A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEES WITH SPECIAL REFERENCE TO PANKAJAKASTHURI HERBALS INDIA (P) LTD,

TRIVANDRUM A PROJECT REPORT Submitted By (Register No:) Submitted to the FACULTY OF MANAGEMENT SCIENCES In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY, CHENNAI-600 025 SEPTEMBER 2012

DECLARATION

I, a bonafide student of Department of Business Administration, St.Xaviers Catholic College of Engineering, Chunkankadai-629809, here by declare that the project entitle A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEES WITH SPECIAL REFERENCE TO PANKAJAKASTHURI HERBALS INDIA (P) LTD, TRIVANDRUM submitted by me in partial fulfillment of the requirement for the award of the degree of Master of Business Administration of the Anna University of technology, Chennai is my own work. The report has not been submitted for the award of any other degree / diploma of this university or any other university before.

Place: CHUNKANKADAI Date: Register No:

ACKNOWLEDGEMENT I thank GOD THE ALMIGHTY for his abundant grace for enabling me to finish this summer project. I am extremely grateful to our Correspondent Rev. Fr. A. JESU MARIAN and respected Principal Dr. S.JOSEPH SEKHAR, M.E, PhD for providing us the facilities for our studies and constant encouragement in our activities. I thank to PANKAJAKASTHURI HERBALS INDIA (P) LTD, for granting me permission to do this study in their organization. I express my sincere thanks to my professor and Head Dr. V.T.R VIJAYA KUMAR, Department of management studies, St Xavier's College of engineering, Nagercoil, for giving valuable guidance and encouragement to complete this project successfully. I express my sincere gratitude to Mr. SUKUMARAN NAYAR, HR Manager of PANKAJAKASTHURI HERBALS INDIA (P) LTD, for his encouragement and timely advice to complete this project successfully. I wish to express my sincere thanks to my guide, Mrs. S., Asst. Professor, Department of management studies, St Xavier's College of engineering, Nagercoil, for the valuable guidance and support to complete the project successfully. I express my deep gratitude to all the Faculties of Department of management studies , St Xavier's College of engineering, Nagercoil, for giving me sufficient encouragement, which acts as moral support for me to complete the project successfully. I take this opportunity to express my deep gratitude to the library staff, without their co-operation I could not have successfully completed this project work. Last but not the least I am extremely thank full to my beloved parents and friends who have helped me directly and indirectly in some way or the other in bringing out this report successfully.

ABSTRACT

This project is an outcome of A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEES WITH SPECIAL REFERENCE TO PANKAJAKASTHURI HERBALS INDIA (P) LTD, TRIVANDRUM. The study is conducted to find out the various motivational techniques which are used in the organization to motivate the employees inside the organization, and to understand the effects of using those motivational techniques. The data was collected by means of structured questionnaire. The data were collected from primary and secondary data. The period of the study is 30 days. And the sample size is 50. The objective of study is to analyze the effects of motivational techniques among employees. The data were collected and analyzed and the suggestions are given to improve the motivational levels of employees in the organization.

INDEX
Chapter No: DISCRIPTION PAGE NO

1 2

3 4

INTRODUCTION PROFILE 2.1 Industry profile 2.2 Company profile 2.3 Product profile REVIEW OF LITERATURE RESEARCH METHODOLOGY 4.1 Title 4.2 Company Detail 4.3 Need of the study 4.4 Objective of the study 4.5 Research Methodology 4.6 Limitation of the study DATA ANALYSIS AND INTERPRETATION FINDINGS SUGGESTIONS CONCLUSION APPENDIX BIBILIOGRAPHY

1 6 12 17 20

23 23 23 23 23 24 25 51 53 54

5 6

LIST OF TABLES Table No: Titles Page No.

5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 5.21 5.22.1 5.22.2 5.23

Age wise classification Monthly Income wise classification Period of current job of the Respondents Working period per week in current job Opinion about the HR department support Opinion about the influence of incentive Satisfaction of employees on incentives Influence of salary increment on employees Opinion towards Nonfinancial and financial incentives Opinion about the team spirit Factors which affect the level of motivation towards work Motivation level of employees by changes of company Job security of employees. Needs of improvement of management style Motivation of top level management Decision making process by top level management Influence of incentives and other benefits Priorities and objectives of the employees Vision level in the future direction of the company Companys Communication level Respondents feeling about their work Chi-square Analysis on age group and the factors which affects the motivation towards work Chi-square Analysis on monthly income and the influence of incentives on motivation of employees. Weighted Average Method

25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 49

LIST OF CHARTS Table No: 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 Titles Age wise classification Monthly Income wise classification Period of current job of the Respondents Working period per week in current job Opinion about the HR department support Opinion about the influence of incentive Satisfaction of employees on incentives Influence of salary increment on employees Page No. 25 26 27 28 29 30 31 32

5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 5.21

Opinion towards Nonfinancial and financial incentives Opinion about the team spirit Factors which affect the level of motivation towards work Motivation level of employees by changes of company Job security of employees. Needs of improvement of management style Motivation of top level management Decision making process by top level management Influence of incentives and other benefits Priorities and objectives of the employees Vision level in the future direction of the company Companys Communication level Respondents feeling about their work

33 34 35 36 37 38 39 40 41 42 43 44 45

CHAPTER 1 INTRODUCTION 1.1 INTRODUCTION Motivation is a human psychological characteristic that contributes to a persons degree of commitment. It includes the factors that cause, channel, and sustain human behavior in a particular committed direction. Motivating is the management process of influencing peoples behavior based on this knowledge of what makes people tick. Basic Assumptions about motivation and motivating are Motivation is commonly assumed to be a good thing. Motivation is one of several factors that go in to a persons performance.

 Motivation is in short supply and in need of periodic replenishment. Motivation is a tool with which managers can arrange job relationships in organizations. Motivation has been a longstanding interest of managers and management researchers. From the turn-of-the-century days of Frederick Taylor forward to today, managers and researchers have linked motivation- most often, employees motivationto the achievement of organizational goals.

The current challenges to managers motivating practices are the corporate world has become an arena in which a new generation gap is emerging between the so-called baby boomer attitude and the so-called baby buster attitude. A key implication of this phenomenon is the challenge that it poses for motivation theories and the very idea that motivation is something that managers must do the employees. The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires. The process of motivation cause different type of behavior. THE MYTHS OF EMPLOYEE MOTIVATION MYTH ONE - Some employees are motivated, some are not. It is based on the notion that motivation is largely an innate characteristic possessed by certain employees and not by others. Proponents suggest that the supervisors primary responsibility is motivating the unmotivated by means of structure and discipline. When employees understand that the supervisor (the company) studies the motives of individuals which

is sincerely interested in their individual needs, they begin to act motivated, i.e., and they become business partners, not adversaries. MYTH TWO - Everyone works for money. The money-employee motivation issue is quite complex because of individual perception. Some employees believe that money buys higher order needs. Some perceive that money is a tangible benchmark to assess ones relative worth in society. For others, money and its many uses are easier to understand (and achieve) than higher level needs such as self-esteem and self-actualization. MYTH THREE - Employees need to be pushed to perform. Douglas McGregor labeled the push to perform management style as Theory X. McGregor suggested that Theory X orientation causes a manager to use high control and limited delegation to make sure that lazy and self-serving employees do not take advantage of management and the company. MYTH FOUR - Participation in a training program will increase an employees productivity. A widespread contemporary motivation myth is the belief that a generic (standardized) training program, in and if itself, can guarantee improved performance and/or correct performance. This generic quick fix myth is enduring because of its apparent simplicity, speed of implementation and low cost per head. For maximized effectiveness and efficiency, employee training must respond to the needs of the employee as well as the company. MYTH FIVE - The absence of expressed employee concerns indicates that morale is good. Those who support the assume the best myth believe that if and when an employee has a problem, he/she will share it with the immediate supervisor. The appeal of assume the best is in its reactive nature, i.e., the onus is on the employee to act and the company (the supervisor) to react. However, most employees do not share

work-related concerns without the proactive encouragement of the immediate supervisor. MYTH SIX - Tell employees what you expect of them, let them do it their way and then reward/ reprimand accordingly. Tell-Delegate-Reward-Punish, one of the most popular approaches, direct managers to provide initial direction by telling employees what is expected of them. Rewards and/or punishments are based on the subjective judgments and values of the immediate supervisor with little or no employee involvement. MYTH SEVEN - All employees respond positively when asked to participate in work related decision making. The idea that all employees innately with to participate in work related decisionmaking. Unfortunately, most participation activities fail due to managements collective under appreciation for the extensive effort and time required to legitimately involving employees in work related decision-making. SPECIAL MOTIVATIONAL TECHNIQUES There are a range of motivational techniques that can be used to improve productivity, reduce workplace stress and increase self-confidence. Some of the major motivational techniques are as follows. 1. Money Maslows hierarchy of needs says that we are in continuous state of motivation to do certain things to satisfy our needs. Our needs are classified into five levels in order: physiological needs (e.g. hunger, thirst, and sex), safety needs (e.g. security and protection from physical and emotional harm), social needs (e.g. affection, belongingness, acceptance, and friendship), esteem needs (e.g. internal factors such as self-respect, autonomy, and achievement; external factors such as status, recognition, and attention), and self-actualization needs (e.g. growth, achieving ones potential, and self-fulfillment). From the hierarchy, we see that money can only motivate people who

are at physiological and safety needs but not those whose needs are at higher-level needs in the hierarchy.
2. Participation Participation is also means of recognition. It appeals to the need for affiliation and acceptance. It gives people a sense of accomplishment. But encouraging participation should not mean that managers weaken their positions. Although they encourage participation of subordinates on matters with which the latter can help, and although they listen carefully, on matters requiring their decision they must decide themselves. 3. Quality of working life (QWL)

