A STUDY ON MOTIVATION OF EMPLOYEE AT LUMINOUS

PVT. LTD. Co., GAGRET, UNA

A
PROJECT REPORT
SUBMITTED TO THE GAUTAM GIRLS COLLEGE, HAMIRPUR
(H.P.) IN PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF THE DEGREE OF BACHELOR OF
COMMERCE

(SESSION 2015-2016)

Submitted to: Submitted by:

H.P. University Ashima
Shimla Course: B.com 6thSem.
Uni. Roll:3113HM08170005

GAUTAM GIRLS COLLEGE HAMIRPUR (H.P.)

 CERTIFICATE

This is to certify that the thesis entitled A Study on Motivation of Employees at Luminous
Pvt. Ltd. Co. Gagret, Una (H.P.) submitted in partial fulfilment of the requirement for the
award of degree of Bachelor of Commerce in Gautam Girls College Hamirpur (H.P.) is
bonafide research work carried out by Ashima (University Roll No. 3113HM08170005)
under my guidance and supervision. No part of this thesis has been submitted for any other
degree or diploma.
The assistance and help received during the course of investigation has been duly
acknowledged.

Place: Hamirpur
Dr. Ashok Kumar Bansal
Date:
 Candidates Declaration

I hereby Ashima, University Roll No.3113HM08170005 declare that I have done a project report on
the topic A STUDY ON MOTIVATION OF EMPLOYEES AT LUMINOUS PVT.LTD. UNA.
which is submitted in partial fulfilment of the requirement for the degree of Bachelor of commerce at
Gautam Girls College, Hamirpur. The data that is included in it is pure. The assistance and help that
received during the course of this investigation has been duly acknowledged. It is further, declared
that it has an original piece of work and it is worthy of the consideration for the degree of B.com.

Date: Ashima

Place:
 ACKNOWLEDGEMENT

At this point, I would like to place a record my deep sincere sense of gratitude to all those esteemed
persons whose direct and indirect co-operation and efforts have led to the completion of this report.

It is my proud on record my sincere thanks to my esteemed Advisor Dr. Ashok Kumar Bansal, for his
continuous keen interest and providing me expert guidance; invaluable suggestions as well as
constructive criticism and inspiration from the inception to the completion of this study, without it
would not have been successfully completed.

I would also like to thank all the respondents who honestly answered the questions asked to them.

Thanking you

Date: Ashima
 Contents

Sr. No. Particular Page No.

Certificate
Candidates Declaration
Acknowledgment
Chapter 1 Introduction 1-23
1.1 History of Motivation 1-2
1.2 Concept of Motivation 2-3
1.3 Meaning of Motivation 4
1.4 Definition of Motivation 4-5
1.5 Nature of Motivation 5-6
1.6 Importance of Motivation 6-8
1.7 Features of Motivation 8-9
1.8 Types of Motivation 10-11
1.9 Motivation Process 11-12
1.10 Methods of Motivation 12
1.11 Theories of Motivation 13-17
1.12 Advantages of Motivation 17
1.13 Limitations of Motivation 18
1.14 Factors affecting Motivation 18-19
1.15 Techniques to increase Motivation 19-20
1.16 Porter and Lawler model of Motivation 20-22
1.17 Conclusion 23
1.18 Company Profile 25-39
Chapter 2 Research Methodology 41-44
2.1 Research Methodology 41
2.2 Need of Study 41
2.3 Scope of Study 41
2.4 Objectives of Study 41
2.5 Research Design 42
2.6 Data Collection 42
2.7 Sample Design 43
2.8 Analysis of Data 44
2.9 Limitation of the Study 44
Questionnaire 45-47
Chapter 3 Analysis and Interpretation 49-74
Chapter 4 Summary, Findings, Conclusion and Suggestions 76-81
 List of Tables and Figures

Sr. No. Particulars Page No.

1. Classification of Respondents on the basis of gender factor. 3.1
2. Classification of Respondents according to their qualification. 3.2
3. Classification of Respondents on the basis of age. 3.3
4. Classification of Respondents according to their marital status. 3.4
5. Classification of Respondents on the basis of their salary. 3.5
6. Classification of Respondents on the basis of their department. 3.6
7. Classification of Respondents on the basis of their experience 3.7
8. Response of respondents on the basis of motivation of work. 3.8
9. Response of respondents towards motivation is temporary. 3.9
10. Response of respondents on the basis of management maintains an open 3.10
communication with its employees.
11. Response of respondents on the basis of compensated service. 3.11
12. Response of respondents on the basis of professional relationship with 3.12
superiors.
13. Response of respondents on the basis of decision making connected to 3.13
department.
14. Response of respondents on the basis of salary. 3.14
15. Response of respondents on the basis of top management interested in 3.15
motivating the employee.
16. Response of respondents on the basis of behaviour of superiors and co- 3.16
workers.
17. Response of respondents on the basis of amount of payment effect the 3.17
motivation.
18. Response of respondents on the basis of optimum time of work. 3.18
19. Response of respondents on the basis of team work. 3.19
20. Response of respondents on the basis of reward. 3.20
21. Response of respondents on the basis of social facilities. 3.21
22. Response of respondents on the basis of moral incentives. 3.22
23. Response of respondents on the basis of responsibility. 3.23
24. Response of respondents on the basis of financial incentives motivates 3.24
more than non-financial incentive.
25. Response of respondents on the basis of their response for good physical 3.25
working conditions.
26. Response of respondents on the basis of their response for satisfaction for 3.26
the HR department.
 CHAPTER 1
INTRODUCTION
HISTORY OF MOTIVAION
Evolutionary theory, the study of learning have been committed to see motivation as a
primary cause of behaviour, and this is also true of behavioural biology and physiological
psychology, as they prefer to think in terms of homeostasis (Cofer and Appley 1964). When
hunger occurs, for instance, behaviour is instigated (finding and eating food) that is
instrumental to rectifying the imbalance caused by tissue needs and deficits. The named
theoretical perspectives have barricaded the simple insight that behaviour can occur under
externally applied force as well (e.g., a shove). Even more importantly, the physical structure
of the organism, its sensory and perceptual capacities, its cognitive and motor abilities, and so
forth, qualify as causal factor. Even habits, once formed, can be seen as such.

Motivation is equated with goal directed behaviour and is, as such, easily understood.
However, educational researchers who wanted to include this seemingly clear construct into
their models of learning and instruction soon discovered that it is a blanket term which refers
to a variety of interrelated self-perceptions and affects, including outcome expectations, self-
embay, goal orientation, goal setting, perception of control, interest, self-concept of ability,
goal intentions, goal striving, persistence, and effort expenditure. Each of these facets of the
motivation construct has been intensively researched within its own conceptual niche, a
situation which has resulted in a kaleidoscope of overlapping constructs and complementary
measurement instruments. Quite clearly, the presence of too many motivation-related
constructs has hindered the integration of the concept within models of learning and
instruction. This article begins with a brief historical tour of the motivation theories that are
relevant to the study of learning and instruction

Research on motivation has recognized early on that motivation can only be one of the many
causes of behaviour, and this extends to the causation of affect and cognition as well.
Accordingly, the leading question became: What are the aspects of cognition, affect, and
behaviour that benefits most from a motivational analysis? Traditionally, the following issues
have been addressed: Firstly, there is a question of the facilitation of certain responses. This
issue has been analysed by the classic proponents of learning theory (Hull 1943, Spence
1956) who suggested that motivational processes as such (assumed to be rooted in general
drive) do not necessarily control and guide specific form of behaviour but may at times
invigorate innate or learned associative tendencies. Second, thoughts, feelings, and actions
are often characterized as guided, directed, goal-oriented, persistent, or purposive. Such
qualities relate to making choice, but also to short-term or long-term efforts in implementing
the choice made. Recent research on individual differences in terms of motivational
orientations has replaced the need (motive) construct with constructs that describe a general
goal orientation, such as personal projects, personal strivings, life tasks, or identity goals.
Such personal strivings (Emmons 1996) are more limited in scope (e.g., be a honest person)
and can be characterized in terms of expectancies of success, complexity, high vs. low level
of abstraction, avoidance vs. approach orientation, degree of conflict between each other, and
integration vs. fragmentation. The named parameters of personal strivings have been
observed to relate to measures of psychological and physical well-being.

CONCEPT OF MOTIVATION

Motivation is a term that refers to a process that elicits, controls, and sustains certain
behaviours. It is a group phenomenon which affects the nature of an individuals behaviours,
the strength of behaviour, and the persistence of the behaviour. The chief function of a
manager is to achieve the pre-determined objectives of the organisation by organising the
activities of various persons working in the organisation. By various persons we mean human
factor in production on whose efficiency the utility of non-human factors like machine,
material, etc. depends. It is clear that human factor in production has an important place in
the organisation. The efficiency of a person depends on two factors- firstly, the level of
ability to do a certain work and secondly, the willingness to do the work. So far as the first
factor is concerned it can be acquired by education and training, but the second factor can be
created by motivation.

It is important to understand that the capacity to work and desire to work are two different
and separate qualities. A person gets appointed in an organisation on the strength of his
capacity or ability to do work and as it has been pointed out earlier that in case of need this
quality can be enhanced with the help of education and training. But it is more important for
the manager to note as to how a persons desire for work can be influenced. It amounts to the
way in which the ability of that person can be utilized for the purpose of attaining the
objectives of the organisation. There are many approaches to motivation: physiological,
behavioural, cognitive, and social. It is the crucial element in setting and attaining goals- and
research show you can influence your own levels of motivation and self-control. Motivation
should not be confused with either volition or optimism.
 Efficiency of a Person

Depends on

1. The ability to do 2. The Willingness to

a certain work do the work

Created through Created through

Education and Motivation

Training
Sources

Monetary Incentives Non-Monetary Incentives

Examples Examples

1. Pay And Allowances 1. Status

2. Productivity Linked 2. Organisational Climate
Wage Incentives 3. Career Advancement
3. Bonus Opportunity
4. Profit Sharing 4. Job Enrichment
5. Co-partnership 5. Job Security
6. Retirement Benefits 6. Employee Participation
7. Employee Empowerment
8. Employee Recognition
Programmes
MEANING OF MOTIVATION

Motivation is the act of stimulating someone or oneself to get a desired course of action.
Motivation can be referred to as an act of stimulation of work in order to get the desired
objectives, whereas ability refers to the skill and competence to do a given work. Motivation
means to provide someone with a motive.

Whenever a person does some work there is always a need behind it which motivates him in
doing so. This impelling need is called motive. Under motivation, the will to do a work is
aroused among the people by making them feel the motive behind their work. Motivation is
derived from the word motive which means that latent power in a person which impels him
to do a work. In brief, motivation is that process wherein the persons are made to recognise
their needs, in the realisation of which, they do hard work for the interest of the enterprise.

