PROJECT REPORT ON EMPLOYEE MOTIVATION

IN THE PARTIAL FULLFILMENT OF THE M.B.A DUAL DEGREE PROGRAM SURESH GYAN VIHAR UNIVERSITY JAIPUR 2011-2012

SUBMITTED TO: MR. R.K SAXENA

SUBMITTED BY: AMAN KUMAR MISHRA

ACKNOWLEDEGMENT

I believe that no success is possible without team work. Many people have made contribution making this project a success.

I would like to thank my family and entire staff of SGVU, Jaipur, and entire staff of J.K TYRE, KANKROLI and my all friends for their support and cooperation extends to me during the execution of the project.

I sincerely express my gratitude to Mr. R.K Saxena, H.R Manager, J.K TYRE, for granting me the opportunity to e associate with such a high repute.

INTRODUCTION OF J.K TYRE PLANT THE J.K ORGANIZATION

J.K tyre industry is located in Kankroli near Kankroli railway station. It was establish in 1976. It is concern of J.K industries esteem all zone. Its product is types of four wheeler, tyres, tubes and flaps. Its capacity is 195 P/day. Near about 2300 employees are there. Its various types of certification like 9001, QS 9000 ISO 14001 and it has got nation quality award name is Rajiv Gandhi Award. Its product issell all over India and some of foreign countries through its department. J.K industry has tow mare plant, one at Gwalior and other is located at Mysore having name of Vikrant Tyre Plant. J.K organization is to name sto Late LalaJuggilal Singhania and his son Late Lala Kamalpat Singhania, a dynamic personality with abroad vision setup on Indian enterprises Late Kamalpat Singhania founded J.K organization in the 19th century in a new industrial area India. The J.k groups have some of the industries which are listed below: 1940- First in India to manufactures steel bailing self sufficient by meeting the entire demand- J.K Iron and steel Co.Ltd, Kanpur. 1949- First in India to manufacture Engineering files J.K engineering files, Bombay. 1959- First to manufacture rayon with a continuous process, J.K Rayon Kanpur. 1969- First to manufacture Acrylic fibers- J.K Synthetics Ltd Kota. 1973- First in India to Liance Synthetic fiber technology to third party as well asthe first to manufacture synthesized fiber machinery fitretach Engineering and manufacturing Dabari. 1975- First in the world to make steel belted radial tyres for three wheelers, J.K plant Kankroli. 1984- First in India to produce white cement through dry process, J.K white cementGotan.

VISION
To be amongst the most admired companies in India, committed to excellence

MISSION

Be a Customer Obsessed Company - Customer First 24x7 No.1 Tyre Brand in India Most profitable Tyre Company in India Motivated and Committed team for excellence in performance Be a Green Company Deliver Enhanced Value to all stakeholders Enhance global presence through Acquisition / JV / Strategic Partnerships

JK ORGANISATION J.K. Organisation, founded over 100 years ago, is an eminent industrial group in India. The Group has multi-business, multi-product and multi-location operations. JK PAPER LTD. JK Paper Limited is one of the leading manufacturers of reading and writing paper. JK LAKSHMI CEMENT LTD. JK Lakshmi Cement Limited is a well respected name in the cement industry in India. FENNER (I) LTD. Fenner (I) Limited is a leading manufacturer of Industrial and Automotive Belts, Oil Seals, Power Transmission Accessories and Textile Yarn. UMANG DAIRIES LTD. The Creme de la creme of dairy foods. JK AGRI-GENETICS LTD. At JK Agri-genetics limited, concenetrates on Research and Development, production, processing and marketing of hybrid seeds. JK SUGAR LTD. The company's principle activity is to manufacture Sugar. However, the company currently operates in two segments. Power and Sugar. JK RISK MANAGERS AND INSURANCE BROKERS LTD. Services rendered to various clients for all facets of Insurance both life & non-life. CLINIRX RESEARCH PRIVATE LTD.

Full Service Contract Research Organisation (CRO).