Quality of Working Life is a process of work organizations which enables its members at all levels to actively participate in shaping the organization environment, methods and outcomes. Conceptual categories which together make up the quality of working life are adequate and fair compensation, safe and healthy working conditions, immediate opportunity to use and develop human capacities, opportunity for continued growth and security, social integration in the work organization.ocial relevance of work life. There are a number of ways of inspiring and motivating a team and these include the use of: Positive imagery: Posting motivational themes and messages, in the form of slogans or quotes, can help to positively empower a team. Team-building activities: Despite mixed feelings about team-building activities, the fact that they encourage people to work together outside the office environment can be a definite advantage. They can encourage healthy competition and give each member of staff the opportunity to be on the winning team. Improving team relationships can result in increased productivity and morale, and can lead to a much happier and healthier working environment. Training: People can be taught to become more motivated by showing them how to deconstruct tasks and challenges, and how to feel less intimidated by their job roles. Demonstrating to them how to cope in the workplace can lead directly to improved motivation.

Enhanced communication: Communication does not only mean talking to your team but also listening to them. It is important to ensure their understanding of company objectives and their individual job roles but it is equally important to show them the importance of their feedback to the achievement of targets and standards. Targets, rewards and incentives: It is generally accepted that having targets to work towards, as long as they are realistic, is one of the most effective ways of improving performance. Hitting targets improves morale and self-confidence but remember that those who consistently underachieve will end up feeling de motivated. Target achievement can be rewarded not only with financial incentives but perhaps with the offer of increased responsibility or even promotion. 1.2 CHAPTERISATION The study is proposed to be undertaken in the following six chapters. The first chapter contains the introduction about the selected topic. The second chapter covers the industrial profile, company profile, product profile. The third chapter deals with the review of literature. The fourth chapter is research methodology which includes title of the project, objectives of the study, data collection, research design, tools and techniques, sample size, sample universe, sample design and limitation. In chapter five is research analysis and interpretation. The chapter six gives the overall summary of findings, suggestion and conclusion. And then explains the Reference and Appendix which include questionnaire. CHAPTER 2 PROFILE

2.1 INDUSTRIAL PROFILE

"Ayurveda" or "Science of Life" the origin of most forms of natural and alternative medicine has its mention in one of the oldest (about 6,000 years) philosophical texts of the world, the Rig Veda. The Sutrasthana of Charaka Samhita, a much referred Ayurvedic text, says; "The three, body, mind and soul are like a tripod, the world stand by their combination; in them everything abides. It is the subject matter of Ayurveda for which the teachings of Ayurveda have been revealed."
1

In its broader scope, Ayurveda in India has always sought to prepare mankind

for the realization of the full potential of its self through a psychosomatic integration. A comprehensive health care is what this natural and alternative medicine prescribes for the ultimate self-realization. "Life (ayu) is the combination (samyoga) of body, senses, mind and reincarnating soul. Ayurveda is the most sacred science of life, beneficial to humans both in this world and the world beyond." The verses of Rig Veda, the earliest source of Ayurveda, refer to panchamahabhut (five basic elements of the entire creation), and the three doshas or primary forces of prana or vata (air), agni or pitta (fire) and soma or kapha (water and earth) as comprising the basic principles of Ayurveda. One branch of Indian philosophy Sankhya states that there are 24 elements, all of which constitute the foundation of the gross world: earth, water, fire, air and either. These five elements in different combinations constitute the three body types/doshasvata dosha (air and ether), pitta dosha (fire) and kapha dosha (earth and water). The panchamahabhut and the dosha theories are the guiding factors of Ayurveda as a therapeutic science. The Rig Veda also mentions organ transplants and herbal remedies called soma with properties of elixir. This science or knowledge of healing, as mentioned in the Rig Veda, was revealed to Rishi Bharadvaja from the great Cosmic Intelligence. The knowledge consists of three aspects known as the Tri-Sutras of Ayurveda, which areetiology or the science of the causes of disease, symptomatology or the study and interpretation of symptoms and medication and herbal remedies. Approximately, during 4000 to 3000 BC, Sam Veda and Yajur Veda, the second and third Vedas came into being. Chanting of mantras and performance of rituals were, respectively, dealt in these two Vedas. And, during 3000 to 2000 BC Atharva the fourth Veda was authored, of which Ayurveda is an upaveda (subsection). Though it had been
1

Charaka Samhita, Sutrasthana, 1.42-43.

practiced all along, it was around this time that Ayurveda in India was codified from the oral tradition to book form, as an independent science. It enlists eight branches/divisions of Ayurveda: Kayachikitsa (Internal Medicine), Shalakya Tantra (surgery and treatment of head and neck, Ophthalmology and Otolaryngology), Shalya Tantra (Surgery), Agada Tantra (Toxicology), Bhuta Vidya (Psychiatry), Kaumarabhritya (Pediatrics), Rasayana (science of rejuvenation or anti-aging), and Vajikarana (the science of fertility). The oldest treatise available on this codified version is Atreya Samhita. Around 1500 BC Ayurveda was delineated into to two distinct schools: Atreya The School of Physicians, and DhanvantariThe School of Surgeons. This made Ayurveda a more systematically classified medical science, hereafter. Dhanvantari, who is considered to be a reincarnation of Lord Vishnu, was the guiding sage of Ayurveda. He made this science of health and longevity popular and widely acceptable. In fact, these two schools of thought led to the writing of two major books on Ayurveda Charaka Samhita and Susruta Samhita. These two Samhitas were written in the early part of 1000 BC. The great sagephysician Charaka authored Charaka Samhita revising and supplementing the text written by Atreya, which has remained the most referred Ayurvedic text on internal medicine till date. Susruta, following the Dhanvantari School of Thought, wrote Susruta Samhita, comprising the knowledge about prosthetic surgery to replace limbs, cosmetic surgery, caesarian operations and even brain surgery. He is famed for his innovation of cosmetic surgery on nose or rhinoplasty. Around 500 AD, Vagbhatt compiled the third major treatise on Ayurveda, Astanga Hridaya. It contained knowledge comprising the two schools of Ayurveda. From 500 AD to 1900 AD, sixteen major Nighantus or supplementary texts on Ayurveda like Dhanvantari Bhavaprakasha, Raja and Shaligram among others were written incorporating new drugs, expansion in applications, discarding of old drugs and identification of substitutes. These texts mention about 1814 varieties of plants in vogue. Evidences show that Ayurveda had nurtured almost all the medical systems of the world. The Egyptians learnt about Ayurveda long before the invasion of Alexander in the 4th century BC through their sea-trade with India. Greeks and Romans come to know about it after the famous invasion. The Unani form of medical tradition came out

of this interaction. In the early part of the first millennium Ayurveda spread to the East through Buddhism and greatly influenced the Tibetan and Chinese system of medicine and herbology. Around 323 BC, Nagarjuna, the great monastic of Mahayana Buddhism and an authority on Ayurveda had written a review on Susruta Samhita. In 800 AD Ayurveda was translated into Arabic. The two Islamic physicians Avicenna and Razi Serapion, who helped form the European tradition of medicine, strictly followed Ayurveda. Even, Paracelsus considered being the father of the modern western medicine toed the line of Ayurveda, as well. Its unique understanding of the similarities of natural law and the working of human body, as well as its holistic treatment methods, help it to strike a balance between the two. This gives Ayurveda an edge over other healing systems. Perhaps that's the reason behind Ayurveda being the longest unbroken medical tradition in the world, today.

