a study on enhancing the motivation between managers and workers at indo shell cast pvt ltd...

8/22/2019 A STUDY ON ENHANCING THE MOTIVATION BETWEEN MANAGERS AND WORKERS AT INDO SHELL CAST PVT LTD MA

1/77

PROJECT REPORT

Submitted by

SWATHI.S

REG NO 108001107051

in partial fulfilment of the requirements for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

in

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTHAN COLLEGE OF ENGINEERING AND

TECHNOLOGY

COIMBATORE-641 032

JUNE 2012

i

A STUDY ON ENHANCING THEMOTIVATION BETWEEN MANAGERS AND

WORKERS AT INDO SHELL CAST PVT

LTD MALUMICHAMPATTI


2/77

HINDUSTHAN COLLEGE OF ENGINEERING AND

TECHNOLOGY

COIMBATORE-641 032DEPARTMENT OF MANAGEMENT STUDIES

PROJECT WORK

JUNE-2012

This is to certify that the project entitled

A STUDY ON ENHANCING THE MOTIVATION BETWEEN

MANAGERS AND WORKERS AT INDO SHELL CAST PVT

LTD MALUMICHAMPATTI

is the bonafide record of work done by

SWATHI.S

REG. NO. 108001107051

of Master of Business Administration during the year 2011-2012

_____________________ _____________________

PROJECT GUIDE HEAD OF DEPARTMENT

Submitted for Project Viva-Voce examination held on

_______________ ________________

Internal Examiner External Examiner

ii


3/77

DECLARATION

I affirm that the project work titled A STUDY ON ENHANCING THE

MOTIVATION BETWEEN MANAGERS AND WORKERS being submitted in partial

fulfilment for the award ofMASTER OF BUSINESS ADMINSTRATION is the original work

carried out by me. It has not formed the part of any other project work submitted for award of

any degree or diploma, either in this or any other university.

SWATHI.S

(108001107051)

I certify that the declaration made above by the candidate is true.

Signature of the guide

Prof.N.J.RAVICHANDRAN,

MA., M.Sc.,MBA., PGDM., PGDHRM.,

ASSISTANT PROFESSOR

DEPARTMENT OF MANAGEMENT STUDIES

iii


4/77

ACKNOWLEDGMENT

I first and foremost thanks to lord god almighty for giving me grace and knowledge to

complete this training work successfully

My sincere and hearty thanks to Dr.V. SOUNDARARAJAN, Ph.D., Hindusthan

College of Engineering And Technology, Coimbatore, for giving me an opportunity to do the

training.

I wish to convey my profuse thanks to Dr.V.SURESH, M.Com., MBA., M.Phil.,

PGDCA., SLST., PGDFM., Ph.D. Head of the Department of Management Studies for help

throughout the training.

I admit my thanks to PROF.N.J.RAVICHANDRAN, M.A., M.Sc., MBA., PGDM.,

PGDHRM., of Department of Management Studies, Hindusthan College of Engineering

and Technology, Coimbatore, for the continuous guidance to accomplish my training work.

And I thank all the other faculty members of the Department of Management Studies for their

valuable support in my Project Work.

I am deeply indebted to Mr. SHAKTHIVEL, HRD MANAGER Indo Shell Cast pvt

ltd, Malumichampatti for giving me the permission and arranged for the needful help and

enabling me to undertake training in their esteemed and reputed organization.

I thankMr.P.PRABHU Assistant Human Resource Manager, Indo Shell Cast pvt ltd

malumichampati for giving me the permission to do the project work in their esteemed

organization.

iv


5/77

CONTENTS

S. NO DESCRIPTION PAGE NO

Abstract Vi

List of tables Vii

List of charts Viii

CHAPTER 1

1.1 Introduction of the study 1

1.2 Industry profile 12

1.3 Company profile 19

CHAPTER 2

2.1 Need of the study 27

2.2 Objectives of the study 27

2.3 Limitations 28

2.4 Review of Literature 29

CHAPTER-3

3 Research Methodology 33

CHAPTER-4

4 Analysis and interpretation 35

CHAPTER-5

5.1 Findings 64

5.2 Suggestions 65

5.3 Conclusion 66

Bibliography and Web sites 67

Appendix 68

v


6/77

ABSTRACT

While studying management we realized that most of the already

existing theories discuss motivation to work from a general perspective. Therefore we

found it interesting to investigate motivation on a deeper level.

Motivation to work differences between managers and workers

The research questions for our project, is there a difference in motivation between

managers and workers? If so, what is the difference between the two? The purpose is to

examine if a manager and a worker have shared understandings and common factors of

what motivates them, or if certain characteristics can be distinguished.

Moreover, the chosen companies are located nearby which gives us the

opportunity to visit them and to accomplish face to face conversations.

We have interviewed each person of a company, whereby one has the position of a

manager and the other has the position of a worker. Moreover, the method of our

interviews are qualitative, mostly due to the fact that we wanted create a comfortable

feeling for the interviewee and to so that we could get deep insight of what motivates that

person. We have studied old famous theories regarding motivation to work; we have also

found more recent research about the subject.

1. To get a foundation so that we could accomplish interviews with thought.

2. To be able to interpret and analyze the collected material.

To a certain point we mention the similarities in motivation to work between a worker

and a manager, however our main focus in our project are the differences.

