charts and graphs.

4.7. Sample size

24

The population of the survey is 200 and sample size taken for this study was 100. The
sample size selected on the basis of Systematic sampling method.

4.8. Period of the study

21 days (February 14 to March 7).

4.9. Limitation of the study

1. Some of the responses were form to be biased.
2. Most of the employees were unable to complete their questionnaire because of their
busy schedule.
3. Lack of availability of secondary data from journals and report.

CHAPTER: 5

25

DATA ANALYSIS AND

INTERPRETATION

ANALYSIS AND INTERPRETATION

5.1 Age Wise Classification of Respondents
Table no: 5.1 Table showing Age wise classification of the Respondents.

SL.No

Age group

No of responses

18-30 years

45

31-40 years

27

41-50 years

25

Above 50 years

TOTAL

100

26

Chart showing Age wise classification of the Respondents

Age
50%
40%
Age

30%
45%

20%

27%

10%

25%
3%

0%
18-30 years

30-40 years

40-50 years

above 50 years

Chart 5.1.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table reveals that 45% of the respondents are from the age group of below 30
years. 27% of the respondents are in the age group of 30-40 years. 25% of the respondents are in
the age group of 40-50 years, and only 3% of the respondents are in the age group of above 50
years

5.2 Education wise classification respondents

Table no: 5.2 Table showing education wise classification of the respondents

SL No

Qualifications

No of Response

SSLC

Graduate

52

Post Graduate

24

ITI/Diploma

18

TOTAL

100

Chart showing the education wise classification of the Respondents

27

Qualification
60%
50%
40%

Qualification

30%

52%

20%
10%
0%

24%

18%

6%
SSLC

Graduate

Post Graduate ITI/Diploma

Chart: 5.2.1 Source: Primary data collected through questionnaire

INTERPRETATION
From the above table it is found that 6% of the respondents are SSLC, 52% of the
respondents are graduate, 24% of the respondents are post graduate holders, 18% of the
respondents are ITI/Diploma.

5.3Income wise classification orRespondents.

Table no: 5.3 Table showing the income wise classification of the Respondents

SL.No

Income(

No of
response

5000-10000

38

10001-15000

19

15001-20000

15

Above 20000

28

TOTAL

100

28

Chart showing the income wise classification of the Respondents.

Income
40%
35%
30%
25%
20%

Income
38%

15%

28%

10%

19%

5%

15%

0%
5000-10000

10000-15000

15000-20000

above 20000

Chart: 5.3.1 Source: Primary data collected through questionnaire.

INTERPRETATION
From the above table it is found that 38% of the respondents are having income 500010000, 19% are having income 10000-15000, 15% of the respondents are having income 1500020000, and 28% of the respondents are having above 20000.

5.4 Designation wise classification of the Respondents

Table no: 5.4 Table showing the designation wise classification of the Respondents.

SL.No

Designation

No of response

Executive

12

Staff

48

Supervisor

29

Workman

34

TOTAL

100

Chart showing the Designation wise classification of the Respondents.

Designation
60%
50%
40%

Designation

30%
48%

20%
10%

34%
12%

6%

0%
Executive

Staf

Supervisor

Workman

Chart: 5.4.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table shows that about 12% of the respondents are executive, 48% of
respondents are staff, 6% of the respondents for supervision and 34% of the respondents are
workman.

5.5 Experience wise classification of Respondents

Table no: 5.5 Table showing the experience wise classification of the Respondents

SL.No

Experience

No of response

Below 1 year

33

1-2 years

29

30

2-4 years

28

4-5 years

Above 5 years

TOTAL

100

Chart showing the experience wise classification of the Respondents

Experience
35%
30%
25%
20%
15%
10%
5%
0%

33%

29%

28%

Experience
6%
ye
ar
s
5

ye
ar
s
ab
ov
e

45

ye
ar
s
24

ye
ar
s
12

be
lo
w

ye
ar

4%

Chart: 5.5.1 Source: primary data collected through questionnaire

INTERPRETATION
From the above table it is found that 33% of the respondents are having experience below
one year, 29% are having experience from 1-2 years, 28% of the respondents are having
experience from 2-4 years, 4% of the respondents are having experience above 4-5 years and
only 6% of the respondents are having experience above 5 years.