TRIDOSHAS
According to ayurveda, the human body is composed of 3 fundamental elements called, "DOSHAS" which represents the physico - chemical and physiological activities of the body. There are 3 kinds of doshas. They are 'Vata', 'Pitta'and 'Kapha', which may not be equal and same in all people. Our food habits, lifestyle etc., can be adjusted according to the body type, to maintain perfect health.

PANCHAKARMA
Panchakarama is the sacred manthra of rejuvenation. Panchakarma in Ayurveda means five type of therapeutic way of treatment to eliminate toxins from the body and to replenish the tissues of the patient. The common procedure of Panchakarma includes Emesis (Vamanam), Purgation (Virechanam), Medication Oil Enema (Snehavasthi),Enema with herbal decoction, oils, honey etc (Kashayavasthi) and Installation of medicines through nose (Nasyam). The person who requires Ayurvedic treatment is assessed for his/her physical and mental requirements and treatment is prescribed for various purposes like curative treatments, disease prevention, rejuvenation and revitalization. Some of the general types of treatments are as given below:

ABHAYANGAM

It means oil massage. Medicated oil according to the needs of the individual is massaged over the body. The person undergoing Abhayangam reclines in seven positions and usually the same lasts between 45 to 60 minutes. This treatment is found highly effective in reducing mental tension and in increasing the strength and functional efficiency of the body muscles. Other beneficial effects of Abhayangam include better body circulation, improving vigor and vitality, better and sound sleep and reduced nervous weakness.

UDHHVARTHANAM
It means to raise or elevate. Fine medicated powder is applied over the whole body with upward strokes of massage, quite opposite of the usual Ayurvedic massages. The same seven positions of Abhayangam are followed here also and the treatment usually lasts for 45 minutes. Udhhvarthanam is well known for its capability to induce perspiration, reduce obesity, diminish body odor, and improve skin complexion and also to provide better mobility to the body joints. Treatment is to be done for 7 to 14 days to attain desired effects and is of good help in treating specific diseases where oil is contra indicated or in the case were patient suffer from oil allergy.

NJAVARAKIZHI
It involves the fomentation of the body by applying linen bags filled with Njavara rice cooked in milk and medicated decoction made primarily from Kurumthotti all over the body. Ti is very important to maintain a constant temperature while applying the linen bags and the paste of medicine is removed after specific period of application with palm leaf scrappers. This treatment is found effective in treating the degenerative changes in musculo-skeletal structure and is found to enhance strength, vitality and complexion of body. Njavarakizhi also prevents the complication due to old age debility."Shira Veda" (vein puncture), "Jalooka Avacharana" (leech application) etc. are the methods commonly used for this. Using leeches in the treatment of many skin diseases is well known and accepted all over the world. Leech application is used in treating diseases like eczema, non-healing ulcers, varicose veins, pigment disorders, hematomas, etc.

PIZHICHIL
In this treatment warm medicated oil is squeezed over the whole body of the patient using a piece of cloth that is dipped in medicated lukewarm oil from the height

of 3 to 4 fingers. A rhythmic pattern is followed while applying the oil, which is followed by gentle massage. This therapy is effective in treating all types of nervous degenerative diseases including all types of paralysis. A treatment that stimulates body and its functional systems, Pizhichil is performed by Masseurs positioned at both sides of the dhroni.

SWEDANAM
It is another form of sudation therapy where herbal steam is applied evenly on the entire body to produce perspiration. The head region is excluded from the treatment by admitting the patient into a specially made steam chamber for 15 to 20 minutes. Before going the treatment the person undergoing the therapy is given cool liquids to prevent dehydration. Swedanam can be effectively utilized in treating muscular stiffness and numbness and is found to enhance the bodys blood circulation.

THAKARADHARA
It is a form of Dhara (pouring) where medicated buttermilk is poured over the forehead and scalp continuously in an oscillating pattern for a period of 45 to 60 minutes. It is found effective in rejuvenating the brain cells thereby improving memory. It is frequently used to cure sleeplessness, mental tension, all types of headaches, premature graying and hair falling. Thakaradhara is also found to be very effective in treating skin diseases like psoriasis.

TAILADHARA
It is another form of Dhara known as Snehadahara also, which uses medicated lukewarm oil that is poured allover the body. A variation of this treatment is known as Sirodhara , which is very popular where a vessel with a hole in the bottom is used to pour oil on the scalp and forehead continuously for 45 to 60 minutes. This will be repeated for 7 to 14 days. This therapy is very effective in maintaining the equilibrium of body and mind. It is also found to increase the memory, clear voice tone and to provide relief from all types of stress and strain.

KSHEERADHARA
One more form of dhara therapy where medicated lukewarm milk is poured over the body to induce perspiration. Usually cows milk is utilized for the treatment, but occasionally buffalo milk is also used in this treatment for diseases caused by the disorders of pitha. The pouring of milk is done by using a special pitcher with nozzle

and is continued for 45 to 60 minutes and is repeated for 7 to 14 days as per the patients requirements. This treatment is found to be very effective in treating paralysis and body weakness.

VASTI
It is one of the most important treatments of Ayurveda where vitiated doshas and toxins are eliminated through anus by applying medicated enema. Herbal oils and decoctions are introduced into colon through rectum. Vasti has a place of great prominence in Panchakarma as the cleaning of alimentary canal is one sure shot way of eliminating the body of its harmful toxins. Vasti means bladder in Sanskrit sand a special device consisting of a bladder and a tube is used to administer the medicine. Vasti is done either using processed oil or by a mixture of medicated oil, decoction of herbs, honey and medicinal pastes. This treatment is effective against hemiplegia and other paralytic conditions.

NASYAM
It is indicated that form of therapy where herbal oils, decoctions and powders are applied through nasal openings. The process is usually carried out after applying oil and steam on the face of the patient. Ayurveda considers nostrils as the pathway to the brain and hence this therapy is very effective in purifying and rejuvenating the brain cells. The therapy is very significant in Ayurveda as it is found to be very useful in curing some of the serious ailments like loss of consciousness, stupor, insomnia, hysteria, hemiplegia, and facial paralysis. It is also used to treat less serious disorders relating to neck and shoulders.

2.2 COMPANY PROFILE

Pankajakasthuri Herbals India Ltd.

Pankajakasthuri, the name synonymous with the ancient system of medicine, believed and proved to be correct that hard work and dedication would culminate in making others wonder about its colossal achievements that too within a short span of

time. The uniqueness of any individual or institution is appreciated on the basis of his or its capability to overcome fate. Pankajakasthuri offers only natural resources and ways of treating disorders and promoting health. It emphasizes prevention and empowers everyone to take responsibility for their own well being. This helped Pankajakasthuri achieve greater heights during the past 2 decades in Ayurveda. In fact it was dreamt of, envisaged and made a reality by a great visionary, Dr. J Hareendran Nair. His untiring efforts, dedication and commitment paved the way for its amazing and stupendous growth from a small makeshift research and development centre and clinic to one of Keralas largest corporate. Pankajakasthuri has established an overwhelming presence across the globe with a vast range of products and services in Ayurvedic sector. Pankajakasthuri has a well diversified product range and good number of institutions that too under the aegis of Dr. J Hareendran Nair. The company was established under the name and style of Pankajakasthuri Herbals India (P) Ltd. in 1988. It is Keralas first ISO 9000 certified company in Ayurvedic medicine. It could make its presence globally and undertakes various projects in Manufacturing, Research and Development, Education, Healthcare, Health tourism etc. Pankajakasthuri Herbals India (P) Ltd. is vowed to explore the vast Indian flora to bring out life saving herbal preparations with no side effects and 100% efficiency. The dedication and enthusiasm shown by Dr Hareendran Nair and a battery of researchers have made themselves capable in curing diseases which other systems of medicines presumed incurable. The products are marketed by various divisions of the group. The over-thecounter division deals with 11 products, the FMCG division 9 products, Ethical division 13 products and the classical division more than 440 products. After establishing itself in India, Pankajakasthuri has over a very short period succeeded in carving a niche for itself in the international markets with products being marketed in more than 15 countries. In all these countries product acceptance was spontaneous. Pankajakasthuri is equipped with highly sophisticated machinery for manufacturing various products with greater quality. The manufacturing division is housed in spacious buildings with more than 1, 50,000 sq. ft built up area. The