Every management tries to coordinate various factors of production in such a way that their
contribution is maximum in achieving organisational goals. The performance of non-human
factors like machines, etc. will depend upon the level of technology and the competence of
those who use them. To improve the overall performance in a business it becomes essential to
increase the efficiency of human beings. The performance of persons depends upon two
factors, i.e. (i) ability to do a work, and (ii) motivation. Both these factors taken together, will
increase the efficiency of human beings. If a person does not have the capability or ability to
do a work then he cannot increase his efficiency. On the other hand, even if a person has got
the ability but is not properly motivated even then his performance will be low. Motivation is
an important factor which encourages persons to give their best performance and help in
reaching enterprise goals. A strong positive motivation will enable the increased output of
employees but a negative motivation will reduce their performance. A key element in
personnel management is motivation. According to Likert, It is the core of management
which shows that every human being give him a sense of worth in face-to-face groups which
are most important to him. A supervisor should strive to treat individuals with dignity and
recognition of their personal worth.

DEFINITION OF MOTIVATION

Many scholars have given different definitions on the basis of their experience from time to
time. Some of the prominent definitions are the following.
According to Koontz and ODonnell, To motivate is to induce people to act in a desired
manner.

According to W.G. Scott, Motivation means a process of stimulating people to action to

accomplish desired goals.

According to Berelson and Steiner, A motive is an inner state the energizes, activates, or
moves and directs or channels behaviours goals.

According to Lillis, It is the stimulation of any emotion or desire operating upon ones will
and promoting or driving it to action.

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

Stanley Vance defines motivation as, any emotion or desire which so conditions ones will
that the individual is propelled into action.

The Encyclopedia of management has defined motivation as, Motivation refers to the
degree of readiness of an organism to pursue some destinated goal and implies the
determination of the nature and locus of the forces inducing the degree of readiness.

Delton E. MC Farland, The concept of motivation is mainly psychological. It relates to

those forces operating within the individual employee or subordinate which impel him to act
or not to act in certain ways.

Michael J. Jucious, Motivation is the act of stimulating someone or oneself to get a desired
course of action, to push the right button to get the desired action.

J.E. Rosenz Weig and E.K. Kast, Motivation is an inspiration process which impels the
members of the team to accomplish the desire goals.

NATURE OF MOTIVATION

Motivation is a psychological phenomenon which generates within an individual. A person

feels the lack of certain needs, to satisfy which he feels working more. The need satisfying
ego motivates a person to do better than he normally does. The following is the nature of
motivation.
 1. Based on motives: Motivation is based on individuals motives which are internal to
the individual. These motives are in the form of feelings that the individual lacks
something.
2. Affected by motivating: Motivation is affected by way the individual is motivated the
act of motivating channelizes need satisfaction.
3. Goal- directed behaviour: Motivation leads to goal-directed behaviour. A goal-
directed behaviour is one which satisfies the causes for which behaviour takes placed.
4. Related to satisfaction: Motivation is related to satisfaction. Satisfaction refers to the
contentment experience of an individual which he derives out of need fulfilment thus
satisfaction is a consequence of rewards and punishment associated with past
experience.
5. Person motivated in totality: A person is motivated in totality and not in past. Each
individual in the organisation is a self-contained unit and his needs are interrelated.
6. Complex process: Motivation is a complex process; complexity emerges because of the
nature of needs and the type of behaviour that is attempted to satisfy those needs.
7. Psychological aspect: Motivation is a psychological aspect of management. It is the
internal feeling which arises from the need and desires of a person. Motivation generates
from within an individual. It starts and keeps individual at work.
8. Continuous process: Motivation is a continuous process. Where a particular need is
satisfaction, a new needs is seen. It is the result of an interaction between human needs
and the incentives offer to satisfy them.
9. Integrated: A person is either motivated or not. He cannot be partly motivated. Each
individual in an organization is a self-contained separate unit. All their needs are
interrelated and influence their behaviour in different ways.
10. Positive or negative: Motivation may be positive or negative. Positive motivation
means inspiring people to work better by providing rewards and incentives. Negative
motivation means forcing people to work by punishing them.

IMPORTANCE OF MOTIVATION

Management tries to utilise all the sources of production in a best possible manner. This can
be achieved only when employees co-operate in this task. Efforts should be made to motivate
employees for contributing their maximum. The efforts of management will not bear fruit if
the employees are not encouraged to work more. The following is the importance of
motivation.
 Importance Of Motivation

Maximum Reduced Building of Increase in Basis of co- High

utilization absenteeism good the operation performance
of factors labour efficiency
relation and output

Willingness Reduced Availability Sense of Better

to work labour of right belonging Organisational
turnover personnel image

1.) Maximum utilization of factors of production: Workers perform the work sincerely
through the inspiration of motivation.

2.) Willingness to work: Motivation influences the willingness of people to work. A man
is technically, mentally and physically fit to perform the work but they may not be
willing to work.
3.) Reduced absenteeism: Financial incentive schemes coerce the workers to work more.
This reduces absenteeism.
4.) Reduced labour turnover: Motivation has both financial and non-financial incentives
schemes. This helps to retain the existing labourers.
5.) Building of good labour relations: Motivation helps to solve the labour problems of
absenteeism, labour turnover, indiscipline and grievance.
6.) Availability of right personnel: Financial and non-financial incentives not only retain
the existing employees but also attract the employees from outside the enterprise.
7.) Increase in the efficiency and output: Both workers and management have got
benefits from motivational plans.
8.) Sense of belonging: A proper motivation scheme promotes closer rapport between
enterprise and workers.
 9.) Basis of co-operation: Efficiency and output are increased through co-operation. The
co-operation could not be obtained without motivation, so motivation is a basis of co-
operation.
10.) Helps in realizing organizational goals: Organisational goals are achieved quickly
through motivation. Motivation employees have a feeling of total involvement in the
performance of organization task.
11.) High performance: Motivated employees will put maximum efforts for achieving
organisational goals. The untapped reservoirs of physical and mental abilities are taped
to the maximum. Motivation will act as a stimulant for improving the performance of
employees.
12.) Better organisational image: Those enterprises which offer better monetary and
non-monetary facilities to their employees have a better image among them. Since there
is a better man-power to development programme, the employees will like to join such
organisations.

FEATURES OF MOTIVATION

On the basis of the ideas presented by different scholars following are the characteristics of
motivation:

1. Motivation can be Positive or Negative: There can be positive motivation and

negative motivation. Positive motivation can be simulative, such as higher pay,
power position etc. Negative motivation implies the use of penalties, punishments
etc.
2. Motivation is Goal Oriented: Motivation is a behavioural concept. It directs human
behaviour towards the accomplishment of goals. If properly motivated, employees
put in their best possible efforts in orders to achieve the desired goals.
3. Motivation is Complex in Nature: Different individuals behave differently to a
given set of incentives. Some employees may be highly motivated when they are
given monetary incentives, whereas others may be more motivated with the use of
non-monetary incentives.
4. Motivation is System Oriented: Motivation is a combined effect of these groups of
factors. Forces operating within individual, i.e. his nature, needs, values etc.
5. Motivation is Different from Job Satisfaction: Motivation is the act to satisfy
needs and desires. Job satisfaction results only when such needs and desires are
fulfilled. Job satisfaction is the outcome of motivation.
 6. Motivation is a Continuous Process: Motivation is not a one time process. This is
because; human needs and desires are never ending. When one needs is satisfied,
another needs emerges that is to be satisfied.
7. Motivation is an Internal Feeling: Motivation is a psychological feeling which lies
inward. First of all some needs are felt mentally which affect the behaviour of a
person. In other words, he thinks of doing some work to satisfy those needs.
8. Motivation May be given in Many Ways: Motivation has many methods to
perform its job. Keeping in view the needs of the people concerned monetary and
non-monetary methods of motivation can be made use of.
9. Its an Important Function of Management: Motivation is an important function
of management. If a manager is not efficient in this function, his efficiency in all
other functions is useless.
10. It Stimulates People to do Work: A person is appointed on the basis of his
educational qualifications but it is not essential that he works with his full capability.
11. Its Helpful in Securing Industrial Peace: Motivation helps the people to utilise
their full capability which results in good and increased production. As a result of
this both the employer and the employees get satisfaction.
12. Motivation Creates Morale: Motivation and morale happen to be different. Morale
is created among the people by motivating them which converts their ability to do the
work into their willingness to do the work.
13. Motivation is the Only Solution to the Problem: The manager is faced with the
problem of getting work out of the subordinates by making them willing to work.
This can only be done with the help of motivation.
14. It relates with all Levels of Organisation: It is used at every level of the
organisation. Man by nature is a shirker and this to applied to all the people working
in the enterprise, to whatever level they may belong.
15. It Relates with Human Factor of Production: Motivation is related with the human
factor of production. Motivation of human factor automatically leads to the efficient
utilisation of other non-human factors.

TYPES OF MOTIVATION
When a manger wants to get more work from his subordinates then he will have to motivate
them for improving their performance. They will either be offered incentive for more work,
or may be in the space of rewards, better report, recognition etc., or he may instil fear in them
or use force for getting desired work. The following are the types of motivation:
 Types Of Motivation

Positive Negative
Motivation Motivation

1. Positive Motivation: Positive motivation or incentive motivation is based on reward. The

workers are offered incentives for achieving the desired goals. The incentives may be in the
shape of more pay, promotion, recognition of work, etc. The employees are offered the
incentives and try to improve their performance willingly. According to Peter Drucker, the
real and positive motivators are responsible for placement, high standard of performance,
information adequate for self-control and the participation of the worker as a responsible
citizen in the plant community. Positive motivation is achieved by the co-operation of
employees and they have a feeling of happiness.

2. Negative Motivation: Negative or fear motivation is based on force or fear. Fear causes
employees to act in a certain way. In case, they do not act accordingly then they may be
punished with demotions or layoffs. The fear acts as a push mechanism. The employees do
not willingly co-operate, rather they want to avoid the punishment. Though employees work
upon a level where punishment is avoided but this type of motivation causes anger and
frustration. This type of motivation generally becomes a cause of industrial unrest.

In spite of the drawbacks of negative motivation, this method is commonly used to achieve
desired results. There may be hardly any management which has not used negative
motivation at one or other time.

MOTIVATION PROCESS
The objective of motivation process is to know as to where from does it starts and where does
it end. This is a work that cannot be finished at one go. It is a combination of various steps.
Robbins and Coulter have presented the following Need-Satisfying-Process.
 Unsatisfied
Need
Reduction of
Tension
Tension
Need-
Satisfying-
Process
Need Drive
Satisfied
Search
Behaviour

1. Unsatisfied Need: At the first step of motivation a person feels the need of something
or there is a feeling that he lacks something.
2. Tension: The person concerned gets tensed at the very idea of his need not being
satisfied.
3. Drives: Drive signified some sort of tumult in the mind of the person concerned. At
this step the person concerned endeavours to fulfil his need. The fulfilment of need
depends on the direction and intensity of the drive.
4. Search Behaviour: At this step, a person tries to discover different options to fulfil
his need. He puts the best option into operation.
5. Need Satisfied: If the option really happens to be a correct one, satisfaction is
obtained.
6. Reduction of Tension: The person concerned gets his tension relieved when his need
is satisfied.

Conclusion: The above motivation process shows that when a person gives a good work
performance, there is some need lurking in the background which is continuously exerting
pressure on him. Therefore, needs continuously motive a person.