5.6 The salary package given to employees is sufficient.

Table no: 5.6 Table showing the salary package given to employees is sufficient.

31

SL.No

Opinion

No of response

Strongly agree

49

2
3
4

Agree
Neither agree nor disagree
Disagree

28

Strongly disagree

TOTAL

100

17
5

Chart showing the salary package given to employees is sufficient.

60%
50%
40%
30%
20%
10%
0%

49%
5%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

1%
di
sa
gr
ee

17%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

28%

Chart: 5.6.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table shows that about 49%of the respondents are satisfied with the salary and
they draw at present and only 1% of the respondents are not satisfied with the salary.

5.7 Financial incentives motivates me more than non-financial incentives.

Table no: 5.7 Table showing the financial incentives motivates me more than non-financial
incentives.

32

SL.No

Opinion

No of response

Strongly agree

51

2
3
4

Agree
Neither agree nor disagree
Disagree

23

Strongly disagree

TOTAL

100

18
6

Chart showing the financial incentives motivates me more than non-financial incentives.
60%
50%
40%
30%
20%
10%
0%

51%
6%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

2%
di
sa
gr
ee

18%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

23%

Chart: 5.7.1Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 51% of the respondents agree that the financial
incentives motivates to employees more than non-financial incentives and only 2% of the
respondents disagree with it.

5.8 The salary increments given to employees who do their jobs very well
motivates them.
Table no: 5.8 Table showing the salary increments given to employees who do their jobs very
well motivates them.

33

SL.No

Opinion

No of response

Strongly agree

53

2
3
4

Agree
Neither agree nor disagree
Disagree

21

Strongly disagree

TOTAL

100

13
9

Chart showing the salary increments given to employees who do their jobs very well motivates
them.
60%
50%
40%
30%
20%
10%
0%

53%
9%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

4%
di
sa
gr
ee

13%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

21%

Chart: 5.8.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table shows that about 53% of the respondents agree that the salary increments
given to employees will motivates them and only 4% of the respondents disagree with it.

5.9 I am satisfied with the days of leave allowed to me

Table no: 5.9 Table showing satisfaction of days of leave are allow to the employees.
SL.No

Opinion

34

No of response

Strongly agree

58

2
3
4

Agree
Neither agree nor disagree
Disagree

24

Strongly disagree

TOTAL

100

8
7

Chart showing the satisfaction of days of leave are allow to the employees.
70%
60%
50%
40%
30%
20%
10%
0%

58%
7%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

3%
di
sa
gr
ee

12%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

24%

Chart: 5.9.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 58% of the respondents are satisfied with the days of
leaves are given in the organization and only 3% of the respondents disagree with it.

5.10 Good physical working conditions provided in the organization.

Table no: 5.10 Table showing the Good physical working conditions (canteen, rest breaks, baby
caring) are provided in the organization.

35

SL.No

Opinion

No of response

Strongly agree

42

2
3
4

Agree
Neither agree nor disagree
Disagree

22

Strongly disagree

TOTAL

100

16
13

Chart showing the Good physical working conditions (canteen, rest breaks, baby caring) are
provided in the organization.
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

42%
7%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

13%

di
sa
gr
ee

16%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

22%

Chart: 5.10.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 64% of the respondents agree that the good physical
working conditions are provided in the organization and only 7% of the respondents disagree
with it.

5.11 The employees in the organization feel secure in their job.

Table no: 5.11 Table showing that the employees in the organization feel secured in their job.

36

SL.No

Opinion

No of response

Strongly agree

55

2
3
4

Agree
Neither agree nor disagree
Disagree

22

Strongly disagree

TOTAL

100

13
8

Chart showing the employees in the organization feel secured in their job.
60%
50%
40%
30%
20%
10%
0%

55%
8%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

2%
di
sa
gr
ee

13%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

22%

Chart: 5.11.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 55% of the respondents agree that the employee in the
organization will feels secured in their job and only 2% of the respondents disagree with it.

5.12 The retirement benefits available are sufficient.

Table no: 5.12 Table shows that the retirement benefits available are sufficient.
37

SL.No

Opinion

No of response

Strongly agree

60

2
3
4

Agree
Neither agree nor disagree
Disagree

34

Strongly disagree

TOTAL

100

3
2

Chart showing the retirement benefits available are sufficient.