company gives utmost importance to quality. Quality management plays a key role. That is why it could rise up to the level of any other modern pharmaceutical company. To ensure that products are safe and effective, manufacturing processes are subject to strict adherence of quality standards. Pankajakasthuri prides itself on being a completely research oriented company. Indeed it is this emphasis on R&D that allows it to produce safe, efficacious and consistent remedies using basic principles of Ayurveda. The R&D Department is focused on product development, quality control and standardization. Raw materials are sourced from the best plantations, which are found on the slopes of Himalayas and various parts of India. A team of dedicated scientists and technologists ensure that raw materials and finished products undergo comprehensive testing. It is engaged in fundamental research on the efficiency of Ayurvedic medicines, establishment of acceptance standards for raw materials, process control, toxicological and clinical studies. Many Ayurvedic medicines developed here are well accepted by the populace and are providing cure and relief to millions all over India and abroad. In his effort to fulfill his long cherished ambition, Dr Hareendran Nair established the first self financed Ayurveda Medical College in Kerala. It is located at Kattakada which is 18 kms away from the capital of Kerala, Trivandrum. It provides Ayurvedic education facilities to 250 students. It is blessed with sophisticated training facilities, state of the art laboratory. personalities in the field of Ayurveda. The hospital attached to the Medical College combines the principles of Ayurveda with the technological advances to ensure the finest in alternate medical health care to every patient. It is a 150 bedded hospital and offers lasting cure to patients from all over the world with many diseases classified as non-curable by other systems of medicine. The patients hailing from economically backward families are given humanitarian considerations and provided with free medical treatment. Pankajakasthuri Panchakarama Centre is an institution dedicated to authentic Ayurveda treatment strictly adhering to its age old practices providing miraculous cures to all those who seek the healing touch of nature. Panchakarama therapy is practiced in olden days as a method for cleansing the body to stay healthy. Besides, it is now quite affordable through Pankajakasthuri with a large number of centers all over the world. Each department is headed by eminent

Pankajakasthuri Herbals India (P) Ltd. is a foot to forge ahead with the sole intention of ensuring harmony of body, mind and soul. The company has an inspiring and ambitious vision for future growth. The vision 2020 targets the systematic popularization of Ayurveda so that by 2020 every human being shall use Ayurveda at least for meeting a part of his or her general health care needs and healthy build up. Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality offerings that provide consumers the true benefits of Ayurvedas holistic goodness. Motto: Help us to build human being a healthy future

Vision: To be the number one Ayurvedic medicine manufacturing company in India.

QUALITY POLICY To uphold legacy to time and Ayurveda by producing and developing quality medicines using scientific methods and innovative. QUALITY OBJECTS To objectives of the quality system of are the following. Work for the achievement of leadership in the field of Ayurvedic products by the company. Ensure preventive measures to avoid wastes and non conformance in the process of production of medicines

MANAGEMENT
Mr. J. Mahendran Nair - Chairman. Dr J Hareendran Nair - Managing Director Mr. V. Sreekumar - Finance Director Mrs Asha Hareendran - Director. Mr. Arun Visakh Nair - Director (Sales & Marketing) Er. MGK Nair - Chief Operating Officer PANKAJAKASTHURI DIVISIONS Pankajakasthuri Life - Ayurvedic Therapy Center Where body, mind and soul are in Harmony

And the Being is in rhythm with Divine Consciousness Life evolves into an everlasting melody Tuned perfectly by Natures abundance. Life', the authentic ayurvedic experience from Pankajakasthuri, offers a unique concept of protocol-based Ayurvedic experience packages across the world. "Life' brings the true essence of Ayurveda, the ancient science of holistic healing, setting a treatment protocol that is in strict adherence to the sacred tenets of Ayurveda, albeit very relevant to the present-day lifestyle. 'Life' lets you unravel an authentic ayurvedic experience. It applies Ayurveda the ancient science of life, longevity and rejuvenation - in the most modern environ, to refresh the body, mind and soul and to let you reinvent yourself. 'Life' presents customized packages of original ayurvedic therapies that are a unique symphony of pure tradition and adaptability with modern times. It preaches oneness with all that is pure and natural, detoxifies the body of chemicals, cleanses the mind of discordance and conflict and purifies the soul deep within. Every component is designed to relax the body, soothe the mind and let tranquility descend upon the soul. Life' uses its very own Ayurvedic products (Pankajakasthuri), grown in its herbariums and manufactured to international quality standards in its state-of-the art production facility. With ISO, GMP and ETC certifications, the quality of its products and services meets the highest standards set by international resorts and their privileged customers. 'Life' ensures authentic Ayurveda, practiced in its purest form. Each individual is given a personalized regimen of treatment and diet after an in-depth evaluation by an Ayurvedic Physician. The cleansing massages with fragrant oils and reviving baths at the hands of professionally trained masseurs transform drained and exhausted bodies and psyches into vibrant, refreshed and totally relaxed beings. 'Life' also lets you plunge into a voyage of self discovery, by helping you reach your inner space to experience a new plane of awareness, vitality and self realization so that your body, mind and soul blossoms with renewed energy and the urge to start life a new. AYURVEDA the science of life. Ayurveda is known to be the most dated back method of healing; the most ancient scientific system of medicine in the world. It is the traditional form of healing ailments in the body, the holistic way.

The Pankajakasthuri group has always taken initiative to bring Ayurveda closer to people. Our new initiative is to help people learn this traditional cure, a treatment methodology that has originated in this beautiful land of ours. The Pankajakasthuri Ayurveda Medical College opens its doors to all. In the year 2001, the Govt. of Kerala issued sanctions for opening self financing ayurveda colleges in the state. This move was a shot in the arm for Pankajakasthuri Herbals India Ltd., which was the first and the only group in the state to achieve the standards of ISO 9002 certification. Within no time the group obtain consent to open an Ayurveda Medical College, thanks to the enterprising and dynamic leadership of its Managing Director, Dr. J. Hareendran Nair. At present, all the departments of Ayurveda Medical College are fully functioning according to the norms of the Central Council of Indian Medicines (CCIM); with the state of- the-art infrastructure and highly professional and qualified teaching faculty. The CCIM, after insection of its educational committee, has granted permission to start the Pankajakasthuri Ayurveda Medical College, with an intake of 50 students, from the year 2002-2003.

2.3 PRODUCT PROFILE Pankajakasthuri today offers a wide variety of products developed to enhance the qualityof life. In spite of some similarities, these products are classifiedsinto four categories. They are OTC Products Products, Classical Products, FMCG Products, Ethical

OTC Products

Due to the shrinking of bronchioles in lung, asthma causes difficulty in breathing.Pankajakasthuri, the first product presented by PKHIL, is a combination of rare herbs used inancient remedies. The drug is available both as granules and tablets. Pankajakasthuri is proven effectivefor bronchitis, eosinophilia, frequent sneezing and prolonged cough and for buildingresistance against diseases. Pankajakasthuri migraine oil: This is a sure remedy against migraine. Prepared using special ingredients like tribala, juice of thumba and koovalathila, this oil provides permanent relief from even the oldest caseof migraine. Pankajakasthuri Migraine Oil offers effective cure for headache and chronicmigraine.

Classical Products
The entire classical range contains,Arishtams,Kashayams,Lehyams,Choornams.

Ethical Products
LIVE-CARE PLUS TABLET It restores the functional efficiency of the liver by protecting the biopathic parenchyma and promoting hepto cellular regeneration. Effective for jaundice, all typesofhepatitis

and gall bladder stone and alcoholic liver diseases. As a daily health supplement,LiveCare plus improves appetite, digestion and strengthens the liver. FEMINO -CARE CAPSULES Femino-care is a potent Ayurvedic remedy to be very effective against leucorrhoeaand menstrual disorder. A rich combination of natural ingredients like sathavari, usheera andamalki, this medicine improves general health, stimulates appetite and relieves complication. PEPT -O-TONE CAPSULES The anti ulceric effect of the constituents of PeptO-Tone enhances neutralization of gastric acid and helps to relieve hyper acidity. It helps to relieve the symptoms of dyspepsia.It tones up digestion and improves appetite. ORTHONERVIN TABLETS Orthonervin tablet possess analgesic and anti arthritic properties. By regulating themediators of inflammation, Orthonervin tablets exists significant anti-inflammatory activity.The anti-inflammatory effect of Orthonervin tablets reduces inflammation, swelling andtiendness. UROTONE CAPSULES An urotone capsule is a potent remedy for urinary disorders and removes kidney and bladder stone. They are also ideal for treating disease like burning maculation, cystitis,habitual urinary tract infection etc. Fast Moving Consumer Goods (FMCG) Products KAVERI HAIR TONIC Kaveri hair tonic is a highly effective remedy for falling hair and premature graying.Use it and rejuvenate hair from the root up. KAVERI BABY FAIRNESS OIL Kavery Baby Fairness Oil is 100% herbal based beauty care solutions for young one.It preserves baby and makes it fairer and smooth. This Ayurvedic preparation is uniquecombination of some of the rarest of the natural ingredients carefully blended to make baby skin glow. KAVERI NO PIMPLE CREAM Kaveri No Pimple Cream protects face from the damages of pimples and gets the skinsmooth and shinning appearance. Kaveri No Pimple Cream is a rare Ayurvedic