MANUFACTURING PROCESS OF TYRE AND TUBE

The process of commercial production of tyre has developed and become finally established over the year however with the passage of time, many innovation has taken place if tyre construction material used the equipment etc. as already mentioned that J.K tyre industries has the credit sobbing the first in the country to manufacture and market steel based radial tyre. J.K Tyre an industry encompasses nearly all type of tyres produced in the country. The production is sub divided by the type of vehicle on which it is used broadly, sub division are: (a) Heavy duty Truck Tyres (b) Light duty Truck Tyres (c) PassangerTyres (d) Geep (e) For agriculture purpose vehicle of mining. The production line has been sub divided into four divisions for bias as well as radial tyre manufacturing. Division A - Tread, side wall, dipping, calendaring, compound mixing Division B - Filleting, flipping, Bead insulation, Tyre building Division C - Curing and final finish painting, jamming Division D - Tube and flap curing

JK Tyre has five Modern plants in India which are strategically located at

Mysore, Karnataka

Banmore, Madhya Pradesh

Kankroli, Rajasthan

JK Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican company, which has 3 plants in Mexico. All these plants are equipped with Worlds most advanced manufacturing and testing machines.

INTRODUCTION
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to J.K TYRE KANKROLI is mainly conducted to identify the factors which will motivate the employees and the organizational functions in J.K TYRE KANKROLI. Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resource in such a way to get maximum output to the enterprise and to develop the talent of the people at to fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspiration becomes available to the person. In addition to this, the strong nee in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization. Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manger has to make appropriate use of motivation to enthuse the employees to follow them. The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by establish tools and datas are presented through tables and charts.

RESEARCH PROBLEM
The research problem here in this study is associated with the motivation of employees of J.K TYRE KANKROLI. There are variety of factors thaqt can influence a persons level of motivation; some of these factors include 1. 2. 3. 4. 5. 6. 7. The level of pay and benefits. The perceived fairness of promotion systemwithn the company. Quality of working conditions. Leadership and social relationships. Employee recognition. Job security. Career development opportunities etc.

Motivated employees are a great asset to any organization. It is because the motivation and job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the organization. The research problem is formulated as follows: What are the factors which help to motivate the employees?

OBJECTIVE OF THE STUDY

Primary Objective:1. To study the important factors which are needed to motivate the employees. Secondary Objective:1. To study the effect of monetary and non monetary benefits provided by the organization on the employees performance. 2. To study the effect of job promotions on employees. 3. To learn the employees satisfaction on the interpersonal relationship exists in the organization. 4. To provide the practical suggestion for the improvement of organizations performance.

RESEARCH METHODOLOGY
Research is a systematic method of finding solutions to the problem. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford Woody, research comprises of defining and re defining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusion, testing conclusion to determine whether they fit the formulated hypothesis. 1. Sampling Design. A sample design is a finite plan of obtaining a sample from a given population. Simple random sampling is used for this study. 2. Sample Size. Number of the sampling units selected from the population is called the sample. Sample of 50 respondents. 3. Methods of Data Collection. The datas were collected through Primary and Secondary sources. 4. Primary Sources. Primary data are in form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary source are discussion with employees, datas collected through questionnaire. 5. Secondary Sources. Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. 6. Nature of Research. Descriptive research, also known as statistical research, describes data and characteristics. About the population and phenomenon being studied. Descriptive research answers the question who, what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive cannot be used to have a low requirement for internal validity.

LITRATURE REVIEW

RensisLiksertha called motivation as the core of management. Motivation is the core of management. Motivation is the effective instrument in the hands of management in inspiring the man force. It is the major task of every manger to motivate the subordinate or to create the will to work among the subordinates. It should also be remembered that the worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. Creation of a will to work is motivation in simple but true sense of term. Motivation is an important function which every manager performs for actuating the people to work for accomplishment of objectives of organization. Issuance of well conceived instructions and orders does not mean that they will be followed. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motives or need or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction. If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization. There will be better utilization of resources and workers abilities and capacities.