METHODS OF MOTIVATION

A lack of motivation without having effective motivation methods and motivation strategies
can be a really annoying problem, especially when it becomes an obstacle to your personality
development and goals. The following are the methods of motivation:
 Methods of Motivation

Financial Non-
Method of Financial
Motivation Method of
Piece-Work or Piece-rate Motivation
Performance Related Pay Job Enrichment

Profit Sharing Job Enlargement

Share Ownership Empowerment

Fringe Benefits Team Working

Financial Method of Motivation: Financial motivation relates to the way in which an

organisation uses compensation structure to motivate workers to high performance.

Non-Financial Method of Motivation: Non-financial motivation means process for

retaining and developing people in organisations when the time is very tough.

THEORIES OF MOTIVATION

In the absence of motivation management becomes meaningless. It means that without

motivation it becomes impossible to achieve the objectives of the organisation. Keeping in
view the importance of motivation, the management experts have paid special attention to its
deep study. Different scholars have given different views about it from time to time. The
oldest concept is known as Carrot and Stick policy. It means that those employees who
work enthusiastically and efficiently are rewarded for their efficiency and those whose work
performance is careless are punished. Frederick Taylor, the father of scientific management
has advocated an incentive remuneration system of motivation. It means more work should
bring more remuneration and little work should bring less remuneration for the employees.
However, modern thinkers have amended these old concepts and presented new ideas in this
context. These modern theories include Maslows Need Hierarchy Theory, Herzbergs
Motivation-Hygiene Theory, Mc Gregors X and Y theory, etc. The theories of motivation
have been mentioned in the following chart:

Theories of Motivation

1. Maslows Need Hierarchy Theory

2. Herzbergs Motivation-Hygiene
Theory
3. McGregors X and Y Theory

Maslows Need Hierarchy Theory

The advocate of this theory is Abraham Maslow who first of all presented the Need
Hierarchy Theory of Motivation in 1943. Maslow developed the theory of motivation on the
basis of chain or sequence of needs. According to him, a man has countless needs and they
can be categorised on the basis of priority. For example, the needs which are more sharply
felt needs should be satisfied afterwards. Similarly, the least felt needs should be thought of
last of all.

Maslow has divided different human needs on the basis of priority into five parts which are
shown in the following diagram:
 5. Self Actualis-
ation Needs

4. Esteem Needs

3. Affiliation or Social
Needs

2. Safty or Security Needs

1. Physiological Needs

1. Physiological Needs: In this category, those needs are included which need to be satisfied
to keep a man alive. These needs include food, shelter, clothing and sleep, etc.

2. Safety Needs: After physiological needs are satisfied, a man thinks about his safety. Safety
needs include physical, economic and psychological needs. Physical Safety refers to defence
against accidents, attacks, diseases and other unexpected problems. Economic Safety means
safety of livelihood and arrangement of old age. Psychological Safety means maintain ones
prestige.

3. Social Needs: Man is a social animal and wants to live in a society honourably. It is,
therefore, necessary that he should have friends and relatives with whom he can share his
joys and sorrows.

4. Esteem Needs: These needs are called ego needs of man. This means every human being
wants to attain a higher status so that his power increase and he gets authority.
5. Self-Actualisation Needs: Last of all, a man tries to satisfy himself by attaining self-
realisation. This means that a man should be whatever he can be, meaning thereby, that he
should actually be an achiever in respect of his capability.

Herzbergs Motivation-Hygiene Theory

This theory has been advocated by Prof. Herzberg on the basis of his research done in
collaboration with his colleagues. After interviewing some employees he concluded that
motivation factors can be divided into two parts:

(A) Maintenance or Hygiene: Maintenance factors whose presence does not motivate the
employees to work with greater enthusiasm but their absence does discourage them.
These factors are related to the job conditions and they contain the following factors:
(i) Companys Policy and Administration,
(ii) Technical Inspection,
(iii) Mutual Personal Relation with Inspector,
(iv) Salary,
(v) Working Conditions,
(vi) Personal Life,
(vii) Status, and
(viii) Environment.
(B) Motivators or Satisfiers: Motivating factors means those factors which directly inspire
the employees to work. These factors are directly related to work and they are also known
as job factors. They are as follows:
(i) Achievement,
(ii) Recognition,
(iii) Advancement,
(iv) Job itself, and
(v) Responsibility.

According to Herzberg the employees remain satisfied with the available maintenance
factors or do not get motivated by any increase in them. They, however, get dissatisfied by
their decrease. Motivating factors directly affect the enthusiasm of the employees. It means
that any addition in them increases their enthusiasm and any decrease lessens it.
 2. McGregors X and Y Theory

Douglas McGregor has presented the traditional concept of motivation as the X theory and
the modern concept as the Y theory. Following are the assumptions of both these theories:
According to McGregor the managers supporting X theory (who consider employees lazy,
selfish, opponents of changes) employ punishment, threat, strict inspection, etc., s method
of getting work. McGregor suggests that such managers should not use pressure tactics and
should try to win over the employees with a soft attitude. On the contrary, the managers
who support the Y theory think that the employees are enthusiastic and ambitious. That is
why these managers believe in giving more freedom and responsibility to them. In
conclusion it can be said that McGregor is of the opinion that the employees should be
motivated by making use of decentralisation, and a system of participation and consultation.

Traditional Theory X Modern Theory Y

1. Man by nature is sluggish and 1. Man wants to work provided

shirker. the conditions are favourable.

2. Mostly people are not ambitious 2. This theory takes people as

and are afraid to take responsibility. responsible, and full of effort.

3. Under this people want to be 3. It is thought that the employees

directed, meaning thereby that they have the quality of self-direction and
want somebody to tell them to work they do not feel the necessity of being
and only then they will work. directed by somebody else.

4. According to this, physical and

4. Motivation is limited to only security needs motivate for a short
physical and security needs. time while it is continuous in case of
self-actualisation and esteem needs.

5. Strict control, threat and 5. If proper environment is provided a

punishment are used in order to get person himself performs his work
work. laboriously.

All the above three concept link motivation with different facts. Their collective analysis
makes it clear that these theories are almost similar.
ADVANTAGES OF MOTIVATION
Motivation is an area of business studies which has been researched frequently, and business
entrepreneurs use motivation as a force to increase their productivity. The major benefits of
motivation in an organisation are as follows:

Advantages of Motivation

Need Productivity Discipline

Satisfaction

Job Learning Dynamis

Satisfaction m

1. Need Satisfaction: Motivation satisfied the needs of individuals as well groups. Every
individual or group of individuals joins an organisation to fulfil certain personal needs.
The motivation function of the manager serves to help such fulfilment.
2. Job Satisfaction: Motivation also promotes job satisfaction. When an employees
needs are satisfied, he is on the whole happy. His job satisfaction is of more direct
concern. It is the key to other important consequences.
3. Productivity: An individuals contribution to output is the resultant of two variables-
his capacity for work and his willingness to work. If P is performance, an ability and
M motivation, then P= AXM.
4. Learning: Motivation helps the learning process. Without motivation learning does
not take place. There must be motivation or drive before there can be learning.
Motivation stimulates interest and the attitude of willing to learn.
5. Discipline: Motivation promotes self-discipline. The idea of discipline generally
carries a negative connotation. But motivation raises discipline to a positive level.
6. Dynamism: There is an element of dynamism in motivation. They are concerned with
the goals that people strive to attain in order to be satisfied and perform well.
 LIMITATIONS OF MOTIVATION

The disadvantages of motivation in an organisation are in the following ways:

1. Unmotivated employees do not take an interest in their organisation.

2. They include in spreading rumors.
3. There is no co-operation from unmotivated employees.
4. The threat of strikes, demonstrations, etc. creates problems for the management.

FACTORS AFFECTING MOTIVATION

The factors affecting employee motivation. Employee motivation and productivity can be
enhanced and improved by creating a work environment that maximizes the factors that
affect performance.

1. Interesting Work: Intrinsic motivation comes from the shear joy and pleasure of
doing a task. When you read a great book, no one has to pay for each page you read. It
is a pleasure to learn how the story unfolds and watch the plot develop. It is the same
way with employee motivation.
2. Appreciation & Recognition: It does not matter how much you pay someone,
everyone want to know that their efforts are being seen and appreciated, especially by
their manager.
3. Feeling Involved in the Work Process: Research shows that when people get to
participate in creating a system or process, they are much more likely to follow it than
one simply imposed upon them by an outside expert.
4. Achievement: Awards and prizes can serve as a great motivator to harness the power
of healthy competition. It is always better to use rewards that are meaningful and
inspiring.
5. Job Security: Many people prefer to be part of a large organisation and can be more
productive when they gets to focus on doing their job instead of worrying about
developing a business plan or marketing strategy.
6. Increased Responsibility: We all know that some employees lack ambition and have
no desire to advance on the job, but the vast majority of workers want a chance to take
on more responsibility and add more value to the organisation.
7. Good Wages: Good employees are motivated by more than just good wages, but
never allow low wages to be the wedge a competitor can use to steal away your best
people.
 8. Good Working Conditions: At the minimum, you must offer a safe, clean, and
sanitary work site. To get the most out of employees, help them take pride in their
workspace, even if it is only a cubicle or workstation.
9. Being Part of a Team: Being part of a dysfunctional team is an emotionally draining
experience that results in low morale, low productivity, and high turnover.
10. Help with Personal Problems: Smart managers know that it is not their job to be a
counsellor or therapist, but it is there job to recognize when one of their employees is
having personal problem that are affecting their job performance.

TECHNIQUES TO INCREASE MOTIVATION

Every management tries to spacing certain motivational technique which can be employed for
improving performance of its employees. The techniques may not be similarly useful in all
types of concerns. Motivational techniques may be classified into two categories i.e.,
financial and non-financial. Both the categories of motivators are discussed as under.

A. Financial Motivators: Financial motivators may be in the form of more wages and
salaries, bonuses, profit-sharing, leave with pay, medical reimbursements, and company paid
insurance of any of the other things that may be given to employees to performance. The
economists and most managers consider money and financial incentives as important
motivators. Behavioural scientists, on the other hand, tend to place them low. Neither view is
probably right. Money is the most important motivator to people who are young and are
raising their families than to those who have aligned at a stage when money needs are less.

B. Non-financial Motivators: These motivators are in the nature of better status,

recognition, participation, job security etc. Some of these motivators are discussed here:

1. Recognition: Every person wants his work to be recognised by his superiors. When he
knows that his performance is known to his boss then he will try to improve it more and
more.

2. Participation: Participation has been considered a good technique for motivation. It

implies physical and mental involvement of people in decision-making process. It satisfied
ego and self-esteem of persons.

3. Status: It refers to a social status of a person and it satisfied egoistic needs. A management
may create some status symbols in the organisation. This can be done by way of giving
various facilities to the persons.
4. Competition: In some organisations competition is used as a motivator. Various persons
are given certain objectives and everybody tries to achieve them ahead of others. There may
be praises, appreciation letters, and financial incentives to those who reach the goals first.

5. Job Enrichment: Job enrichment has been recognised as an important motivator by

various researches. The job is made more important and challenging for the workers, may be
given wide latitude in deciding about their work methods.