preparationthat includes turmeric, saffron and milk and is very effective in treating pimples and blackheads. It found useful in all types of pimples, melarma, black heads, white heads etchelps to protect the complexion from darkening rays of the sun. KAVERI FAIRNESS CREAM (FOR NORMAL SKIN) A unique combination of herbal ingredients which protects skin from all types of black discoloration like periorbutal melanosis, melanosis, melasma, ageing spots, black headsand white heads besides removing the black discoloration of the skin within six weeks. It also protects human beings skin and ensures that skin remains fairer and healthy. KAVERI FAIRNESS MILK CREAM (FOR DRY SKIN) Enriched with natural ingredients like milk cream, turmeric and red sandalwood,Kaveri lightens the complexion while protecting the skin from harmful ultraviolet rays. Moreover it helps to reduce all types of skin pigmentation like periorbutal, melanois, ageingspots, black heads, white heads and also black discoloration of the skin within six weeks. KAVERI HERBAL SOAP Kaveri Herbal Soap provides the much needed protection to skin against all alimentslike dandruff, scabies, itching and fungal infections. It also reduces pimples. KASTHURI HERBAL SOAP Kasthuri Herbal Soap is strongly recommended remedy for many skin diseases likeitching, scabies, dandruff and all kinds of fungal infections. It is also effective in reducingand resisting pimples. A mind variation of this product to suit and protect the skin of babiesagainst infections and nappy rashes, by the name Kasthuri Herbal Baby Soap is also available. CHAPTER 3 REVIEW OF LITERATURE

1. Effectiveness of Employee Cross-Training as a Motivational Technique:

Vidya Gawali , While high employee turnover reflects on low morale and lack of motivation, interestingly, seen from another angle, the absence of turnover quickly results in de-motivation, because the possibility of lateral and forward-motion is withhold from employees. It is against human nature to remain static, performing the same duties day in day out, without expectation of change in routine or opportunities for advancement. Moreover, the mundane methods of employee motivation such as monetary rewards and perks have been left behind in preventing employee turnover. This article reports effectiveness of employee Cross-Training as a motivational technique compared to other motivational factors like performance based compensation, working environment, leadership, perks and perquisites. For this purpose a survey was conducted on 100 executives and managers from 20 different companies. The results revealed that cross training substantially prevents turnover. Reference: Vidya Gawali ( VID at MIM). ASBM Journal of Management. Bhubaneswar: 2009. Vol. 2, Iss. 2; pg. 138, 9 pgs

2. Man Not Machine:

Tom Stevens, The machine continues to be the dominant metaphor of the work place. Experiences each day reinforce this perception of life-as-machine. People step on the gas pedal and their cars move faster. They push a button and documents are copied collated and stapled. Executives continue to look for that metaphorical lever, pedal, dial or button that will motivate people, get them to change or increase morale. It's the wrong thing to be looking for because it's the wrong metaphor. People aren't machines. When it comes to people, think cultivate like a garden, not operate like a machine. Cultivate goals; structure, skill and culture with care, and watch the value from the people in your organization grow.

Tom Stevens (American professor). Philadelphia: May 20, 2010. Vol. 48, Iss. 5; pg.19, 1 pgs
Reference:

Print

Professional.

3. THE 4 RS OF MOTIVATION:
Michael Maccoby, Daniel H. Pink, author of Drive: The Surprising Truth about What Motivates Us believes that what most motivate people at work are the "intrinsic" rewards of mastering a task that engages them. Before you decide that you are better off

not trying to motivate your team, the authors consider the proposition that Pink's thesis fits some people in some contexts, but not others. This is what he observed over fifty years of studying motivation, starting with research on concept formation for his honors thesis at Harvard. The anxious students did better at problem solving when there were no rewards, but those with low anxiety did better when stimulated by the possibility of gaining a reward. The pressure seemed to motivate them. In Why Work? (1988, 1995), he suggested that to motivate followers, leaders should employ a mix of four Rs: Responsibilities, Relationships, Rewards, and Reasons. Reference: Michael Maccoby (psychoanalyst and anthropologist). Research

Technology Management. Arlington: Jul 2010.Vol.53, Iss. 4; pg. 60, 2 pgs 4. Human Resources Motivation in a Workplace:
Kodjo Ezane Joseph, Changjun Dai. Interdisciplinary Journal of Contemporary Research In Business studied that, In organizations, the managerial workers tend to influence their subordinates in aligning their own motivation with the needs of the organization. Motivating employees begins with the way to influence worker's behavior. The understanding of this phenomenon is conducive to the results

expected by the organizations and the workers. The thrust of this article is to utilize a descriptive survey approach to depict the scope of a certain numbers of factors that stimulate employees in the workplace. Data was collected from a Utility Company in Abidjan, Cote d'Ivoire. There were 143 participants and 120 (85 males and 35 females) out of this number participated in the research. This represents an83.91% response. The results of this paper are noteworthy within acceptable limits as they indicate that interesting work; good pay; full appreciation of work done and job security are outstanding drivers for employee motivation. Reference: Kodjo Ezane Joseph (Author), Changjun Dai. Interdisciplinary

Journal of ContemporaryResearch in Business. Belleville: Apr 2010. Vol. 1, Iss. 12; pg. 151, 9 pgs 5. Inspired Staff Can See You Through Hard Times:
Bill Santamour, talked about how hospital leaders can create an environment in which staff are inspired by what they do and inspire those around them. She said that employees know there are at least five intrinsic motivators that cause them to do what

they do, such things as being in healthy relationships with others, recognizing that there's meaning to the work that produces a contribution, that they see progress in their work, that they have choices and are involved in decision-making. If you have engaged workers who are happy to be there, who feel happy about what they do, who feel respected, who feel honored, and they treat people the same way. It ripples. Patients can pick up unhappiness in employees within a nanosecond. Reference: Bill Santamour (Managing Editor at H&HN Daily). Hospitals &

Health Networks. Chicago: Mar 2009. Vol. 83,Iss. 3; pg. 10, 1 pgs 6. Leveraging Nonmonetary Factors to Attract Top Talent:
Healthcare organizations are experiencing a strong demand for employees, a situation brought on, in part, by the aging population. With the gap between work force supply and demand widening in the coming years, healthcare organizations should look for ways to effectively manage the human resources piece of their organization. While hospitals should routinely evaluate their compensation structures, non-monetary motivators also can be leveraged to attract top talent. An important first step is to identify reasons a prospective employee would choose your organization over one of your competitors. Those reasons become the brand to promote in all recruiting efforts. Other ways to promote your hospital include its physical structure. Reference: Anonymous. Healthcare Executive. Chicago: Mar/Apr 2009. Vol.

24, Iss. 2; pg. 78, 1 pgs

CHAPTER 4 RESEARCH METHODOLOGY 4.1 TITLE:

Study on Motivation technique and its effects on employee with the Special

Reference to Pankajakasthuri Herbals India (p) Ltd. 4.2 COMPANY DETAIL Pankajakasthuri Herbals India (p) Ltd. Started in 1988 by Dr J Hareendran Nair. Keralas first ISO 9000 certified company in Ayurvedic medicine. It a completely research oriented company Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality offerings that provide consumers the true benefits of Ayurvedas holistic goodness. Motto: Help us to build human being a healthy future. Vision: To be the number one Ayurvedic medicine manufacturing company in India. 4.3 NEED OF THE STUDY: The ultimate need of the study is to find the motivation techniques and its effects in the organization. And to evaluate motivational level of employees 4.3 OBJECTIVES OF THE STUDY: Primary Objective To analyze the effects of motivational techniques among employees Secondary Objective To study the important factors which are needed to motivate the employees. To study the effectiveness of motivation techniques 4.4 RESEARCH METHODOLOGY METHOD OF STUDY

Descriptive research includes surveys and fact finding, enquiries of different kinds. The main characteristics of this method are that the researchers have no control over the variables. He can report what had happened or what is happening. METHOD OF DATA COLLECTION:

Data collection is the process of enumeration together with the proper recording of results. The researcher has collected both primary and secondary data. Primary Data: Primary data were collected from primary and secondary source

Secondary Data: Those data which are already collected by someone for some purpose and are available for the present study. And the Secondary data were collected from website and reports of Pankajakasthuri Herbals (p) Ltd. SAMPLE METHODS Method of sampling: Simple random sampling method is used for the study Sample size: Sample size considered for the study was 50 TOOLS FOR ANALYSIS: The researcher has planned to carry on the analysis and interpretation with the help of questionnaire, and statistical tools used for the research are Percentage Analysis, Weighted Average Method and Chi-square Analysis. 4.5 LIMITATION OF THE STUDY: 1. Time is a limiting factor, getting more data within the specified time limit is found difficult. 2. Lack of knowledge among the people about the brand. 3. Lack of response from the customers.