70%
60%
50%
40%
30%
20%
10%
0%

60%
34%
2%

di
sa
gr
ee

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

3%

Chart: 5.12.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table shows that about 60% of the respondents agree that the retirement
benefits provided in the organization are sufficient and only 1% of the respondents disagree with
it.

5.13 The medical benefits include Employee State Insurance (ESI) provided in
the organization are satisfactory.

38

Table no: 5.13 Table showing The medical benefits include Employee State Insurance ( ESI )
provided in the organization are satisfactory.
SL.No

Opinion

No of response

Strongly agree

67

2
3
4

Agree
Neither agree nor disagree
Disagree

27

Strongly disagree

TOTAL

100

3
2

Chart showing the medical benefits include Employee State Insurance (ESI) provided in the
organization are satisfactory.
80%
70%
60%
50%
40%
30%
20%
10%
0%

67%
3%

2%

di
sa
gr
ee

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

27%

Chart: 5.13.1 Source: Primary data collected through questionnaire

INTERPRETATION
The above table shows that about 67% of the respondents agree that medical benefits
provided in the organization are satisfactory and only 1% of the respondents disagree with it.

5.14 Participation of all the employees in the decision making process.

39

Table no: 5.14 Table showing the participation of employees in decision making process with in
the organization.
SL.No

Opinion

No of response

Strongly agree

52

2
3
4

Agree
Neither agree nor disagree
Disagree

32

Strongly disagree

TOTAL

100

11
4

Chart showing the participation of employees in decision making process with in the
organization.

52%

32%
4%

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

11%

di
sa
gr
ee

60%
50%
40%
30%
20%
10%
0%

Chart: 5.14.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 52% of the respondents agree that they are participate
the decision making process within the organization and only 1% of the respondents disagree
with it.

40

5.15 The superior recognize the work done by the employee.

Table no: 5.15 Table showing that the superior recognize the work done by the employee.

SL.No

Opinion

No of response

Strongly agree

53

2
3
4

Agree
Neither agree nor disagree
Disagree

21

Strongly disagree

16
9

TOTAL

100

Chart showing that the superior recognize the work done by the employee.
60%
50%
40%
30%
20%
10%
0%

53%
9%

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

di
sa
gr
ee

16%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

21%

Chart: 5.15.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 53% of the respondents agree that the superior always
recognize the work done by employee and only 1% of the respondents disagree with it.

41

5.16 The job done by the employees gives a good status.

Table no: 5.16 Table showing that the job done by the employees gives a good status.
SL.No

Opinion

No of response

Strongly agree

57

2
3
4

Agree
Neither agree nor disagree
Disagree

23

Strongly disagree

TOTAL

100

12
5

Chart showing the job done by the employee gives a good status.
60%
50%
40%
30%
20%
10%
0%

57%
5%

3%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

di
sa
gr
ee

12%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

23%

Chart: 5.16.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 57% the respondents agree that the job done by the
employees gives them good status and only 3% of the respondents disagree with it.

42

5.17 I am satisfied with the responsibility and role that I have in my work.
Table no: 5.17 Table showing that employees satisfied with the responsibility and role that they
have in their work.
SL.No

Opinion

No of response

Strongly agree

30

2
3
4

Agree
Neither agree nor disagree
Disagree

23

Strongly disagree

20

TOTAL

100

11
16

Chart showing that the employee satisfied with the responsibility and role that they have in their
work.

20%

16%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

11%

di
sa
gr
ee

Ag
re
e

23%

St
ro
ng
ly

ag
re
e

30%

no
rd
is
ag
re
e

35%
30%
25%
20%
15%
10%
5%
0%

Chart: 5.17.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 32% of the respondents agree that the employee
satisfied with the responsibility and role that they have in their work and 20% of the respondents
disagree with it.

43

5.18 The quality of the relationships in the informal work group is good.
Table no: 5.18 Table shoeing the quality of the relationships in the informal work group is good.
SL.No

Opinion

No of response

Strongly agree

74

2
3
4

Agree
Neither agree nor disagree
Disagree

20

Strongly disagree

TOTAL

100

3
2

Chart showing the quality of the relationships in the informal work group is good.
80%
70%
60%
50%
40%
30%
20%
10%
0%

74%
3%

2%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

1%

di
sa
gr
ee

no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

20%

Chart: 5.18.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 74% of the respondents agree that the quality of the
relationships in the informal work group is good and only 1% of the respondents disagree with it.