CONCEPT OF MOTIVATION

The word motivation is been derived from motives which means idea, need or emotion that prompts a man into action. Whatever may be the behavior of man, there is a stimulus behind it. Stimulus is depend upon the motive of the person concerned. Motive can be known by studying his needs and desires. There is universal theory that can explain the factor influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behavior. The process of motivation studies the motives of individuals which cause different type of behavior. Definition of Motivation. According to Edwin B Flippo, Motivation is process of attempting to influence others to do their work thro9ugh the possibility of gain or reward. Significance of Motivation. Motivation involves getting the members of group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of organization. The following results may be expected if the employees are properly motivated. 1. The workforce will be better satisfied if the management provides them with the opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 2. Workers will tend to be as efficient as possible by improving upon their skills nad knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labors turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 5. The number of complaints and grievances will come down. Accident will also be low.

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

Applications. Motivation is of particular interest to educational psychologists because of the crucial role it plays in student learning. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields. Motivation in education can have several effects on how students learn and how they behave towards subject matter. It can: Direct behaviour toward particular goals Lead to increased effort and energy Increase initiation of, and persistence in, activities Enhance cognitive processing Determine what consequences are reinforcing Lead to improved performance. Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates.

There are two kinds of motivation: INTRINSIC AND EXTRINSIC Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant. It has been shown that intrinsic motivation for education drops from grades 3-9 though the exact cause cannot be ascertained. Also, in younger students it has been shown that contextualizing material that would otherwise be presented in an abstract manner increases the intrinsic motivation of these students. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades).

Whyte researched and reported about the importance of locus of control and academic achievement. Students tending toward a more internal locus of control are more academically successful, thus encouraging curriculum and activity development with consideration of motivation theories.

Business

At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator, however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate.

Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money.

Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented. Motivated workers are more productive. The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.

In contrast, David McClelland believed that workers could not be motivated by the mere need for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer& Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations.

In Essentials of Organizational Behaviour, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program:

Recognition of employees' individual differences, and clear identification of behavior deemed worthy of recognition Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process

Games Motivational models are central to game design, because without motivation a player will not be interested in progressing further within a game. Several models for gameplay motivations have been proposed, including Richard Bartle's. Jon Radoff has proposed a four-quadrant model of gameplay motivation that includes cooperation, competition, immersion and achievement. The motivational structure of games is central to the gamification trend, which seeks to apply game-based motivation to business applications.

Theories of Motivation 1. Incentive theory A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Reinforces and reinforcement principles of behavior differ from the hypothetical construct of reward. A reinforcer is any stimulus change following a response that increases the future frequency or magnitude of that response. Positive reinforcement is demonstrated by an increase in the future frequency or magnitude of a response due to in the past

being followed contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change consisting of the removal of an aversive stimulus following a response. Positive reinforcement involves a stimulus change consisting of the presentation or magnification of an appetitive stimulus following a response. From this perspective, motivation is mediated by environmental events, and the concept of distinguishing between intrinsic and extrinsic forces is irrelevant. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals. Incentive theory in psychology treats motivation and behaviour of the individual as they are influenced by beliefs, such as engaging in activities that are expected to be profitable. Incentive theory is promoted by behavioural psychologists, such as B.F. Skinner and literalized by behaviourists, especially by Skinner in his philosophy of Radical behaviourism, to mean that a person's actions always have social ramifications: and if actions are positively received people are more likely to act in this manner, or if negatively received people are less likely to act in this manner. Incentive theorists tend to distinguish between wanting and liking, where liking is a passive function evaluating a stimulus, but wanting adds an active process "attracting" the person towards the stimulus. Incentive theory distinguishes itself from other motivation theories, such as drive theory, in the direction of the motivation. In incentive theory, stimuli "attract", to use the term above, a person towards them. As opposed to the body seeking to re-establish homeostasis pushing it towards the stimulus. In terms of behaviourism, incentive theory involves positive reinforcement: the stimulus has been conditioned to make the person happier. For instance, a person knows that eating food, drinking water, or gaining social capital will make them happier. As opposed to in drive theory, which involves negative: a stimulus has been associated with the removal of the punishment-- the lack of homeostasis in the body. For example, a person has come to know that if they eat when hungry, it will eliminate that negative feeling of hunger, or if they drink when thirsty, it will eliminate that negative feeling of thirst. 2. Drive-reduction theories There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular beinga feature criticized as simply moving the fundamental problem behind this "small man" and his desires.