CHAPTER 5

ANALYSIS AND INTERPRETATION

Personal Information
5.1. Table showing Age group of the Respondents Table 5.1 Age group of the Respondents Age Group 18-25 25-33 33-41 41-49 Total Source: Primary data Figure 5.1 Age group of the Respondents No. of Respondents 7 30 5 8 50 Cumulative Frequency 7 37 42 50 Percentage 14% 60% 10% 16% 100%

Inference: Table 5.1 shows the age group of the respondents. It reveals that 14% of the members are belongs the age group of 18 to 25, 60% of the members are belongs the age group of 25 to 33, and 10%, 16% of the members belongs the category of 33 to 41 and 41 to 49 respectively. It is found that majority of the members are coming under the age group of 26 to 33 years. 5.2. Table showing Monthly Income of the Respondents

Table 5.2 Monthly Income of the Respondents Group Less than Rs 19,999 Rs 20000- Rs 29,999 Rs 30,000- Rs 39,999 Rs 40,000- Rs 49,999 Greater than Rs 50,000 Total Source: Primary data Figure 5.2 Monthly Income of the Respondents No. of Respondents 2 33 7 4 4 50 Cumulative Frequency 2 35 42 46 50 Percentage 4% 66% 14% 8% 8% 100%

Inference: Table 5.2 shows the Monthly Income of the respondents. It reveals that 4% of the members are belongs the monthly income group of Less than Rs 19,999, 66% of the members are belongs the monthly income group of Rs 20000 to Rs 29,999, 14% of the members are belongs the monthly income group of Rs 30,000 to Rs 39,999 and 8% of the members belongs the category of 34 to 41 and 42 to 49 respectively. It is found that majority of the members are coming under the Monthly Income group of Rs 20000 to Rs 29,999.

Other Information
5.3. Table showing period of current job of the Respondents Table 5.3 Period of current job of the Respondents Group No. of Respondents Cumulativ e Less than 1 year 2 to 4 year 5 to 7 year 8 to 10 year Greater than 11 year Total Source: Primary data Figure 5.3 Period of current job of the Respondents 6 20 22 2 0 50 Frequency 6 26 48 50 50 12% 40% 44% 4% 0% 100% Percentage

Inference: Table 5.3 shows the group of the respondents. It reveals that 12% of the members are belongs the group of Less than 1 year, 40% of the members are belongs the group of 2 to 4, and 44%, 4% of the members belongs the category of 5 to 7 and 8 to 10 respectively. It is found that majority of the members are coming under the group of 5 to 7 years.

5.4. Table showing working period per week in current job of the Respondents Table 5.4 Working Period of current job of the Respondents Group No. of Respondents Cumulativ e Frequency 0 0 0 18 50 50 Percentage

Less than 10 11-20 21-30 31-40 41-50 Greater than 50 Total Source: Primary data

0 0 0 18 32 0 50

0 0 0 36% 64% 0% 100%

Figure 5.4 Working Period of current job of the Respondents

Inference: Table 5.4 shows the working period of current job of the Respondents. It reveals that 36% of the members are belongs the category of 31 to 40, and 41% of the members belongs the category of 41 to 50. It is found that majority of the members are coming under the group of 41 to 50.

5.5. Table showing opinion about the HR department support Table 5.5 Opinion about the HR department support Group No. of Respondents Cumulativ e Frequency 43 49 50 50 50 Percentage

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total Source: Primary data

43 6 1 0 0 50

86% 12% 2% 0% 0% 100%

Figure 5.5 Opinion about the HR department support

Inference: Table 5.5 shows the opinion about the HR department support of the respondent. It reveals that 86% of the members are highly satisfied, 12% of the members are satisfied, and 2% of the members are belongs in neutral.

It is found that majority of the members are coming under the group of highly satisfied. 5.6. Table showing opinion about the incentives influence on respondents Table 5.6 Opinion about the incentives influence on respondents Group No. of Respondents Cumulativ e Frequency 9 13 50 Percentage

Financial incentives Non financial incentives both Total Source: Primary data

9 4 37 50

18% 8% 74% 100%

Figure 5.6 Opinion about the incentives influence on respondents

Inference: Table 5.6 shows the opinion about the incentives influence on the respondent. It reveals that 18% of the members are influenced by financial incentives, 8% of the members are influenced by non financial incentives, and 74% of the members are belongs in both.

It is found that majority of the members are influenced by both financial and non financial incentives. 5.7. Table showing opinion about the satisfaction of employees on incentives Table 5.7 Opinion about the satisfaction of employees on incentives Group No. of Respondents Cumulativ e Frequency 30 50 50 50 50 Percentage

Highly Satisfied Satisfied Neutral Dissatified Highly Dissatisfied Total Source: Primary data

30 20 0 0 0 50

60% 40% 0% 0% 0% 100%

Figure 5.7 Opinion about the satisfaction of employees on incentives

Inference: Table 5.7 shows the opinion about the satisfaction of employees on incentives. It reveals that 60% of the members are highly satisfied, and 40% of the members are satisfied It is found that majority of the members are highly satisfied. 5.8. Table showing opinion about the influence of salary increment on employees Table 5.8 Opinion about the influence of salary increment on employees Group No. of Respondents Cumulativ e Frequency 3 23 27 38 50 Percentage

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total Source: Primary data

3 20 4 11 12 50

6% 40% 8% 22% 24% 100%

Figure 5.8 Opinion about the influence of salary increment on employees

Inference: Table 5.8 shows the opinion about the influence of salary increment on employees. It reveals that 6% of the members are strongly agree, 40% of the members are agree, 8% of the members are belongs in neutral and 22%,24% people were disagree, strongly disagree respectively. It is found that majority of the members are coming under the group of agree. 5.9. Table showing opinion of respondent about nonfinancial and financial incentives Table 5.9 Opinion about the financial and non financial incentives Group No. of Respondents Cumulativ e Frequency 6 21 25 38 50 Percentage

Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total Source: Primary data

6 15 4 13 12 50

12% 30% 8% 26% 24% 100%

Figure 5.9 Opinion about the financial and non financial incentives

Inference: Table 5.9 shows the opinion about the financial and no financial incentives of the respondent. It reveals that 12% of the members are strongly agreed, 30% of the members are agreed, 8% of the members are neither agree nor disagree, and 26%, 24% of the members are disagree and strongly disagree respectively. It is found that majority of the members are coming under the group of agree. 5.10. Table showing opinion about the team spirit in the organization Table 5.10 Opinion about the team spirit Group No. of Respondents Cumulativ e Frequency 13 50 50 50 50 Percentage

Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total Source: Primary data

13 37 0 0 0 50

26% 74% 0% 0% 0% 100%

Figure 5.10

Opinion about the team spirit

Inference: Table 5.10 shows the opinion about the team spirit in the organization. It reveals that 26% of the members are strongly agreed, and 37% of the members are agreed. It is found that majority of the members are coming under the group of agree. 5.11. Table showing the factors which affect the level of motivation towards work Table 5.11 Opinion about the level of motivation towards work Group No. of Respondents Cumulativ e Financial rewards Public recognition Job security Praise and acknowledgment others Total Source: Primary data Figure 5.11 6 23 16 3 2 50 Frequency 6 29 45 48 50 12% 46% 32% 6% 4% 100% Percentage

Opinion about the level of motivation towards work

Inference: Table 5.11 shows the opinion about the level of motivation towards work. It reveals that 12% of the members are satisfied with financial rewards, 46% of the members are satisfied with public recognition, 32% of the members are satisfied with job security and 6%, 4% people were satisfied with praise and acknowledgement and others respectively. It is found that majority of the members are coming under the group of highly satisfied. 5.12. Table showing opinion about the motivation level of employees by the changes of company Table 5.12 Opinion about the motivational level through changes Group No. of Respondents Cumulativ e Frequency 25 50 Percentage

YES NO Total Source: Primary data

25 25 50

50% 50% 100%

Figure 5.12

Opinion about the motivational level through changes

Inference: Table 5.12 shows the opinion about the motivational level through changes. It reveals that 50% of the members are satisfied, and 50% of the members are not satisfied. It is found that the people satisfied and not satisfied equally.