44

5.19 Employees satisfied with the support from the H R department and
superior.
Table no: 5.19 Table showing Employees satisfied with the support from the H R department and
superior.
SL.No

Opinion

No of response

Strongly agree

33

2
3
4

Agree
Neither agree nor disagree
Disagree

32

Strongly disagree

TOTAL

100

21
11

Chart showing the Employees satisfied with the support from the H R department and superior.

11%

3%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

21%

di
sa
gr
ee

Ag
re
e

32%

St
ro
ng
ly

ag
re
e

33%

no
rd
is
ag
re
e

35%
30%
25%
20%
15%
10%
5%
0%

Chart: 5.19.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 33% of the respondents agree that the employees
satisfied with the support from the H R department and superior and only 3% of the respondents
disagree with it.

45

5.20 In this organization there is fair amount of team spirit.

Table no: 5.20 Table showing the organization there is fair amount of team spirit
SL.No

Opinion

No of response

Strongly agree

57

2
3
4

Agree
Neither agree nor disagree
Disagree

23

Strongly disagree

TOTAL

100

12
7

Chart showing the organization there is fair amount of team spirit

60%
50%
40%
30%
20%
10%
0%

57%
7%

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

di
sa
gr
ee

12%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

23%

Chart: 5.20.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 57% of the respondents agree that organization there is
fair amount of team spirit and only 1% of the respondents are disagree with it.

46

5.21 Employees try to put in their best effort in their job performance.
Table no: 5.21 Table shows that the employees try to put in their best effort in their job
performance.
SL.No

Opinion

No of response

Strongly agree

67

2
3
4

Agree
Neither agree nor disagree
Disagree

23

Strongly disagree

TOTAL

100

6
3

Chart showing that the employees try to put in their best effort in their job performance.
80%
70%
60%
50%
40%
30%
20%
10%
0%

67%
6%

3%

di
sa
gr
ee

1%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

23%

Chart: 5.21.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 67% of the respondents agree that the employee try to
put in their best effort in their job performance and only 1% of the respondents disagree with it.

5.22 Employee schedule his own work and to make job related decisions

47

with a minimum of supervision.

Table no: 5.22 Table showing that employee schedule his own work and to make job related
decisions with a minimum of supervision.
SL.No

Opinion

No of response

Strongly agree

53

2
3
4

Agree
Neither agree nor disagree
Disagree

25

Strongly disagree

TOTAL

100

12
8

Chart showing that employees schedule his own work and to make job related decisions with a
minimum of supervision.
60%
50%
40%
30%
20%
10%
0%

53%
8%

2%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

di
sa
gr
ee

12%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

25%

Chart: 5.22.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 53% of the respondents agree that the employee
generally like to scheduled his own work and to make job related decision with minimum of
supervision and only 2% of the respondents are disagree with it.

5.23 Employees getting everything they need in his work present in this group.

48

Table no: 5.23 Table showing employees getting everything they need in his work present in this
group.
SL.No

Opinion

No of response

Strongly agree

62

2
3
4

Agree
Neither agree nor disagree
Disagree

18

Strongly disagree

TOTAL

100

10
6

Chart showing the employees getting everything they need in his work presnt in this group.
70%
60%
50%
40%
30%
20%
10%
0%

62%
6%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

4%
di
sa
gr
ee

10%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

18%

Chart: 5.23.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 62% of the respondents are agree that they get
everything they need in his work present in this group and only 4% of the respondents are
disagree with it.

5.24 Management is really interested in motivating the employees.

49

Table no: 5.24 Table shows that the management is really interested in motivating the employees.
SL.No

Opinion

No of response

Strongly agree

54

2
3
4

Agree
Neither agree nor disagree
Disagree

20

Strongly disagree

TOTAL

100

16
7

Chart showing the management is really interested in motivating the employees.

60%
50%
40%
30%
20%
10%
0%

54%
7%

3%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

di
sa
gr
ee

16%
no
rd
is
ag
re
e

Ag
re
e

St
ro
ng
ly

ag
re
e

20%

Chart: 5.24.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that 54% of the respondents are agree that the management is
really interested in motivating the employees and only 3% of the respondents are disagree with
it.