PORTER AND LAWLER MODEL OF MOTIVATION:

Lyman Porter and Edward Lawler came up with a comprehensive theory of motivation,
combining the various aspects that we have so far been discussing and using two additional
variables in their model. Though built in a large part on Vrooms expectancy model. Porter
and Lawlers model is a more complete model of motivation. This model has been practically
applied also in their study of managers. This is a multi-variant model which explains the
relationship that exists between job attitudes and job performance. The various elements of
this model are explained in the following ways:

Assumptions: This model is based on four basic assumptions about human behaviour:
(i) It is multi variant model. According to this model, individual behaviour is
determined by a combination of factors in the individual and in the environment.
(ii) Individuals are assumed to be rational human being who make conscious
decisions about their behaviour in the organisation.
(iii) Individuals have different needs, desires and goals.
(iv) On the basis of their expectations, individual decide between alternate behaviours
and such decided behaviour will lead to a desired outcome.
Elements:
The various elements of this model are explained in the following figure:

Value of Ability Perceived

Reward and Equitable
(Valence Traits Rewards
)

Intrinsic
Rewards

Performance
Efforts Accomplishment

Extrinsic
Rewards

Perceived Role Perception

Effort Satisfaction
Reward
Probability

1. Effort:
Effort refers to the amount of energy which a person exerts on a job.
2. Value of Reward:
First of all people try to figure out whether the rewards that are likely to be received from
doing a job will be attractive to them. This is referred to as valence in Vrooms theory

3. Perceived Effort Reward Probability:

In addition, before people put forth any effort, they will also try to assess the probability of a

certain level of effort leading to a desired level of performance and the possibility of that

performance leading to certain kinds of rewards. Based on the valence of the reward and the
effort reward probability, people can decide to put in certain level of work effort.

4. Performance:
Effort leads to performance. The expected level of performance will depend upon the amount

of effort, the abilities and traits of the individual and his role perceptions. Abilities include

knowledge, skills and intellectual capacity to perform the job. Thus, abilities and traits will
moderate the effort- performance relationship.

5. Rewards:
Performance leads to certain outcomes in the shape of two types of rewards namely extrinsic

rewards and intrinsic rewards. Extrinsic rewards are the external rewards given by others in

the organization in the form of money, recognition or praise. Intrinsic rewards are internal

feelings of job sell esteem and sense of competence that individuals feel when they do a good
job.

6. Satisfaction:
Satisfaction will result from both extrinsic and intrinsic rewards. However, for being
satisfied, an individual will compare his actual rewards with the perceived rewards if actual

rewards meet or exceed perceived equitable rewards, the individual will feel satisfied and if
these are less than the equitable rewards, the individual will feel dissatisfied.

CONCLUSION

Having studies this unit you should be able to discuss what is meant by the term motivation
and the situational and trait centred view of motivation. You have examined two of the
theories of motivation to develop your understanding more deeply. The main learning points
for this unit are: People will be motivated by a range of factors and these are different for
everyone. Personality and the environment both need to be considered with motivating
people. Need achievement theory explains why high achievers choose difficult or challenging
tasks and why low achievers choose easier tasks at which they are less likely to fail.
Attribution theory shows that what we attribute our success or failure to will have an effect
on our motivation.
COMPANY PROFILE
Luminous Pvt. Ltd. Co. Gagret, Una

Type Private

Industry Packaged power, diversified generation,

optimization electrical control & safety and energy

Founder Rakesh Malhotra

Headquarters New Delhi, India

Key people Vipul Sabharwal (Managing Director)

Number of employees 5,000+

HISTORY OF LUMINOUS PVT. LTD. CO. GAGRET, UNA

Luminous Pvt. Ltd. Co. Gagret, Una is a New Delhi based company which was founded on
10 June 1988. By 1991, the first Luminous Inverter got rolled out. Three years later the first
uninterrupted power supply device (UPS) by the company was delivered to the market. The
next six years were spent in innovation and further improving its offerings. At the turn of the
century the first Luminous Inverter* was exported.

Luminous Pvt. Ltd. Co. Gagret, Una is a company providing solutions for packaged power,
diversified generation, electrical control & safety and energy optimization.

Luminous Pvt. Ltd. Co. Gagret, Una is the leading home electrical specialist in India having a
vast portfolio comprising of Power back up solutions such as Home UPS, Inverter Batteries
and Solar Applications to Electrical offerings such as Fans, Wires & Switches. With 7
manufacturing units, more than 28 sales offices in India and presence in over 36 countries,
our 5000 employees serve more than 60,000 channel partners and millions of customers. Our
motto has always been Customer Delight through Innovation & Passion with focus on
Execution & Team-work.

At Luminous, we passionately innovate to make life comfortable and efficient.

Luminous is India's leading manufacturer of diversified reliable and safe solutions for
packaged power, diversified generation, electrical control & safety and energy optimization.

Offering a wide range of products starting from Home Ups, Inverter batteries, Fans (Designer
Fans) to Solar Products, Luminous wants to add higher efficiency and higher performance in
electrical and packaged power solutions sector. With over 5000 employees, 7 manufacturing
units, 28 sales offices across the country and more than 60000 channel partners; Luminous is
truly a technology and smart innovation driven company. We care about our earth and thus
the products are skilfully engineered to be environment-friendly as well.

MISSION OF LUMINOUS PVT. LTD. CO. GAGRET, UNA

Be the brand of choice for products and services that generate, control, store and use
electricity efficiently. Through passionate people we innovate to consistently deliver a
tangible competitive advantage in reliability, service and cost.
VISION OF LUMINOUS PVT. LTD. CO. GAGRET, UNA

Passionately innovate to make life confortable and efficient.

CORE VALUES OF LUMINOUS PVT. LTD. CO. GAGRET, UNA

Customer Delight through innovation and passion with focus on execution and teamwork
(togetherness).

GROWTH OF LUMINOUS PVT. LTD. CO. GAGRET, UNA

In the meanwhile, Luminous decided to manufacture batteries. As a consequence a plant was

set up in 2004. In the same year Luminous entered into an agreement with Eagle Picher Inc. a
USA major and a leader in battery technology. Eagle Picher Inc. is an original equipment
supplier to such diverse industries and activities as automotive, space, chemical processing,
and defence, environmental, medical and nuclear applications. Its heavy-duty customized
batteries are working in the most demanding conditions such as space ships and on planet
Mars. The company offers a six-sigma process that gives them the worldwide recognition.

Soon after the agreement was signed, technology flowed in from Eagle Picher Inc. and
Luminous launched a broadside on the battery market. A full range of advanced batteries for
automotive use, Home UPSs, tubular batteries and VRLA (valve regulated lead acid) SMF
(sealed maintenance free) batteries were delivered to a market.

A separate agreement for power products was signed in 2006 with Hyundai to provide the
end user with another option for power back up solutions based on advanced Korean
technology as well as leverage the strong Hyundai brand name.

CURRENT SCENARIO

Today, Luminous is part of the Schneider Electric conglomerate.

At present, the company has seven manufacturing facilities and an R&D centre. It has several
patents to its credit in the inverter and battery manufacturing space. Taking advantage of its
new parents global product and technology platform, Luminous has ventured in electrical
product space. The offerings include electrical wires and cables, wiring protection devices
such as MCBs, RCCBs (types of circuit breakers), distribution boards, all types of fans and
modular switches. Luminous Pvt. Ltd. Co. Gagret, Una are also focusing on renewable
energy in the form of solar panel and solar home lighting. It also aims to offer various solar
applications to rural India as an alternative power solution.

MILESTONES

1988: Company founded by Rakesh Malhotra with 3 people.

1991: First Luminous Inverter rolled out.

1994: First Luminous UPS got manufactured.

2000: First Luminous product exported.

2004: First battery manufacturing plant came into existence.

2004: Tie-up for battery technology with Eagle Picher Inc. USA.

2005: Luminous awarded with Consumer World Award 2005.

2006: Tie-up with Hyundai, formation of Hyundai Power Products.

2006: Luminous awarded with Consumer World Award 2006.

2007: Got Industry Leadership Award from Frost & Sullivan.

2007: Luminous awarded with Consumer World Award 2007.

2007: 1st Manufacturing facility outside India (Lang Ming, China)

2008: Luminous awarded with Consumer World Award 2008.

2010: Sachin Tendulkar appointed as the brand ambassador of Luminous.

2011: Luminous - Schneider Electric Joint Venture.

2011: Luminous stepped into the Electrical product space Offers Fans, Switches, Wires,
Cables, MCBs, RCCBs & Distribution Board.

2011: Solar applications were introduced Offers PV Modules, Solar Battery, Solar Home
Lamp system, Solar Lantern, Solar Charge controller, Solar Cracker and Solar Home UPS

2012: Luminous awarded Super brand status.

2012: ISO 50001:2001 rating and MNRE: CRISIL Recognition.

2012: Luminous got Quality Brand Award 2012-14.

2012: Rashtriya Udyog Ratna Award given to Mr. Manish Pant, MD, Luminous.

2012: Luminous got SME Channel Connect & Achievers Award 2012 Received in Best
Home UPS Category.

2012: Luminous got SME Channel Connect & Achievers Award 2012 Received in Best
Inverter Battery Category.

2012: Best Power Back-up Solution Provider Company Awarded to Luminous based on the
study conducted by VAR India publication house.

2013: Luminous shortlisted by Agency for Non-Conventional Energy and Rural Technology
(ANERT) as a preferred agency for Solar Roof Top Solutions in Kerala.

Pay scale

Average Salary for LUMINOUS Employees

Salary

By Years Experience By City

By State or Province By Skill/Specialty

By Industry By Gender

By Benefit/Perk

Employer: LUMINOUS

Average Salary Range by Job

Years Experience National Salary Data

1-4 years Rs. 273,595

(6 salaries)

5-9 years Rs. 400,000

(4 salaries)
10-19 years Rs. 631,006

(8 salaries)

Bonus

By Years Experience By City

By State or Province By Skill/Specialty

By Industry By Degree/Major Subject

Years Experience National Bonus Data

1-4 years Rs. 9,163

5-9 years Rs. 7,742

10-19 years Rs. 113,000

CORPORATE SOCIAL RESPONSIBILITY POLICY

1. Philosophy

Luminous Pvt. Ltd. Co. Gagret, Una upholds it national, social and environmental
responsibilities at the highest standards. These standards are a core part of our business
values and operations as we passionately innovate solutions that will help us meet and
surpass the expectations of our stakeholders, making Luminous an agent of change and pride
in their lives.

Corporate Social Responsibility (CSR) at Luminous underscores this commitment to our

stakeholders in the communities around our plants, and includes in its wider scope to those
employed by its contractors and suppliers, ensuring that they benefit from the companys
presence in their neighbourhood.

Luminous corporate social responsibility is rooted in the companys core values of innovation
and passion, driven to work as a team with many partners, to establish excellent services and
products that will transform the lives of people in our communities for better, forever.

2. CSR Vision

The CSR philosophy outlined above, defines the strategic approach and choices that
Luminous is making to achieve its CSR vision. We identify four key areas where Luminous
will strengthen its CSR efforts. These identified areas will be aligned across all its target
locations to ensure common focus and synergy in efforts.