5.13. Table showing opinion about the job security of employees in the organization Table 5.13 Opinion about the Job security of employees Group Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total Source: Primary data No. of Respondents 14 17 12 5 2 50 Figure 5.13 Opinion about the Job security of employees Cumulative Frequency 14 31 43 48 50 Percentage 28% 34% 24% 10% 4% 100%

Inference: Table 5.13 shows the opinion about the Job security in the organization. It reveals that 28% of the respondents are strongly agreed, 34% of the respondents are agreed, 24% of the respondents are neither agreed nor disagreed, 10% of the respondents are disagreed about the job security, and 4% of the members are strongly disagree. It is found that majority of the people are coming under the group of agree. 5.14. Table showing opinion about the needs of improvement of management style Table 5.14 Opinion about the needs of improvement of management style Group No. of Respondents Cumulativ e Frequency 20 49 50 Percentage

Yes No No opinion Total Source: Primary data

20 29 1 50

40% 58% 2% 100%

Figure 5.14 Opinion about the needs of improvement of management style

Inference: Table 5.14 shows the opinion about the needs of improvement of management style. It reveals that 40% of the members are said yes, 58% of the members are said no, and 1% of the member has no opinion. It is found that majority of the members are coming under the group of no.

5.15. Table showing opinion about the motivation of top level management Table 5.15 Opinion about the motivation of top level management Group No. of Respondents Cumulativ e Frequency 28 49 50 50 50 Percentage

Strongly agree Agree Neutral Disagree Strongly Disagree Total Source: Primary data

28 21 1 0 0 50

56% 42% 2% 0% 0% 100%

Figure 5.15 Opinion about the motivation of top level management

Inference: Table 5.15 shows the opinion about the motivation of top level management. It reveals that 56% of the members are strongly agreed, 42% of the members are agree, and 2% of the members are belongs in neutral. It is found that majority of the members are coming under the group of strongly agree. 5.16. Table showing opinion about the decision making process by top level management Table 5.16 Opinion about the decision making process Group No. of Respondents Cumulativ e Frequency 17 33 50 Percentage

Yes No Occasionally Total Source: Primary data

17 16 17 50

34% 32% 34% 100%

Figure 5.16 Opinion about the decision making process

Inference: Table 5.16 shows the opinion about the decision making process by top level management. It reveals that 34% of the members are said yes, 32% of the members are said no, and 34% of the members are belongs in occasionally. It is found that majority of the members are coming under the group of occasionally and yes. 5.17. Table showing opinion about the influence of incentives and other benefits Table 5.17 Opinion about the incentives and other benefits Group No. of Respondents Cumulativ e Frequency 43 49 50 Percentage

Influence Does not influence No opinion Total Source: Primary data

43 6 1 50

86% 12% 2% 100%

Figure 5.17

Opinion about the incentives and other benefits

Inference: Table 5.17 shows the opinion about the incentives and other benefits. It reveals that 86% of the members are influenced, 12% of the members are does not influenced, and 2% of the members are belongs in no opinion. It is found that majority of the members are coming under the group of influenced.

5.18. Table showing opinion about the priorities and objectives of the employees Table 5.18 Opinion about the priorities and objectives of the employees Group No. of Respondents Cumulativ e Frequency 35 50 Percentage

YES NO Total Source: Primary data

35 15 50

70% 30% 100%

Figure 5.18 Opinion about the priorities and objectives of the employees

Inference: Table 5.18 shows the opinion about the priorities and objectives of the employees. It reveals that 70% of the members are said yes, and 30% of the members are said no. It is found that majority of the members are coming under the group yes.

5.19. Table showing opinion about the vision level of employees in the future direction of the company Table 5.19 Opinion about the vision level of employees in the future direction of the company Group No. of Respondents Cumulativ e Frequency 29 49 50 Percentage

YES NO No Opinion Total Source: Primary data

29 20 1 50

58% 40% 2% 100%

Figure 5.19 Opinion about the vision level of employees in the future direction of the company

Inference: Table 5.19 shows the opinion about the vision level of employees in the future direction of the company. It reveals that 58% of the members are have the vision in the future direction of the company, 40% of the members are not having the idea about the future direction of the company, and 2% of the members are not having any opinion about the future direction of the company. It is found that majority of the members are coming under the group of having idea about the future direction of the company. 5.20. Table showing opinion about the Companys Communication level Table 5.20 Opinion about the companys communication level Group No. of Respondents Cumulativ e Frequency 35 50 50 50 Percentage

Highly effective Fairly strong Lacking in certain areas poor

35 15 0 0

86% 12% 0% 0%

Total Source: Primary data

50

100%

Figure 5.20 Opinion about the companys communication level

Inference: Table 5.20 shows the opinion about the companys communication level. It reveals that 86% of the members are highly satisfied, 12% of the members are satisfied, and 2% of the members are belongs in neutral. It is found that majority of the members are coming under the group of highly satisfied. 5.21. Table showing the respondents feeling about their work Table 5.21 Respondents feeling about their work Group Valuable to the company Necessary, sometimes unrecognized Does not contributes No. of Respondents 45 5 0 0 Cumulative Frequency 45 50 50 50 Percentage 90% 10% 0% 0%

Completely pointless

Total Source: Primary data

50

100%

Figure 5.21 Respondents feeling about their work

Inference: Table 5.21 shows the opinion about the respondents feelings about their work to the company. It reveals that 90% of the members are thinking that their work is valuable to the company, and only 10% of the members are thinking that their work is necessary, sometimes unrecognized. It is found that majority of the members are thinking that their work is valuable to the company.

Table 5.22. Chi - Square Analysis

5.22.1 Table showing the Chi-square Analysis on whether there is association between two variables age group of the respondents and the factors which affects the motivation towards work

H0 There is no association between age group of the respondents and the factors which affects the motivation towards work. H1 There is association between age group of the respondents and the factors which affects the motivation towards work. Total Age Group 7 30 23 5 16 8 3 0 2 50 50

Factors which affect the 6 level of motivation towards work Total 13

53

21

11

100

Calculating expected values O 7 30 5 8 0 6 23 16 3 2 E 6.5 26.5 10.5 5.5 1 6.5 26.5 10.5 5.5 1 (O-E) 0.5 3.5 -5.5 2.5 -1 -0.5 -3.5 5.5 -2.5 1 (O-E)2/E HYPOTHESIS: Degree of Freedom [d.f] = (r-1) (c-1) = (2-1) (5-1) =4 Significance level of 6 at 5% (O-E)2 0.25 12.25 30.25 6.25 1 0.25 12.25 30.25 6.25 1 (O-E)2/E 0.038 0.462 2.88 1.136 1 0.038 0.462 2.880 1.136 1 11.03

Calculated value [C.V] Table value [T.V] the tabulated value is 9.488 CV>TV

= 11.03 = 9.488

The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,

Conclusion:
Since the calculated value is greater than the table value, the hypothesis is accepted. So it is proved that there is association between the age group of the respondents and the factors which affects the motivation towards work. 5.22.2 Table showing the Chi-square Analysis on whether there is association between two variables monthly income of the respondents and the influence of incentives on motivation of employees. H0 There is no association between the monthly income of the respondents and the influence of incentives on motivation of employees. H1 There is association between the monthly income of the respondents and the influence of incentives on motivation of employees. Total Monthly Income 2 33 6 7 1 4 0 4 0 50 50

Influence of incentives 43 on motivation of employees Total 45

39

100

Calculating expected values O 2 E 22.5 (O-E) -20.5 (O-E)2 420.25 (O-E)2/E 18.67

33 7 4 4 43 6 1 0 0

19.5 4 2 2 22.5 19.5 4 2 2

13.5 3 2 2 20.5 -13.5 -3 -2 -2 (O-E)2/E

182.25 9 4 4 420.25 182.25 9 4 4

9.34 2.25 2 2 18.67 9.34 2.25 2 2 68.52

HYPOTHESIS: Degree of Freedom [d.f] = (r-1) (c-1) = (2-1) (5-1) =4 Significance level of 6 at 5% Calculated value [C.V] Table value [T.V] the tabulated value is 9.488 CV>TV = 68.52 = 9.488

The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,

Conclusion:
Since the calculated value is greater than the table value, the hypothesis is accepted. So it is proved that there is association between the monthly income of the respondents and the influence of incentives on motivation of employees.