5.25 Employees satisfied with the amount of training offered for their current
job.
50

Table no: 5.25 Table shows that employees satisfied with the amount of training offered for their
current job.
SL.No

Opinion

No of response

Strongly agree

32

2
3
4

Agree
Neither agree nor disagree
Disagree

27

Strongly disagree

TOTAL

100

18
17

Chart shows that the employees satisfied with the amount of training offered for their current job.

17%

6%

ei
th
er

ag
re
e

st
ro
ng
ly

di
sa
gr
ee

18%

di
sa
gr
ee

Ag
re
e

27%

St
ro
ng
ly

ag
re
e

32%

no
rd
is
ag
re
e

35%
30%
25%
20%
15%
10%
5%
0%

Chart: 5.25.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The table showing that about 32% of the respondents are satisfied with the amount of
training offered for their current job and only 6% of the respondents are disagrees with it.

5.26 There is a good career growth with in this organization.

51

Table no: 5.26 Table shows that there is a good career growth with in this organization.
SL.No

Opinion

No of response

Strongly agree

45

2
3
4

Agree
Neither agree nor disagree
Disagree

18

Strongly disagree

TOTAL

100

20
10

Chart showing that there is a good career growth with in this organization.
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

45%

di
sa
gr
ee

7%

ei
th
er

ag
re
e

st
ro
ng
ly

no
rd
is
ag
re

Ag
re
e

ag
re
e
St
ro
ng
ly

10%
di
sa
gr
ee

20%

18%

Chart: 5.26.1 Source: Primary data collected through questionnaire.

INTERPRETATION
The above table shows that about 45% of the respondents are agree that there is a good
career growth with in this organization and only 7% of the respondents are disagree with it.

5.27 MOTIVATING FACTORS

52

Maslows hierarchy of needs is a theory in psychology proposed by Abraham Maslow in

his 1943 paper A Theory of Human Motivation
Maslow subsequently extended the idea to include his observation of humans innate
curiosity. His theories parallel many other theories of human developmental psychology, some of
which focus on describing the stages of growth in humans. Maslow used the terms Basic needs,
Safety needs, Social needs, Esteem needs and Self Actualization needs.
(HIGH LEVEL ACCEPTANCE represents STRONGLY AGREE AND AGREE
LOW LEVEL ACCEPTANCE represents DISAGREE AND STRONGLY DISAGREE)

SL No

BASIC NEEDS

1
2
3
4

Salary package
Financial incentives
Salary increment
Days of leave

HIGH LEVEL
ACCEPTANCE
77
74
74
78
303
75.75%

TOTAL
PERCENTAGE

LOW LEVEL
ACCEPTANCE
6
8
13
10
37
9.25%

INTERPRETATION
The above table shows about 75.75% of the respondents were motivated with the basic
needs in high level and only 9.25% of the respondents were de motivated with the basic needs.

SL No

SAFTY NEEDS

Physical working
condition
Job security
Retirement benefits
Medical benefits

2
3
4
TOTAL
PERCENTAGE

INTERPRETATION
53

HIGH LEVEL
ACCEPTANCE
64

LOW LEVEL
ACCEPTANCE
20

77
94
94
329
82.25%

10
3
3
36
9%

From the above calculation 82.25% of the respondents were motivated with the safety
needs in high level and about 9% the respondents were de motivated with the safety needs.

Sl. No

ESTEEM NEEDS

Decision making
process
Superior recognition
Goods status in job

2
3
4

Roles and
responsibility

TOTAL
PERCENTAGE

HIGH LEVEL
ACCEPTANCE
84

LOW LEVEL
ACCEPTANCE
5

74
80

10
8

53

36

291
72.75%

59
14.75%

INTERPRETATION
The above table shows that about 72.25% of the respondents motivates the needs in high
level and about 14.75% of the respondents de motivated the esteem needs.

SL No

SOCIAL NEEDS

HIGH LEVEL
ACCEPTANCE
84

LOW LEVEL
ACCEPTANCE
3

Informal work group

Support from HR
department
Amount of team spirit

65

15

80

TOTAL

229

26

PERCENTAGE

76.33%

8.66%

INTERPRETATION
54

The above table shows that about 76.33% of the respondents were high motivated the
social needs in and about 8.66% of the respondents were de motivated the informal work group.