In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before he finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test. 3. Cognitive dissonance theory Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable. While not a theory of motivation, per se, the theory of cognitive dissonance proposes that people have a motivational drive to reduce dissonance. They do this by changing their attitudes, beliefs, or actions. Dissonance is also reduced by justifying, blaming, and denying. It is one of the most influential and extensively studied theories in social psychology. 4. Need theories -Content theory -Need hierarchy theory The content theory includes the hierarchy of needs from Maslow and the two- factor theory from Herzberg. Abraham Maslow's theory is one of the most widely discussed theories of motivation. The American motivation psychologist Abraham H. Maslow developed the Hierarchy of needs consistent of five hierarchic classified classes, which shows the complexity of human requirements. Maslow says that first of all the basic requirements have to be settled, before higher requirements show to advantage in stages. The basic requirements build the first step in his pyramid. They decide about to be or not to be. If there is any deficit on this level, so the whole behaviour of a human will be oriented to this to satisfy it. Subsequently we do have the second level, which awake a need for security. This is based on the needs that are to remain satisfied in the future. Only after securing the means of existence, the motives shift in the social sphere, which form the third stage. Psychological requirements consist to the fourth level, while the top of the hierarchy comprise the self- realization. So theory can be summarized as follows:

Human beings have wants and desires which influence their behaviour. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied.

The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complexes (highest-latest) are as follows:

Physiology (hunger, thirst, sleep, etc.) Safety/Security/Shelter/Health Belongingness/Love/Friendship Self-esteem/Recognition/Achievement Self-actualization

5. Herzberg's two-factor theory Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction). 6.Alderfer's ERG theory Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory posits that there are three groups of core needs existence, relatedness, and growth, hence the label: ERG theory. The existence group is concerned with providing our basic material existence requirements. They include the items that Maslow considered to be physiological and safety needs. The second group of needs are those of relatedness- the desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem

classification. Finally, Alderfer isolates growth needs' an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under self-actualization.

7. Self-determination theory Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behaviour. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness. 8. Broad theories The latest approach in developing a broad, integrative theory of motivation is Temporal Motivation Theory, developed by Piers Steel and Cornelius Konig. Introduced in their 2007 Academy of Management Review article, it synthesizes into a single formulation the primary aspects of all other major motivational theories, including Incentive Theory, Drive Theory, Need Theory, Self-Efficacy and Goal Setting. Notably, it simplifies the field of motivation considerably and allows findings from one theory to be translated into terms of another. Also, Achievement Motivation is an integrative perspective as outlined in the "Onion-Ring-Model of Achievement Motivation" by Heinz Schuler, George C. Thornton III, Andreas Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation results from the way broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation. Especially it integrates formerly separated approaches as Need for Achievement with e.g. social motives like dominance. The Achievement Motivation Inventory (AMI) (Schuler, Thornton, Frintrup& Mueller-Hanson, 2003) is based on this theory and assesses three factors (17 separated scales) relevant to vocational and professional success. 9. Cognitive theories -Goal-setting theory Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behaviour and the end state is close. This explains why some children are more motivated to learn how to ride a bike than to master algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time

people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal. -Models of behaviour change Social-cognitive models of behaviour change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioural intentions. Volition is seen as a process that leads from intention to actual behaviour. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioural intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action. -Unconscious motivation Some psychologists believe that a significant portion of human behaviour is energized and directed by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct. 10. Intrinsic motivation and the 16 basic desires theory Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that finds 16 basic desires that guide nearly all human behaviour. The desires are:

Acceptance, the need for approval Curiosity, the need to learn Eating, the need for food Family, the need to raise children Honour, the need to be loyal to the traditional values of one's clan/ethnic group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments

Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need standing/importance for social

Tranquility, the need to be safe Vengeance, the need to strike back/to win

In this model, people differ in these basic desires. These basic desires represent intrinsic desires that directly motivate a person's behaviour, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires.