(a) Education: To enhance and create opportunities for access to good quality education,
from primary education to higher technical education, leading to improved employment and
all round development.

(b) Health: To ensure available, accessible and affordable good quality healthcare services in
the local communities leading to improved good health and wellbeing

(c) Livelihoods: To create trained and skilled workforce through vocational & livelihoods
linked trainings ensuring their participation in work.

(d) Environment: To increase environmental resilience by providing communities with

solutions and products to use alternate and efficient energy products and technologies.

CSR activities shall be implemented at geographic areas adjoining our manufacturing units.
Presently these are located at Gagret-Himachal Pradesh, Baddi-Himachal Pradesh and Hosur-
Tamil Nadu.

3. Proposed CSR Initiatives

It is Luminous policy:

(a) To direct Luminous CSR Programs, inter alia, towards achieving one or more of the
following _ supporting rural development; promoting education; providing preventive
healthcare, providing sanitation and drinking water; creating livelihoods for people,
especially those from disadvantaged sections of society, in rural and urban India; preserving
and promoting sports; enhancing environmental and natural capital;

(b) To develop the required capability and self-reliance of beneficiaries at the grass roots,
especially of women, in the belief that these are prerequisites for social and economic
development;

(c) To engage in affirmative action interventions such as skill building and vocational
training, to enhance employability and generate livelihoods for persons from disadvantaged
sections of society;

(d) To pursue CSR Programs primarily in areas that falls within the economic vicinity of the
Company's operations to enable close supervision and ensure maximum development impact.
 4. Implementation

To implement the Company's CSR Programs through Company personnel or through

external implementing agencies and Trusts, Foundations and Section 8 companies that may
be established by the Company from time to time.

Luminous may employ one or more staff to operationalize the CSR Policy and follow the
implementation modalities as specified. Any training costs incurred on the CSR staff and
overall Luminous employees in matters of engaging with the Company CSR
Projects/Programs and developing their capacities to undertake CSR initiatives on behalf of
the company will be met within the mandated 5% of overall CSR annual budget, including
the expenditures on administrative overheads.

5. Governance

(a) The CSR Committee will place for Board's approval, a CSR Plan delineating the CSR
Projects/Programs to be carried out during a particular financial year and the specified
budgets thereof. The Board will consider and approve the CSR Projects/Programs and the
budget, with or without modification(s), as it deems fit.

(b) The CSR Committee will assign the task of implementation of the CSR Plan within
approved budgets and timeframes to such persons or bodies or institutions, as it may deem fit.

(c) The persons/bodies/institutions to which the implementation is assigned will carry out
such CSR Projects/Programs as determined by the CSR Committee within the specified
budgets and timeframes and report back to the CSR Committee on the progress thereon at
such frequency as the CSR Committee may direct.

(d) The CSR Committee shall review the implementation of the approved CSR
Projects/Programs at such intervals as it may deem fit to ensure early and effective execution
of the approved CSR Projects/Programs in accordance with this Policy.

(e) At the end of each financial year, the CSR Committee will submit its report to the Board
which shall form part of the Directors Report to the members of the Company.

6. CSR Expenditure

CSR expenditure will include all expenditure, direct and indirect, incurred by the Company
on CSR Programs undertaken in accordance with the approved CSR Plan. Moreover, any
surplus arising from any CSR Programs or in a particular financial year will be used for
Companys CSR activities only.

Leadership Positioning

Luminous Pvt. Ltd. Co. Gagret, Una : A Dynamic company catering high quality Inverters,
UPS, Batteries and Renewable Energy Products to the burgeoning demand of fast growing
economy.

Bridge Building Meetings

We would line up select relationship meetings for identified key spokesperson(s), in cities
they would be traveling to.

Corporate Stories

Initiate Stories in identified media talking about the Commitment and investment in Indian
Market, Growth, and Future Plans

Highlighting Market share, Financial Results

Supported with World class manufacturing plants

Demonstrating the strong network of Channel Partners and Suppliers

Industry Participation

Positioning the company spokesperson Industry Leader by participating in key events

Highlight Groups CSR initiatives / Riding on Green Technology

Promote the corporate responsibility of the company towards the society and Environment

Initiatives undertaken

Promote CSR as Groups philosophy of giving back to the society and Mother Nature

Create TOMA

Highlighting the company as one of the best place to work.

Initiate HR stories in media on:

The great future planners turning dream into reality

Innovative HR policies

Luminous people on the task of powering the nation

Positioning in Industry Stories

Positioning LUMINOUS as a leading power and Energy Storage Company in all the key
industry stories on-

Consumer Trends

Trade

Special Editions on Infrastructure and Living

Other prevailing story opportunities in media

Some Power Initiatives

Luminous walk through with NDTV Profit

Special Corporate program that highlights the achievement / milestones / its distinct brand
positioning

Half an hour paid program aired twice with 25 promos

Luminous special series on power industry on NDTV profit

The Idea: To tie up with NDTV to create a platform for a specialized 12 part series on power
industry and Green technology

Objective: The program aims to bring together some of the best minds in the domain,
Business leaders, environment conservationists to discuss the opportunities and challenges.

Impact- Luminous will get a greater visibility and branding opportunity as a leading power
and Energy Storage provider committed toward the Environment and society Company

India Economic Conclave on CNBC TV 18

The Idea: Luminous presents India Economic Conclave-Indias single most powerful
platform
Theme- Building Modern and developed India

Objective: The programs aim to bring together the leaders, the Visionaries, the Powerful, the
Influential, the decision makers.

The Strategy: A series of feature shows & panel discussions as a build up to the conclave
followed by the Conclave as a culmination to the series, where representatives of the
Government, industry & the consumers will be present.

Spokesperson Profiling showcasing Credibility and industry leadership

Establish Key spokesperson as the Industry Icon and visionary

Brand and Event PR

To Showcase the PRODUCT OFFERING of Luminous and generating BRAND

AWARENESS by highlighting every individual product/brand in the right competitive set.

BY HIGHLIGHTING

Product Credentials

Latest path breaking features. International standards

Utility, Comfort, Quality standards followed.

Product Successes

Critical acclaim received by products in portfolio.

Success stories.

Sales Performance

Product Superiority

New Product launches,

Product Reviews

Customer testimonial

Positioning in the right competitive set

Credibility and Leadership Stance

Establish key spokespeople as visionaries in the industry.

Segmented media positioning

Electronic- Stories and special programs on New Product launches and new marketing
strategies followed with consumer oriented programs

Special stories and industry inputs on the need and rapidly changing consumer trends in
Business, Lifestyle, Real Estate, Retail and Trade magazines on various story pegs

Regional Media- Marketing based events and product announcements to appear in all region
specific print, electronic and vernacular media of specific city

Optimization of the Brand Ambassador

Press conference

One-on-one interviews

Participation in certain road shows for photo opportunities & key messaging

Interviews with certain key international media

PR Coverage in media with respect to all publicity campaigns that is envisaged with him

Riding On Sachin

Stories in Branding and marketing supplements on the enhancing graph of brand value-
Rational behind Sachin

Stories appealing the Nations spirit-connecting the Brand Anchor

A nationwide campaign to leverage the Brand Anchors pull factor

Dealer/ Channel partner meets

Highlighting Luminous Pvt. Ltd. Co. Gagret, Una investments in channel development and
its growth.

Showcasing Luminous brand as the synonym of highest standards of reliability, performance

and consistency.

Demonstrating the Channel partners involvement to work synergistically to set new

performance benchmarks for Indian Energy storage and power backup industry.
PRODUCT

1. HOME UPS: Home ups are devices that convert the direct current (dc) of powerful on-
board inverter batteries to alternating current (ac) for running fans, lights and other
electrical appliances and also charge the battery when there is power availability
simultaneously.

Over last two decades, Luminous has introduced a number of highly

effective home ups models that have changed the way power back up equipment were
looked at in India. India always focused on customer-centric innovation. Luminous
products have succeeded in becoming benchmarks for the entire industry while offering
excellent value to the customers.

2. ELECTRIC BATTERY: An electric battery is a device consisting of one or more

electrochemical cells that convert stored chemical energy into electrical energy. Each cell
contains a positive terminal, or cathode, and a negative terminal, or anode.

Over the time, batteries have lived up to the promise of delivering a reliable solution for
the power outages productivity in the commercial environment and helped people have
continuity and comforts in their lives. Luminous offers inverter batteries, VRLA/SMF
batteries along with batteries for solar applications. We have heavy duty traction batteries
in our product basket as well.
3. SOLAR TECHNOLOGIES: Solar technologies are broadly characterized as either
passive or active depending on the way they capture, convert and distribute sunlight.
Active solar techniques use photovoltaic panels, pumps, and fans to convert sunlight into
useful outputs.

4. MODULAR SWITCHES: Luminous Clara switches unite elegance and practicality in a

modular package. Silver-inlayed contacts and durable dollies with a spring-fee
mechanism are built to withstand extensive wear and tear, and will not malfunction from
ordinary use. Its all small details that set Luminous Clara apart like fan regulatory knobs
that turn equally smoothly in both directions, and LED indicators that last 10,000 burning
hours.

5. SOLAR POWER PRODUCTS: Solar technologies are broadly characterized as either

passive or active depending on the way. They capture, convert and distribute sunlight.
Active solar techniques use photovoltaic panels, pumps, and fans to convert sunlight into
useful output. Passive solar techniques include selecting materials with favourable
thermal properties, designing spaces that naturally circulate air, and referencing the
position of a building to the sun.
6. WIND POWER AND WIND SOLAR HYBRID SYSTEM: We design and
manufacture small wind power and wind solar hybrid systems that efficiently convert the
power of wind and solar resources for electricity generation at remote off grid location
and provide low cost power when used as grid connection installations.
 CHAPTER-3
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

Research Methodology is a systematic way to solve a problem. It is a science of studying

how research is to be carried out. Essentially, the procedures by which researchers go about
their work of describing, explaining and predicting phenomena are called research
methodology.

The present research methodology consists the following things: - Need of the study, Scope
of the study, Objectives of the study, Data collection, Sample design, Analysis instrument.

Needs of the Study:-

Employee motivation is prerequisite for healthy operation of a business or an organisation. In

order to study various factors that motivates employee, we need to first understand what
motivation really does to employee. Motivation cant be brought from an individual alone at
times some of the external factors do contribute to employees motivation. By understanding
the importance of employees motivation its study becomes very relevant for each
organisation. The success of the company will suffer as a result of employees working below
their level of capabilities. Hence to study factors that motivates employees and its
advantages are necessary.

Scope of the Study:-

The present study entitled as A Study on Motivation at Luminous Pvt. Ltd. Co. Gagret,
Una is restricted to the employees.

Objectives of the Study:-

The present study has following objectives:

1.) To measure the present motivation of the employees of Luminous company.

2.) To identify the factors affecting the motivation.

3.) To identify the most influencing factor for motivation.

Research Design: - A research design is all overall plan or programme of research. It
does not consist an ordered step-by-step procedure but gives an outline of what the researcher
will do from writing hypothesis to the final analysis of data.