Table 5.23. Weighted Average Method

Table showing Weighted average Method

Strongly a. Influence of salary b. Financial and non financial Incentives c. Team spirit in the organization d. Job Security e. Motivational level of top management 13 14 28 Agree 3 6

Agree Neither Agree 20 15 nor Disagree 4 4

Disagree 11 13

Strongly Disagree 12 12

Total 50 50

37 17 21

0 12 1

0 5 0

0 2 0

50 50 50

Weighted Average = (X1W1 + X2W2 + X3W3 + --------)/N

a. Influence of Salary increment on Employees = (3*5 + 20*4 + 4*3 + 11*2+12*1)/50 = (15+80+12+22+12)/50 =141/50 =2.82 b. Financial and non financial Incentives = (6*5 + 15*4 + 4*3 + 13*2+12*1)/50 = (30+60+12+26+12)/50 =140/50 =2.8 c. Team Spirit in the organization = (13*5 + 37*4 + 0*3 + 0*2+0*1)/50 = (65+148+0+0+0)/50 =213/50 =4.26

d. Job Security = (14*5 + 17*4 + 12*3 +5*2+2*1)/50 = (70+68+36+10+1)/50 =185/50 =3.7 e. Motivational level of top Management = (28*5 + 21*4 + 1*3 + 0*2+0*1)/50 = (140+84+3+0+0)/50 =227/50 =4.54 Rank Weighted Average Score Rank I II III IV V Weighted Average 4.54 4.26 3.7 2.82 2.8 Attributes Motivation level of top Management Team Spirit in the Organization Job Security Influence of salary increment on employees Financial and Non financial Incentives

INFERENCE: From the table it is clear that among the opinion of employees in the organization ranks the motivation level of top management with 454 points resulting an average of 4.54 followed by team spirit in the organization with 426 points weighing an average of 4.26.

FINDINGS The following findings were observed It is inferred that the majority of 14% of the members are belongs the age group of 18 to 25, 60% of the members are belongs the age group of 25 to 33, and

10%, 16% of the members belongs the category of 33 to 41 and 41 to 49 respectively. It is reveals that 4% of the members are belongs the monthly income group of Less than Rs 19,999, 66% of the members are belongs the monthly income group of Rs 20000 to Rs 29,999, 14% of the members are belongs the monthly income group of Rs 30,000 to Rs 39,999 and 8% of the members belongs the category of 34 to 41 and 42 to 49 respectively. It is inferred that majority of the members are working from 5 to 7 years at their current job. The table 5.4, shows that majority of the members are working from 41 to 50 hours per week. It is inferred that 86% of the workers are highly satisfied with the support from the HR department. From the table 5.6, it is found that majority of the members are influenced by both financial and non financial incentives. The majority of the members are highly satisfied with the incentives. 30% respondents are agreed that nonfinancial and financial incentives are influenced their work. 70% respondents are agreed that there is good team spirit in the organization. It is found that majority of the members highly satisfied with the level of motivation towards work. Table 5.12 shows that the people satisfied and not satisfied equally with the motivational level through changes. It is shows the opinion about the Job security in the organization. In this majority of the people are coming under the group of agree.

 Respondents by 56% with strongly agreed with the motivation of top level management. The majority of the members are coming under the group of influenced by the incentives and other benefit. 5.19. Table showing opinion about the vision level of employees in the future direction of the company. In this majority of the members are coming under the group of having idea about the future direction of the company. The majority of the members are coming under the group of highly satisfied. It is found that majority of the members are thinking that their work is valuable to the company. From Chi Square analysis proves that there is association between the age group of the respondents and the factors which affects the motivation towards work. By using Chi Square analysis it is found that there is association between the monthly income of the respondents and the influence of incentives on motivation of employees. The weighted average methods provides details among the opinion of employees in the organization ranks the top level management motivation with 454 points resulting an average of 4.54 followed by team spirit in the organization with 426 points weighing an average of 4.26.

SUGGESTIONS & RECOMMENDATIONS Employees need more compensation from the company. Some of the employees expect mutual relationship between co-workers. Employees needs special training from the company related to their job during working period. Employees expect the quality of work to be measured periodically be the company. Most of them are not satisfied with the management style in the organization. So it is better to provide better service for the employee. It is need to provide job security to the employees. The respondents take part in decision making for some times. If the superiors engage them in decision making process can get better ideas and make them more loyal to the organization

CONCLUSIONS Pankajakasthuri is one of the largest and most widespread of the manufacturing company and well planned in motivational tools, Pankajakasthuri have adopted various techniques for all different level of management. Communication was found to be a contributing factor in motivating employees, and a company with effective communication will help make employees feel more involved and appreciated. If employees have a greater respect for their company and are satisfied with the way information is relayed to them, they will be more motivated in the workplace and their work will improve as a result. Long-term incentives such as opportunity for promotion, along with other like incentives, are beneficial in influencing more overall productivity. Also, short-term financial incentives could give motivation to only do what has been successful in the past and not to be creative.

QUESTIONNAIRE A STUDY ON MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEE Personal Data
What is your sex? Male What is your marital status? Single Married What is your age range? Less than17 41--49 less than Rs19,999 Rs40,000--Rs49,999 17--25 49--57 25--33 57--65 33--41 greater than 65 Rs30,000--Rs39,999 Divorced Widowed Female

What is your yearly income? Rs20,000--Rs29,999 greater than Rs50,000

Other Data
1. How long have you been at your current job? Less than1 year 8--10 years less than 10 31--40 2--4 years greater than11years 11--20 41--50 21--30 greater50 5--7 years

2. How many hours per week do you work on average?

3. Are you satisfied with the support from the HR department?

Highly satisfied Dissatisfied Financial incentives Highly satisfied Dissatisfied very well motivates them. Strongly agree Disagree incentives? Strongly agree Disagree

Satisfied Highly Dissatisfied Non-financial incentives Satisfied Highly Dissatisfied

Neutral

4. Which type of incentives motivates you more? Both Neutral 5. How far you are satisfied with the incentives provided by the organization?

6. Do you agree with the salary increments given to employees who do their jobs Agree Strongly disagree Neither agree nor disagree

7. Do you agree with the financial incentives you motivate more than non financial Agree Strongly disagree Neither agree nor disagree

8. Do you agree with the employees in the organization feel secured in their job? Strongly agree Disagree the work done by me? Strongly agree Disagree Strongly agree Disagree Agree Neither agree nor disagree Strongly disagree Agree Strongly disagree Neither agree nor disagree Agree Neither agree nor disagree Strongly disagree

9. Do you agree with the statement that I feel that my superior always recognizes

10. Do you agree with that in this organization there is fair amount of team spirit.

11. Do you find it to be most helpful when your boss gives you feedback regarding your job performance on a _________ basis. Yes If yes: daily quarterly weekly Other monthly No

12. What factors affect your level of motivation towards work? Financial rewards Job security Yes Yes Public recognition Praise and acknowledgment No No Fear Others

13. Do you feel well compensated for your services? 14. Have there been changes in the company that have affected your motivation? 15. Do you think the company's present management style needs improvement? Yes Yes Yes employees? Strongly Agree Disagree performance? Influence to your department? Yes (5- Strongly agree, No i. ii. iii. No Occasionally 21. Please provide the following rates. 4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree) Rates Factors Reasonable periodical increase in salary Job security exist in the company Good relationship with co-workers Does not influence No Opinion 20. Does the Top Management involve you in decision making which are connected Agree Strong Disagree Neutral No No No

16. Do you have a clear vision of the future direction of the company? 17. Do you feel you have clear priorities and objectives? 18. Rate the statement Top Management is interested in motivating the

19. Do you think that incentives and other benefits will influence your

iv. v. vi.

Effective performance appraisal system Support from the co-worker is helpful to get motivated Company recognize and acknowledge your work

22. Communication at your company is_____________. (A)highly effective and makes you feel like an intregal part of the team (B) fairly strong and allows you to understand most of what is going on in the company on a daily basis (C) lacking in certain areas and could use some improvement (D)poor and leaves me feeling left out and in--the--dark in many circumstances 23. You feel that your work ____________. (A) is very valuable to the company (B) is necessary but sometimes unrecognized (C) does not contribute as much to the company as I would like it to (D) is completely pointless 24. Can you name some of the motivational techniques which are used to motivate you? . 25. Any other suggestion to improve motivational levels in the organization? .

BIBILIOGRAPHY

TEXT BOOKS 1. Human Factors and Motivation 2. Rao, VSP.(2005). Human Resource Management.New Delhi: Excel Books 3. Kothari,C.R.(2004).Research Methadology Methods and Technique.New Age International Publishers 4. C.B Memoria, Personnel Management. Himalaya Publishing house OTHER REFERENCE AND WEBSITES 1. http://www.pankajakasthuri.in/ 2. http://managementhelp.org/leadingpeople/motivating-othes.htm#anchor160017 3. http://ayurvedaindustry.com