Top 10 ways to Motivate 1.Recognize and reward performance. Show your appreciation. 2.Involve employees share business vision, goals & results. Listen toemployees opinions and where appropriate, act on them. Involve employees in decision-making. 3.Value employees as people give them the support they need. Help to raise their self- esteem& confidence - listen with respect and full attention.

4. Give direction - ensure expectations are understood. Have clear measurements of everyones performance. Ensure employees have what they need - resources, time, tools, information. 5.Compensate generously pay for performance. incentives and perks. Provide appropriate benefits, regular raises and bonuses,

6.Provide interesting work give purpose to the job and a sense of belonging. Assess what each individuals talents and skills are and then allow them to work where they fit - give people the opportunity to develop in their area of interest. 7. Promote growth and development. Provide the opportunity to learn in various environments. Pay for training regardless of subject matter. 8. Be perceived as a loyal employer. Build trust be fair and consistent. interests at heart, come through on promises and keep commitments. Show that you have employees best

9.Create a fun, enjoyable environment - encourage friendships and social situations. Allow employees to take control over the one aspect of a situation they do control - how they choose to respond to it and encourage laughter. 10. Offer frequent communication and feedback.

Different types of Motivation. Motivational techniques have been experienced by every person from birth. We learn behaviour through motivation. We live our whole lives because of motivation. The question that remains however is this: What motivation should a person have? This is important because our motivation decides our behaviour. Some types of motivation are more effective than others. However, the perfect motivation for you can only be decided by one person: YOU. There is no one thing that motivates people to perform certain actions. People are different, so it follows that their motivations have to be different. Here are some types of motivation: 1. Achievement

This is the motivation of a person to attain goals. The longing for achievement is inherent in every man, but not all persons look to achievement as their motivation. They are motivated by a goal. In order to attain that goal, they are willing to go as far as possible. The complexity of the goal is determined by a person's perception. To us, the terms "simple" and "complex" are purely relative. What one person thinks is an easy goal to accomplish may seem to be impossible to another person. However, if your motivation is achievement, you will find that your goals will grow increasingly complex as time goes by. 2. Socialization Some people consider socialization to be their main motivation for actions. This is especially evident in the situation of peer pressure. Some people are willing to do anything to be treated as an equal within a group structure. The idea of being accepted among a group of people is their motivation for doing certain things. 3. Incentive motivation This motivation involves rewards. People who believe that they will receive rewards for doing something are motivated to do everything they can to reach a certain goal. While achievement motivation is focused on the goal itself, incentive motivation is driven by the fact that the goal will give people benefits. Incentive motivation is used in companies through bonuses and other types of compensation for additional work. By offering incentives, companies hope to raise productivity and motivate their employees to work harder.

4. Fear motivation When incentives do not work, people often turn to fear and punishment as the next tools. Fear motivation involves pointing out various consequences if someone does not follow a set of prescribed behavior. This is often seen in companies as working hand-in-hand with incentive motivation. Workers are often faced with a reward and punishment system, wherein they are given incentives if they accomplish a certain goal, but they are given punishments when they disobey certain policies. 5. Change motivation Sometimes people do things just to bring about changes within their immediate environment. Change motivation is often the cause of true progress. People just become tired of how things are and thus, think of ways to improve it.

ANALYSIS AND INTERPRETATION OF DATA DESCRIPTIVE STATISTICS Response about the support from the HR department

SL NO. PARTICULAR 1 2 3 4 5
Highly satisfied

Satisfied Neutral Dissatisfied Highly satisfied Total

NUMBER OF PERCENTAGE RESPONDENTS 18 36 29 58 3 6 0 0 0 0 50 100

60 50 40 30 20 10 0 36

58

6 0 0

Series 1

INTERPRETATION The table shows that 58% of the respondents are satisfied with the support they are getting from the HR department.

Management is interested in motivating the employees

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 27 54 20 40 3 6 0 0 0 0 50 100

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

54% 40%

Series 1 6% 0 Strongly Agree Agree Neutral Disagree 0 Strongly Disagree

INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees.

Periodical increase in salary

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 12 24 23 46 3 6 9 18 3 6 50 100

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree 24%

46%

18%

Series 1

6%

6%

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 46% of employees agree that there is a periodical increase in the salary.