Research Design is a blueprint for conducting a study with maximum control over factors
that may interfere with the validity of the findings.

The present research design consist three decisions - Data collection, Sample design and data
analysis.

Data Collection: - Data collection is the process of gathering and measuring information
on targeted variables in an established systematic fashion, which enable one to answer
relevant questions and evaluate outcomes.

Types of data:

TYPES OF DATA

Primary Data Secondary Data

Primary Data: These are the data originally collected for an investigation. These types of
data are original in character because these are collected by field workers, enumerators,
investigators for the first time for their own use.

Methods of collection of Primary Data

1.) Questionnaire Method

2.) Observation Method

3.) Interview Method

4.) Scheduling Method

For the present study purpose questionnaire method is used to collect the primary data. This
questionnaire is self-administrated questionnaire & it is divided into two sections- Section A
and Section B
Section A consist the questions regarding Personal Information. E.g. - Name, Age, Gender,
Qualification, Marital Status, Salary, Department, Experience.

Section B consist the questions which fulfil the research objectives and it contains 19
questions.

Secondary Data: These are collected from published or unpublished sources. Such data
are also known as second hand data.

Methods of Collection of Secondary Data

1.) Books

2.) Journal

3.) Thesis

4.) Other records

5.) Magazines

For the present study purpose books, journals and magazines are used to collect the
secondary data.

Sample Design: It describes the various sampling method to be used for selecting subject
for study. Sample design consist the decision regarding universe of study- Sample size,
Sample technique, Sample unit.

Universe of the Study:-

For the present study purpose Luminous Pvt. Ltd. Co. Gagret, Una is considered as a universe
of the study.

Sample Size: For the present study purpose 100 employees working in the Luminous Pvt.
Ltd. Co. Gagret, Una (H.P.).

Sampling Technique: - For the present study purpose convenience sampling is used which is
Non- probability sampling.

Sample Unit: Sample unit consist the Managers, Workers and Technician.
Data Analysis: The data which is collected with the help of questionnaire method is firstly
recorded in Ms-excel sheet & then other is analysis with the help of percentage method to
draw the meaningful information which is further presented with the help of table, bar
diagram and pie chart.

Percentage Method: This method is used to draw specific inference from the collected data
that fulfil the objectives of the study entitled as A study on motivation of employees at
Luminous Pvt. Ltd. Co. Gagret, Una.

Formula:- P= Q/R *100

P= Reading in %

Q= Number of respondent falling in specific to the measure.

R= Total number of respondent or it the population as a whole.

Limitations of the Study:

The present study has following limitations:

1.) Limited Time:

Limited time of the respondents for giving the relevant may be a limitation for the present
study.
2.) Secrecy:
Secrecy regarding the information about the company may pose another problem in the
study.
3.) Less Sincerity:
Officers may be too busy to give sincere response to the questionnaire.
4.) Sample Size:
Sample size may just cover only a small portion of whole population of Luminous Pvt.
Ltd. Co. Gagre, Una.
QUESTIONNAIRE

Dear Respondents,

I am pursuing B.Com from Gautam Girls College, Hamirpur, I am

preparing report on A study on Motivation of Employees at Luminous Pvt. Ltd. Gagret,
Una for the partial fulfilment of the B.Com. I request you to please support me by filling this
questionnaire and help me in my research work. The information provided by you will be
kept confidential and it will be used only for research work.

Part A: The following questions are about your personal information. Please Tick the answer
best represents you.

1. Name:

2. Gender:
( ) Male ( ) Female

3. Age
( ) 18-25 ( ) 25-30 ( ) Above 40
( ) 30-35 ( ) 35-40

4. Qualification
( ) Metric ( ) Senior Secondary
( ) Graduation ( ) Post-Graduation

5. Marital Status
( ) Married ( ) Unmarried

6. Salary
( ) Less than 15000 ( ) 15000-30000
( ) More than 30000
7. Department
( ) HR ( ) Finance
( ) Marketing ( ) Production
8. Experience
( ) Less than a year ( ) 1-5 years
( ) 5-10 years ( ) 10-15 years
( ) 15-20 years ( ) More than 20 years

Part B: This section measures whether respondents feel that the below mentioned factors
affect motivation of employees or not. Please tick ( ) the degree of your agreement using the
following indicator.

9.) Do you think you are motivated to work?

( ) Yes ( ) No
10.) Is motivation temporary?
( ) Yes ( ) No
11.) Does the management maintain an open communication with its employees?
( ) Yes ( ) No
12.) Do you feel well compensated for your service?
( ) Yes ( ) No
13.) Do you have a good professional relationship with your superiors?
( ) Yes ( ) No
14.) Does the management involve you in decision making which are connected to
your department?
( ) Yes ( ) No
15.) I am satisfied with the salary I draw at present.
( ) Strongly Agree ( ) Agree
( ) Disagree ( ) Strongly Disagree
16.) Rate the statement, Top Management is interested in motivating the
employees?
( ) Strongly Agree ( ) Agree
( ) Disagree ( ) Strongly Disagree
17.) How effective is the behaviour of your superiors and co-workers?
( ) Extremely effective ( ) Very effective
( ) Slightly effective ( ) Not effective
18.) Amount of payment effects the motivation positively.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant
19.) Optimum time of work in business affects the motivation.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant
20.) Team work adds more to the motivation.

( ) Very Important ( ) Important

( ) Unimportant ( ) Certainly Unimportant
21.) Rewards motivate employees at a higher level.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant
22.) Employees must be provided social facilities (housing, transportation, etc.) at the
highest standard.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant
23.) Employees give importance to moral incentives (appreciation, respect, etc.) as
well as physical.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant
24.) Employees like to be given responsibility.
( ) Very Important ( ) Important
( ) Unimportant ( ) Certainly Unimportant

25.) Financial incentives motivates me more than non-financial incentive.

( ) Strongly Agree ( ) Agree
( ) Disagree ( ) Strongly Disagree
26.) Good physical working conditions are provided in the organization.
( ) Strongly Agree ( ) Agree
( ) Disagree ( ) Strongly Disagree
27.) I am satisfied with the support from the HR department.
( ) Strongly Satisfied ( ) Satisfied
( ) Dissatisfied ( ) Strongly Dissatisfied
 CHAPTER-3
Data collected from various respondents has to be analysed for drawing conclusion. So in this
chapter efforts have been made to analyse and interpret the collected data towards A study
on Motivation of Employees at Luminous Pvt. Ltd. Co. Gagret, Una.

First of all, the collected data has been present in tabular form and thereafter, it is analysed
with the help of percentage and pie-chart. A brief description of analysis and interpretation is
given in this chapter.
In Table No. 3.1 an attempt has been made to classify the respondents on the basis of gender
factor.

Table No. 3.1

Classification of respondents on the basis of gender factor

Source: - Data collection through Questionnaire method.

Classification of Respondents on the basis of gender factor.

Sr. No. Gender No. of Respondents Percentage (%)

1. Male 76 76

2. Female 25 25

Total 100 100

Gender
Male Female

24%

76%

Fig No.3.1

From the above Table it is cleared that majority of the respondents i.e., 76% male whereas
24% respondents are female. Thus it can be concluded that there is a preponderance of gender
respondents over the female.
In Table No. 3.2 an attempt has been made to classify the respondents on the basis of their
qualification for the presence study purpose the qualification of the respondents has been
divided into four categories Namely, metric, senior secondary, graduation, post graduation.
The description of this is as below:

Table No. 3.2

Classification of respondents on the basis of their qualification

Sr. No. Qualification No. of Respondents Percentage (%)

1. Matric 36 36
2. Senior Secondary 29 29
3. Graduation 20 20
4. Post-Graduation 15 15
Total 100 100
Source:- Data collected through Questionnaire method

Classification of Respondents on the basis of their qualification

Qualification

15%
36%
Matric
20%
Senior Secondary
Graduation
29% Post-Graduation

Fig No.3.2

From the above table and figure it is depicted that the majority of the respondents i.e., 36%
matriculate. Which is closely followed by the respondents who have senior secondary? Thus
it can be concluded that majority of the respondents are matriculate whereas minority of the
respondents are graduated and post graduated.
In Table No. 3.3 an attempt has been made to classify the respondents on the basis of age
factor.

Table No. 3.3

Classification of respondents on the basis of age.

Sr. No. Age group No. of Respondents Percentage (%)

1. 18-25 18 18
2. 25-30 25 25
3. 30-35 20 20
4. 35-40 22 22
5. Above 40 15 15
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of age.

Age

15% 18% 18-25

25-30
22% 30-35
25% 35-40
Above 40

20%

Fig No.3.3

From the above table and figure it is clear that 18% of the respondents are in the age group of
18-25 years, 25% of the respondents are in the age group of 25-30 years, 20% of the
respondents are in the group of 30-35 years, 22% of the respondents are in the group of 35-40
years and 15% of the respondents are in the group of above 40 years
In Table No. 3.4 an attempt has been made to classify the respondents on the basis of the
married or unmarried status for the presence study purpose the marital status of the
respondents has been divided into two categories married, unmarried. The description of this
is as below:

Table No. 3.4

Classification of respondents on the basis of their marital status.

Sr. No. Marital Status No. of Respondents Percentage (%)

1. Married 62 62
2. Unmarried 38 38
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their marital status.

Marital Status

38%

Married
62%
Unmarried

Fig No.3.4

From the above table and figure it is clear that 62% respondents are married whereas 38%
respondents are unmarried.

Thus it can be concluded that there is a preponderance of unmarried respondents over the
married.
In Table No. 3.5 an attempt has been made to classify the respondents on the basis of their
salary.

Table No. 3.5

Classification of respondents on the basis of their salary.

Sr. Level of salary No. of Respondents Percentage (%)

No.
1. Less than 15000 34 34
2. 15000-30000 34 34
3. More than 30000 32 32
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their salary.

Salary

32 34

Less than 15000

15000-30000
More than 30000
34

Fig No.3.5

From the above table it is clear that 34% respondents got their salary less than 15000, 34%
respondents got their salary and 32% respondents got their salary more than 30000.

Thus it can be concluded that majority of the respondents get their salary less than 15000 or
15000-30000 and minority of the respondents got their salary more than 30000.
In Table No.3.6 an attempt has been made to classify the respondents on the basis of
department factor.

Table No.3.6

Classification of respondents on the basis of department.

Sr. No. Department No. of Respondents Percentage

(%)
1. HR 21 21
2. Finance 24 24
3. Marketing 26 26
4. Production 29 29
Total 100 100
Source:- Data collected through questionnaire method.

Classification of respondents on the basis of department.

Department

HR
Production 21%
29%

Finance
24%
Marketing
26%

Fig No.3.6

From the above table it is depicted that the majority of the respondents in the production
department and miner of the respondents in HR department.

Thus it can be concluded that there is a preponderance of production department over the HR
department.
In Table No. 3.7 an attempt has been made to classify the respondents on the basis of their
experience.

Table No.3.7

Classification of respondents on the basis of their experience.