SL No

SELF
ACTULIZATION
NEEDS
Best effort in Job
performance
Schedule in own work

HIGH LEVEL
ACCEPTANCE

LOW LEVEL
ACCEPTANCE

90

78

10

Needs getting to
employees
Management is help
to motivating the
employees
Amount of training
offered to employees
Carrier growth

80

10

74

10

59

23

63

17

TOTAL

444

74

PERCENTAGE

74%

12.33%

1
2
3
4

5
6

INTERPRETATION
The above table shows that about 74% of the respondents were motivated the selfactualization needs in high level and about 12.33% of the respondents were de motivated the
self-actualization.
As per Maslows hierarchy theory, the study reveals that employees are highly motivation
in each level of needs hierarchy. Among the five levels of needs, in ESTEEM needs the de
motivating levels high (14.75%) comparing other needs.

55

CHAPTER: 6

FINDINGS, SUGGESTION
AND CONCLUSION

6.1 FINDINGS

56

DEMOGRAPHIC DETAILS
1. In the organization maximum number of employees is in the age group of below 30 years.
2. Majority of the respondents (52%) are degree holders.
3. 38% of the respondents having monthly income 5000-10000 and 28% of the
respondentshaving monthly income above 20000.

4. Most of the respondents belong to staff category (48%) and workmen (38%).
5. In the organization maximum number of employees experience level is above 5 Years (6%).

BASIC PHYSIOLOGICAL NEEDS

6. Salary package given to employees (49%) are strongly agreed to motivate them.
7. The majority of the respondents are agreed that (51%) of the financial incentives motivates
employee more than non-financial incentives.

8.Salary increments given to employees (53%) are strongly agreed to motivate them.
9. Majority of the respondents are satisfied with the days of leave provided by the organization.
Strongly agree 58% and agree 24%.

* From the analysis it is found that about 75.75% of the respondents were motivated
with basic needs provided by the company.

SAFETY NEEDS
10. Majority of the respondents are satisfied with physical working condition are provided in the
organization. Strongly agree- 22%, Agree 42%.

11. In the company (79%) of the employees in the organization feel the secured in their job.
12. Most of the respondents are satisfied with the retirementbenefits provided by the
57

organization. Strongly agree 60% and Agree 34%.

13. Most of the respondents (94%) were satisfied with their medical benefits.

*From the analysis it is found that about 82.75% of the respondents are motivated with
the safety needs and about 9% of the respondents are de-motivated with it.

EGO or ESTEEM NEEDS

14. Majority of the respondents (70%) agreed tothe participation of employees in the decision
making process in the company

15. Most of the respondents (57%) agreed that the superior recognize the work done by the
employee.

16. The respondents (57%) agreed that the job done by employee give a good status.
17. 32% of the respondents satisfied with the responsibility and role that I have in my work.

*About 70.25% of the respondents are motivated with the esteem needs and about 17%
of the respondents are de-motivated with it.

SOCIAL NEEDS
18. Majority of the respondents (74%) agreed that the quality of the relationship in the informal
work group is good.

19. Most of the respondents (33%) are satisfied with the support from the HR department.
20. 57% of the respondents agreed that in the organization there is fair amount of team spirit.

*The study reveals that about 79.66% respondents are motivated by the belongings needs
(Love) while compared to other basic needs but nearly 8.33% are of the opinion that the amount
of team spirit is less.

SELF-ACTUALIZATION NEEDS
58

21. In maximum (67%) number of the respondents is best at their own job.
22. Majority of the respondents are satisfied with the schedule of their own work with minimum
of supervision.

23. 62% of the respondents are agreed that the organization providing what they need in his
work.

24. The majority of respondents (54%) agree that the organization is really interest in motivating
the employees.

25. Most of respondents are satisfied with the amount of training offered for the current job.
26. Most of respondents (45%) having a good carrier growth in this organization.

*Majority of the respondents are motivated by the self-fulfillment needs.

6.2 SUGGESTIONS
Financial incentives motivate employees and thereby increase the productivity. The current study
shows that the employees are motivated when provided with financial incentives rather than the
non-financial incentives. Hence, management can provide financial incentives to their employees
it required.
A positive work environment makes employee feel good about coming to work, and this
provides the motivation to sustain them throughout the day. Hence it is recommended that the
organization can sustain the good working environment.