Job security existing in the company.

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 15 30 18 36 11 22 3 6 3 6 50 100

40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree 30%

36%

22% Series 1 6% 6%

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 36% of employees agree with good job security exists in the company.

Good relation with the co-workers.

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 15 30 27 54 8 16 0 0 0 0 50 100

60% 50% 40% 30% 30%

54%

Series 1 20% 10% 0% 0% Strongly Agree Agree Neutral Disagree Strongly Disagree 0% 16%

INTERPRETATION The table shows 54% of the respondents agree that they have good relations with co-workers.

Effective promotional opportunities in present job.

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 9 18 26 52 9 18 3 6 3 6 50 100

60% 50% 40% 30% 20% 10% 0% Syrongly Agree 18%

52%

Series 1 18% 6% 6%

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 52% of the respondents agree with effective promotional opportunities in their present job.

Performance appraisal activities are helpful to get motivated.

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 9 18 23 46 6 12 3 3 9 18 50 100

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree 18%

46%

18% 12% 3%

Series 1

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 46% of the respondents agree that the performance appraisal activities are helpful to motivated.

Support from the co-worker is helpful to get motivated

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 12 20 29 46 0 0 6 12 3 6 50 100

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree 20%

46%

Series 1 12% 6% 0% Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 58% of the respondents agree that support from the co-worker is helpful to get motivated.

Career development opportunities are helpful to get motivated.

SL NO. 1 2 3 4 5

PARTICULAR
Strongly Agree

Agree Neutral Disagree Strongly Disagree Total

NUMBER OF PERCENTAGE RESPONDENTS 10 20 26 52 2 4 4 8 8 16 50 100

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

52%

Series 1 16% 8% 4%

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 52% of the respondents agree that the career development opportunities are helpful to get motivated.

Factors which motivates you the most.

SL NO. 1 2 3 4 5

PARTICULAR
Salary Increase

Promotion Leave Motivational Talk Recognition Total

NUMBER OF PERCENTAGE RESPONDENTS 21 42 15 30 3 6 5 10 6 12 50 100

12% 10% 6% 30% 42%

Salary Increase Promotion Leave Motivational Talk Recognition

INTERPRETATION The table shows that the 42% of the respondents is responding that increase in salary will motivate them the most.

Management involves you the in decision making which are connected to your department.

SL NO.
1 2 3

PARTICULAR
Yes No Occasionally Total

NUMBER OF RESPONDENTS
47 0 3 50

PERCENTAGE
94 0 6 100

Yes No Occasionally

INTERPRETATION The table shows 94% of the respondents agree that the management involve them in the decision making which are connected to your department.

SUMMARY
This document aims at providing employees and management memberswith the information that can be beneficial both personally and professionally. Every business enterprises 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 customer , maintenance of a contended workforce and creation of public image. The basic job of management of any business is the effective utilization of available human resource, technological, finance and physical resources for the achievement of the business objectives. The project entitled as Employee motivation was done to find out the factors which will motivate the employees. 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 incentives, performance appraisal system, good relationship with co-workers; promotional opportunities in the present job, employee participation in decision making are very much effect the level employee motivation. It is also clear from the study that the company is so eager in motivating their employees and their present effort for it so far effective. The human resources can play an important role in the realization of the objectives. Employees work in the organization for the satisfaction of their needs. If the human 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.

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

SUGGESTIONS

The suggestions for the findings from the studies are as follows: 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 plan 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 opportunities should be given to the employees for their improvement. If the centralized system of management is changed to decentralized one, then there would be active and committed participation of staff for the success of the organization.

LIMITATION OF STUDY

The limitation of the study is as follows: The data was collected through questionnaire. The responds from the respondents may not be accurate. The sample taken from the study was only 50 and the results drawn may not be accurate. Since the organization has strict control, it act as another barrier of getting data. Another difficulty was very limited time span of the project. Lack of experience of researchers.

CONCLUSION
The study concludes that, the motivational program procedure in j.K TYRE is found effective but not highly effective. The study on employee motivation highlighted