Sr. No. No. of years of experience No. of Respondents Percentage (%)

1. Less than one year 10 10
2. 1-5 years 18 18
3. 5-10 years 18 18
4. 10-15 years 24 24
5. 15-20 years 22 22
6. More than 20 years 8 8
Total 100 100
Source:- Data collected through Questionnaire method.

Classification of respondents on the basis of their experience.

Experience

8% 10% Less than one year

22% 18%
1-5 years
5-10 years
18% 10-15 years
24%
15-20 years
More than 20

Fig No.3.7

From the above table and figure it is clear that majority of respondents i.e. 24% have 10-15
years experience i.e. followed by 22% which have experience of 15-20 years and followed
by 18% or 18% of respondents having 1-5 and 5-10 years experience, which is followed by
10% of respondents which have experience of than one year and only 8% of respondents
have experience of more than 20 years.
In Table No. 3.8 an attempt has been made to classify the respondents on the basis of their
response for motivation of work.

Table No.3.8

Classification of respondents on the basis of their response for motivation of work.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 79 79
2. No 21 21
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for motivation of work.

No. of Respondents

21%

79%
Yes No

Fig No.3.8

From the above table and figure it is clear that majority of the respondents i.e., 79%
respondents say yes and 21% respondents say no towards motivation of work.

Thus it can be concluded that majority of the respondents say yes whereas minority of the
respondents say no towards motivation of work.
In Table No. 3.9 an attempt has been made to classify the respondents on the basis of their
response for motivation is temporary.

Table No.3.9

Classification of respondents on the basis of their response for motivation is temporary.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 45 45
2. No 55 55
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for motivation is temporary.

No. of Respondents

45

55 Yes
No

Fig No. 3.9

From the above table and figure it is clear that majority of the respondents i.e., 55%
respondents say no and 45% respondents say yes towards motivation is temporary.

Thus it can be concluded that majority of the respondents say no whereas minority of the
respondents say yes towards motivation is temporary.
In Table No. 3.10 an attempt has been made to classify the respondents on the basis of their
response for the management maintain an open communication with its employees.

Table No.3.10

Classification of respondents on the basis of their response for the management maintains
an open communication with its employees.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 72 72
2. No 28 28
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for the management maintains
an open communication with its employees.

No. of Respondents

28

Yes
No
72

Fig No. 3.10

From the above table and figure it is clear that majority of the respondents i.e., 72%
respondents say yes and 28% respondents say no towards management maintains an open
communication.

Thus it can be concluded that majority of the respondents say yes whereas minority of the
respondents say no towards management maintains an open communication.
In Table No. 3.11 an attempt has been made to classify the respondents on the basis of their
response for compensated service.

Table No.3.11

Classification of respondents on the basis of their response for compensated service.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 77 77
2. No 23 23
Total 100 100

Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for compensated service.

No. of Respondents

23%

Yes
No
77%

Fig No.3.11

From the above table and figure it is clear that majority of the respondents i.e., 77%
respondents say yes and 23% respondents say no towards compensated service.

Thus it can be concluded that majority of the respondents say yes whereas minority of the
respondents say no towards compensated service.
In Table No. 3.12 an attempt has been made to classify the respondents on the basis of their
response for professional relationship with superiors.

Table No.3.12

Classification of respondents on the basis of their response for professional

relationship with superiors.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 89 89
2. No 11 11
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for professional

relationship with superiors.

No. of Respondents

11

Yes
No

89

Fig No.3.12

From the above table and figure it is clear that majority of the respondents i.e., 89%
respondents say yes and 11% respondents say no towards professional relationship with
superiors.

Thus it can be concluded that majority of the respondents say yes whereas minority of the
respondents say no towards professional relationship with superiors.
In Table No. 3.13 an attempt has been made to classify the respondents on the basis of their
response for decision making connected to department.

Table No.3.13

Classification of respondents on the basis of their response for decision making connected
to department.

Sr. No. Response No. of Respondents Percentage (%)

1. Yes 84 84
2. No 16 16
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for professional relationship

with superiors.

No. of Respondents

16

Yes
No
84

Fig No.3.13

From the above table and figure it is clear that majority of the respondents i.e., 84%
respondents say yes and 16% respondents say no towards professional relationship with
superiors.

Thus it can be concluded that majority of the respondents say yes whereas minority of the
respondents say no towards professional relationship with superiors.
In Table No. 3.14 an attempt has been made to classify the respondents on the basis of their
response for salary.

Table No.3.14

Classification of respondents on the basis of their response for salary.

Sr. No. Response No. of Respondents Percentage (%)

1. Strongly Agree 46 46
2. Agree 38 38
3. Disagree 10 10
4. Strongly Disagree 6 6
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of salary.

No. of Respondents

6
10

46
Strongly Agree
Agree

38 Disagree
Strongly Disagree

Fig No.3.14

From the above table and figure it is depicted that majority of the respondents i.e., 46 %
respondents are strongly agree, 38% respondents are agree, 10% respondents are disagree and
6% respondents are strongly disagree towards their salary.

Thus it can be concluded that majority of the respondents are strongly agree whereas minority
of the respondents are strongly disagree towards their salary.
In Table No. 3.15 an attempt has been made to classify the respondents on the basis of their
response for top management interested in motivating the employee.

Table No.3.15

Classification of respondents on the basis of their response for top management interested
in motivating the employee.

Sr. No. Response No. of Respondents Percentage (%)

1. Strongly Agree 29 29
2. Agree 32 32
3. Disagree 17 17
4. Strongly Disagree 22 22
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for top management interested
in motivating the employee.

No. of Respondents

22 29
Strongly Agree

17 Agree
Disagree
32
Strongly Disagree

Fig No.3.15

From the above table and figure it is depicted that majority of the respondents i.e., 29 %
respondents are strongly agree, 32% respondents are agree, 17% respondents are disagree and
22% respondents are strongly disagree towards top management interested in motivating the
employee.

Thus it can be concluded that majority of the respondents are agree whereas minority of the
respondents are disagree towards top management interested in motivating the employee.
In Table No. 3.16 an attempt has been made to classify the respondents on the basis of their
response for behaviour of superiors and co-workers.

Table No.3.16

Classification of respondents on the basis of their response for behaviour of superiors and
co-workers.

Sr. No. Response No. of Respondents Percentage (%)

1. Extremely Effective 28 29
2. Very Effective 26 32
3. Slightly Effective 24 22
4. Not Effective 22 17
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for behaviour of superiors and
co-workers.

No. of Respondents

22 28
Extremely Effective
Very Effective
24 Slightly Effective
26
Not Effective

Fig No.3.16

From the above table and figure it is depicted that majority of the respondents i.e., 28%
respondents are extremely effective, 26% respondents are very effective, 24% respondents
are slightly effective and 22% respondents are not effective towards behaviour of superiors
and co-workers.

Thus it can be concluded that majority of the respondents are extremely effective whereas
minority of the respondents are not effective towards behaviour of superiors and co-workers.
In Table No. 3.17 an attempt has been made to classify the respondents on the basis of their
response for amount of payment effect the motivation.
Table No.3.17
Classification of respondents on the basis of their response for amount of payment effect
the motivation.
Sr. No. Response No. of Respondents Percentage (%)
1. Very Important 33 33
2. Important 30 30
3. Unimportant 25 25
4. Certainty Unimportant 12 12
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for amount of payment effect
the motivation.

No. of Respondents

12
33
Very Important
25
Important
Unimportant
30 Certainty Unimportant

Fig No.3.17

From the above table and figure it is depicted that majority of the respondents i.e., 33%
respondents are very important, 30% respondents are important, 25% respondents are
unimportant and 12% respondents are certainty unimportant towards the amount of payment
effect the motivation.

Thus it can be concluded that majority of the respondents are very important whereas
minority of the respondents are certainty unimportant towards the amount of payment effect
the motivation.
In Table No. 3.18 an attempt has been made to classify the respondents on the basis of their
response for optimum time of work.

Table No.3.18

Classification of respondents on the basis of their response for optimum time of work.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 32 32
2. Important 41 41
3. Unimportant 20 20
4. Certainty Unimportant 7 7
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for optimum time of work.

No. of Respondents

7
20 32

Very Important
Important
Unimportant
Certainty Unimportant
41

Fig No.3.18

From the above table and figure it is depicted that 32% respondents are very important, 41%
respondents are important, 20% respondents are unimportant and 7% respondents are
certainty unimportant towards the optimum time of work.

Thus it can be concluded that majority of the respondents are important whereas minority of
the respondents are certainty unimportant towards the optimum time of work.
In Table No. 3.19 an attempt has been made to classify the respondents on the basis of their
response for team work.

Table No.3.19

Classification of respondents on the basis of their response for team work.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 26 26
2. Important 33 33
3. Unimportant 19 19
4. Certainty Unimportant 22 22
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for team work.

No. of Respondents

22 26

Very Important
Important
19
Unimportant
33 Certainty Unimportant

Fig No.3.19

From the above table and figure it is depicted that 26% respondents are very important, 33%
respondents are important, 19% respondents are unimportant and 22% respondents are
certainty unimportant towards team work.

Thus it can be concluded that majority of the respondents are important whereas minority of
the respondents are unimportant towards team work.
In Table No. 3.20 an attempt has been made to classify the respondents on the basis of their
response for reward.

Table No.3.20

Classification of respondents on the basis of their response for reward.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 37 37
2. Important 28 28
3. Unimportant 21 21
4. Certainty Unimportant 14 14
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for reward.

No. of Respondents

14
37
21 Very Important
Important
Unimportant
Certainty Unimportant
28

Fig No.3.20

From the above table and figure it is depicted that 37% respondents are very important, 28%
respondents are important, 21% respondents are unimportant and 14% respondents are
certainty unimportant towards reward.

Thus it can be concluded that majority of the respondents are very important whereas
minority of the respondents are certainty unimportant towards reward.
In Table No. 3.21 an attempt has been made to classify the respondents on the basis of their
response for social facilities.

Table No.3.21

Classification of respondents on the basis of their response for social facilities.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 46 46
2. Important 34 34
3. Unimportant 11 11
4. Certainty Unimportant 9 9
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for social facilities.

No. of Respondents

9
11
46
Very Important
Important
Unimportant
34
Certainty Unimportant

Fig No.3.21

From the above table and figure it is depicted that 46% respondents are very important, 34%
respondents are important, 11% respondents are unimportant and 9% respondents are
certainty unimportant towards social facilities.

Thus it can be concluded that majority of the respondents are very important whereas
minority of the respondents are certainty unimportant towards social facilities.
In Table No. 3.22 an attempt has been made to classify the respondents on the basis of their
response for moral incentives.

Table No.3.22

Classification of respondents on the basis of their response for moral incentives.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 37 37
2. Important 31 31
3. Unimportant 22 22
4. Certainty Unimportant 10 10
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for moral incentives.

No. of Respondents

10
37
22
Very Important
Important
Unimportant
Certainty Unimportant
31

Fig No.3.22

From the above table and figure it is depicted that 37% respondents are very important, 31%
respondents are important, 22% respondents are unimportant and 10% respondents are
certainty unimportant towards moral incentives.