59

A transparent and open form of communication addresses the employee's to feel that they belong
to the organization. The visibility with the top management is important to the employees and
hence the management can foster open communication.
Effective supervision is a foundation of a successfulorganization. From the findings it is
suggested that the supervision in the work place can be made healthier which brings positive
effect in the organization.

6.3 CONCLUSION
Pankajakasturi Herbals India (P)Ltd. is a reputed Ayurvedic Herbal with a huge market potential
for all its products. The organization has vast pool of employee talents. This study was done to
analyse the employee motivation to realize the effectiveness of motivation which the company
used at present to motivate their employees, to identify the important factors contributing to the
motivation of the workers and to study the levels of motivation at workers with regard to the
identified factors. TheMaslow model is taken for the study which covers five needs: Basic needs,
safety needs, social needs, esteem needs and self actualisation needs .It was found that the
motivational levels of employees in the organization are high and the management gives
importance to increase the level of employee motivation.
60

61

APPENDIX

A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL REFERENCE

ON PANKAJAKASTHURI HERBALS INDIA (P) LTD,
THIRUVANANTHAPURAM
Sir/M
This study is conducted in order to fulfill the requirements of BBA programme. It is conducted
to identify the employee motivation in Pankajakasthuri Herbal India (p)
Ltd,Thiruvananthapuram. The information collected will be kept confidential and will be used
for the purpose of the study only. Kindly fill up the questionnaire.

QUESTIONNAIRE ON EMPLOYEE MOTIVATION

Instrument
62

You are requested to ( ) tick in any one of the alternatives which you feel correct in your
opinion, against each statement

PERSONAL DETAILS
Name (optional)

Age

:Below 30 years

31 to 40 years

years
years

: SSLC

Educational Qualification

41 to 50
Above 51

Graduate

Post

Graduate

ITI/Diploma
: Executive

Designation

Staff

Supervision

Workman
Income

: 5000-10000

10000-15000

15000-20000

Above 20000
Years of experience

: Below I year

above1-2 years

above2-4

years

above 4-5 year

Above 5 years

1. The salary package given to employees is sufficient.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
2. Financial incentives (Salary, Bonus, etc.) motivates me more than non-

financialincentives (Free medicals, Gifts, etc.).

Strongly agree

Agree

Neither agree nor disagree

63

Disagree

Strongly disagree
3. The present salary increments given to employees who do their jobs very well
motivates them.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
4. I am satisfied with the days of leave allowed to me.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
5. Good physical working conditions (canteen, rest breaks, baby caring) are
Provided in the organization.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
6. The employees in the organization feel secured in their job.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
7. The retirement benefits available are sufficient.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
8. The medical benefits include Employee State Insurance (ESI) provided in the
organization

Strongly agree

are satisfactory.

Agree

Neither agree nor disagree

64

Disagree

Strongly disagree
9. The company tries to participate all the employees in the decision making
process.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
10. I feel that my superior always recognise the work done by me.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
11. I feel that the job ido gives me a good status.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
12. I am satisfied with the responsibility and role that I have in my work.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

13. The quality of the relationships in the informal work group is good.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
14. I am satisfied with the support from the H R department and superior.

Strongly agree

Agree

Neither agree nor disagree

65

Disagree

Strongly disagree
15. In this organization there is fair amount of team spirit.

Strongly agree

AgreeNeither agree nor disagree

Disagree

Strongly disagree
16. I try to put in my best effort in my job performance.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
17. I am allowed to schedule my own work and to make job related decisions
with a minimum of supervision.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
18. I am getting everything I need in my work at presnt in this group.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

19. Management is really interested in motivating the employees.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
20. I am satisfied with amount of training offered for my current job.

66

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree
21. There is a good career growth with in this organization.

Strongly agree

Agree

Neither agree nor disagree

Strongly disagree
Thank you

67

Disagree

BIBLIOGRAPHY

Bibliography

Text books

68

1. L R POTTI :
*Business Statistics
*Research Methodology
2. T N CHABBRA :
*Human resource Management
*Principles of Management
Websites

1. http://www.en.wikipedia/wiki/motivation
2. http://www.pankajakasthuri.in

69