Thus it can be concluded that majority of the respondents are very important whereas
minority of the respondents are certainty unimportant towards moral incentives.
In Table No. 3.23 an attempt has been made to classify the respondents on the basis of their
response for responsibility.

Table No.3.23

Classification of respondents on the basis of their response for responsibility.

Sr. No. Response No. of Respondents Percentage (%)

1. Very Important 45 45
2. Important 25 25
3. Unimportant 17 17
4. Certainty Unimportant 13 13
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for responsibility.

No. of Respondents

13

17 45
Very Important
Important
Unimportant
25 Certainty Unimportant

Fig No.3.23

From the above table and figure it is depicted that 45% respondents are very important, 25%
respondents are important, 17% respondents are unimportant and 13% respondents are
certainty unimportant towards responsibility.

Thus it can be concluded that majority of the respondents are very important whereas
minority of the respondents are certainty unimportant towards responsibility.
In Table No. 3.24 an attempt has been made to classify the respondents on the basis of their
response for financial incentives motivates more than non-financial incentive..

Table No.3.24

Classification of respondents on the basis of their response for financial incentives motivates
more than non-financial incentive.

Sr. No. Response No. of Respondents Percentage (%)

1. Strongly Agree 32 32
2. Agree 38 38
3. Disagree 16 16
4. Strongly Disagree 14 14
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for financial incentives

motivates more than non-financial incentive..

No. of Respondents

14
32
16 Strongly Agree
Agree
Disagree
38 Strongly Disagree

Fig No.3.24

From the above table and figure it is depicted that 32 % respondents are strongly agree, 38%
respondents are agree, 16% respondents are disagree and 14% respondents are strongly
disagree towards their salary.

Thus it can be concluded that majority of the respondents are agree whereas minority of the
respondents are strongly disagree towards their salary.
In Table No. 3.25 an attempt has been made to classify the respondents on the basis of good
physical working conditions.

Table No.3.25

Classification of respondents on the basis of their response for good physical working
conditions.

Sr. No. Response No. of Respondents Percentage (%)

1. Strongly Agree 37 37
2. Agree 33 33
3. Disagree 18 18
4. Strongly Disagree 12 12
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for good physical working
conditions.

No. of Respondents

12
37
18 Strongly Agree
Agree
Disagree
33 Strongly Disagree

Fig No.3.25

From the above table and figure it is depicted that majority of the respondents i.e., 37 %
respondents are strongly agree, 33% respondents are agree, 18% respondents are disagree and
12% respondents are strongly disagree towards the good physical working conditions.

Thus it can be concluded that majority of the respondents are strongly agree whereas minority
of the respondents are strongly disagree towards the good physical working conditions.
In Table No. 3.15 an attempt has been made to classify the respondents on the basis of their
response for satisfaction for the HR department.

Table No.3.26

Classification of respondents on the basis of their response for satisfaction for the HR
department.

Sr. No. Response No. of Respondents Percentage (%)

1. Strongly Agree 32 32
2. Agree 29 29
3. Disagree 22 22
4. Strongly Disagree 17 17
Total 100 100
Source:- Data collection through Questionnaire method.

Classification of respondents on the basis of their response for satisfaction for the HR
department.

No. of Respondents

17 32
Strongly Agree
22 Agree
Disagree
29
Strongly Disagree

Fig No.3.26

From the above table and figure it is depicted that majority of the respondents i.e., 32 %
respondents are strongly agree, 29% respondents are agree, 22% respondents are disagree and
17% respondents are strongly disagree towards the satisfaction for the HR department.

Thus it can be concluded that majority of the respondents are strongly agree whereas minority
of the respondents are strongly disagree towards the satisfaction for the HR department.
 CHAPTER 4
SUMMARY, FINDINGS, CONCLUSION AND
SUGGESTIONS
SUMMARY
Motivation is a term that refers to a process that elicits, controls, and sustains certain
behaviours. It is a group phenomenon which affects the nature of an individuals behaviours,
the strength of behaviour, and the persistence of the behaviour. This document aims at
providing employees and management members with the information that can be
beneficial both personally and professionally. Every business enterprise has
multiple objectives including of adequate profit for payment of a reasonable rate of return to
the owners and for investment in business through satisfaction of customers, maintenance
of a 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 will motivate the employees. Motivation is the act of stimulating someone or oneself
to get a desired course of action. By various persons we mean human factor in production on
whose efficiency the utility of non-human factors like machine, material, etc. depends. It is
clear that human factor in production has an important place in the organisation. The
efficiency of a person depends on two factors- firstly, the level of ability to do a certain work
and secondly, the willingness to do the work. The study undertakes various efforts to analyze
all of them in great details. The researcher in this project at the outset gives the clear idea of
the entire department existing in the company. From the study, the researcher was able to find
some of the important factors which motivate the employees. Factors like
financial incentives and non-financial inventive, performance appraisal system,
good relationship with co-workers, promotional opportunities in the present job,
employee participation in decision making are v e r y m u c h effect the level
e m p l o ye e m o t i v a t i o n . I t i s a l s o c l e a r f r o m t h e s t u d y t h a t t h e c o m p a n y
is so eager in motivating their employees and their present effort for it
s o f a r e f f e c t i v e . It is important to understand that the capacity to work and desire to
work are two different and separate qualities. Motivation can be referred to as an act of
stimulation of work in order to get the desired objectives, whereas ability refers to the skill
and competence to do a given work. Motivation means to provide someone with a motive.
Motivation is derived from the word motive which means that latent power in a person
which impels him to do a work. Motivation means a process of stimulating people to action
to accomplish desired goals. I f t h e h u m a n resources are not properly motivated,
the management will not be able to accomplish the desired 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 business objectives. The following is
the research methodology of my present study. The scope of the study was restricted to the
employees at various levels of Luminous Pvt. Ltd. Co. Gagret, Una.

Following people were approaches to collect the relevant data:

Managers,
Workers,
Technician.

This study was carried out with the following objective:

To measure the present motivation of the employees of Luminous Pvt. Ltd. Co. Gagret,
Una.
To identify the factors affecting the motivation.
To identify the most influencing factor for motivation.

In this study convenience sampling technique has been used to reach the final sample. As a
final sample 100 respondents has been approached and to collect valuable information
questionnaire method are used. For the purpose of analysis of collected information or data,
percentage method was used. This study has a great importance because we got to know that
most of the employees are not aware of the various factors that play an important role in the
motivation of employees. By conducting various programs in organisation we can ask them
to work on those companies which would help them in improving their abilities at personal as
well as on organisational level.

FINDINGS

In this study following finding were emerged:

Majority of respondents are male i.e. 76%.

Majority of respondents belongs to the age group 25-35 years.
Majority of the respondents are matriculate i.e. 36%.
Majority of respondents are married i.e. 62%.
Majority of respondents are getting the salary from less than 15000 or 15000-30000.
 Majority of respondents i.e. 29% are from the production department.
Majority of respondents i.e. 24% have an experience of 10-15 years.
Majority of the respondents i.e. 79% respondents say yes towards motivation of
work.
Majority of the respondents i.e. 55% respondents say no towards motivation is
temporary.
Majority of the respondents i.e. 72% respondents say yes towards management
maintains an open communication.
Majority of the respondents i.e. 77% respondents say yes towards compensated
service.
Majority of the respondents i.e. 89% respondents say yes towards professional
relationship with superiors.
Majority of the respondents i.e. 84% respondents say yes towards professional
relationship with superiors.
Majority of the respondents i.e. 46% are those who strongly agree towards their
salary.
Majority of the respondents i.e. 29 % are those who strongly agree towards top
management interested in motivating the employee.
Majority of the respondents i.e. 28% respondents are extremely effective towards
behaviour of superiors and co-workers.
Majority of the respondents i.e. 33% respondents are very important towards the
amount of payment effect the motivation.
Majority of the respondents i.e. 41% respondents are important towards the optimum
time of work.
Majority of the respondents i.e. 33% respondents are important towards team work.
Majority of the respondents i.e. 37% respondents are very important towards reward.
Majority of the respondents i.e. 46% respondents are very important towards social
facilities.
Majority of the respondents i.e. 37% respondents are very important towards moral
incentives.
Majority of the respondents i.e. 45% respondents are very important towards
responsibility.
Majority of the respondents i.e. 38% respondents are agree towards their salary.
Majority of the respondents i.e. 37 % respondents are strongly agree towards the
good physical working conditions.
 Majority of the respondents i.e. 32 % respondents are strongly agree towards the
satisfaction for the HR department.

CONCLUSION

Having studies this unit you should be able to discuss what is meant by the term motivation
and the situational and trait centred view of motivation. You have examined two of the
theories of motivation to develop your understanding more deeply. The main learning points
for this unit are: People will be motivated by a range of factors and these are different for
everyone. Personality and the environment both need to be considered with motivating
people. Need achievement theory explains why high achievers choose difficult or challenging
tasks and why low achievers choose easier tasks at which they are less likely to fail.
Attribution theory shows that what we attribute our success or failure to will have an effect
on our motivation. The study concludes that, the motivational program procedure in
Luminouse Pvt. Ltd. Co. Gagret, Una (H.P.) is found effective but not highly effective.
The study on employee motivation highlighted so many factors which will help
to motivate the employees. The study was conducted among 100 employees and
collected information through structured questionnaire. The study helped to findings
which were related with employee motivational programs which are provided in the
organization. The performance appraisal activities really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels
good in his work and results in his satisfaction too. The organization can still concentrate
on specific areas which are evolved from this study in order to make the motivational
programs more effective. Only if the employees are properly motivated- they work
well and only if they work well the organization is going to benefit out it. Steps
should be taken to improve the motivational programs procedure in the future. The
suggestions of this report may help in this direction.

SUGGESTIONS FOR MOTIVATE THE EMPLOYEES

After analysing the data, following suggestions may help the employees for motivation
Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
Non-financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
Organization should give importance to communication between employees and gain
co-ordination through it.
 Skills of the employees should be appreciated.
Better carrier development opportunities should be given to the employees for their
improvement.
If the centralized system of management is changed to a decentralized one, then there
would be active and committed participation of staff for the success of the
organization
Support new ideas.
Empower each individual.
Dont let them become bored.
Celebrate personal milestones.
Acknowledge professional achievement.
Listen.
Allow pets at work.
Reward accomplishment.
Puts human resources into action.
Improves level of efficiency of employees.
Leads to achievement of organizational goals.
Builds friendly relationship.
Leads to stability of work force.
Be clear with expectations.
Encourage individuality.
Be a leader worth following
Set an example.
Make things interesting.
Encourage learning new skills.
Foster creativity.
Create a career path.
Give credit where credit is due.
Start a tradition.
Get personal.
Keep an open mind.
Encourage laughter.
Embrace change.
Stir the pot.
Recognize strength.
 Be available.
Manage everyone individually.
Encourage ownership.
Promote unity.
Have Patience.
Be flexible.
Offer incentives.
Provide balance.
Welcome new methods.
Give them a reason to come to work every day.
Ask what they want out of work.
Consider each employees age and life stage.
Pinpoint each employees personality.
Use flexibility wisely.
Put money in its place.
Talk to employees about career plans.