Moreover, the managers are satisfied with their positions and the workers are

satisfied at the moment but would like to advance in the future.

We have found answers to our research questions, there are differences in motivation to

work between managers and workers. Money is a great motivator for the workers, and

working climate, recognition and free time are the essential factors for the managers.

vi


7/77

LIST OF TABLES

S.NO TITLE OF TABLE PAGE NO

1 Table showing the Durability of the job 36

2 Table showing the self approval of work 37

3 Table showing the Acceptance of Superior talk 38

4Table showing the satisfaction of encouragement given byimmediate superior.

39

5 Table showing the enhancement determines effort 40

6 Table showing the team spirit capability. 41

7 Table showing the profit calculation on bounty 42

8 Table showing the way of reinforcement 43

9 Table showing the level of motivation along with work perfection. 44

10 Table showing the hierarchy of management 45

11 Table showing the symbol of careless attitude 46

12 Table showing the evidence of sincere work 47

13 Table showing the position of the job 48

14 Table showing the efforts rely on authorities work. 49

15 Table showing the self approval attempts goal. 5016 Table showing the opportunity proceeds good will 51

17 Table showing the relevance in attitude and job 52

18 Table showing the upgrade of mine and superiors. 53

19 Table showing the clich of target in own. 54

20 Table showing the support of myself to victory 55

21 Table showing that I give my part rely on acceptance of target 56

22 Table showing the precedence of set pattern tends to achievement. 57

23 Table showing the acceptance of hard work by authority. 58

24Table showing the recognition of thoughts tends to choice of

concern.59

25 Table showing the haul of my soul for concern. 60

vii


8/77

LIST OF CHARTS

S.NO TITLE OF CHARTS PAGE NO

1 Chart showing the Durability of the job 36

2 Chart showing the self approval of work 37

3 Chart showing the Acceptance of Superior talk 38

4Chart showing the satisfaction of encouragement given byimmediate superior.

39

5 Chart showing the enhancement determines effort 40

6 Chart showing the team spirit capability. 41

7 Chart showing the profit calculation on bounty 42

8 Chart showing the way of reinforcement 43

9 Chart showing the level of motivation along with work perfection. 44

10 Chart showing the hierarchy of management 45

11 Chart showing the symbol of careless attitude 46

12 Chart showing the evidence of sincere work 47

13 Chart showing the position of the job 48

14 Chart showing the efforts rely on authorities work. 49

15 Chart showing the self approval attempts goal. 5016 Chart showing the opportunity proceeds good will 51

17 Chart showing the relevance in attitude and job 52

18 Chart showing the upgrade of mine and superiors. 53

19 Chart showing the clich of target in own. 54

20 Chart showing the support of myself to victory 55

21 Chart showing that I give my part rely on acceptance of target 56

22 Chart showing the precedence of set pattern tends to achievement. 57

23 Chart showing the acceptance of hard work by authority. 58

24Chart showing the recognition of thoughts tends to choice of

concern.59

25 Chart showing the haul of my soul for concern. 60

Viii


9/77

CHAPTER-1

1.1 INTRODUCTION

Motivation is a set of process that moves a person towards goal. Thus motivated

behaviors are voluntary choices controlled by the individual employee. The superior (motivator)

wants to influence the factors that motivate employees to high levels of productivity. Factors that

affect the work motivation include individual differences, job characteristics and organizational

practices.

Individual differences are personal needs, values and attitudes, interests and abilities that

people bring to their job. Job characteristics are the aspects of position that determines its

limitation and challenges. Organizational practices are the rules of human resource polices,

managerial practices or reward systems of an organization. Supervisor must consider how these

factors interact to affect the employee job performance.

DEFINITION

Motivation refers to the way in which urges, drives desires, aspiration, strings, or needs

direct, control or explain the behaviors of human beings.

-by Mc. Farland

Motivation is the process of arousing, maintaining and controlling interest in a goal

directed pattern of behavior.

SIMPLE MODEL OF MOTIVATION

The purpose of behavior is to satisfy needs. A need is anything that is required may be

desired or useful. A want is a conscious recognition of need. A need arises when there is a

difference in self concept. (The way I see myself) and perception (The way I see world around

me) the presence of an active need is expressed as an inner state of tension from which the

individual seeks relief.


10/77

DETERMINES OF MOTIVATION

Traditional is believed that employees are motivated by the opportunity to make as such

money as possible and will act rationally to maximize their earnings, the assumption is that

money. Because what it can, buy is the most important motivation of all people. According to

human behavior the pluralistic approach men work is to fulfill a variety of needs are three types

of forces generally influencing human behavior

i. Forces operating within the individualii. Forces operating within the organizationiii. Forces operating in the environment

a. The individual: People need are different and each person is difference and a variety ofthe work done. It is the duty of the manager to match individual needs expectations to the

type of rewards available in the job setting.

b. The organization: The climate plays an important part in determining workersmotivation. The climate in an organization is determining by a number of variables such

as its leadership style, autonomy enjoyed by numbers growth prospects. Emotional

support from members rewards structure etc.,

c. The Environment: the worker does not live in two separate words one inside the factoryand the others outside it the troubles and pressures off the job life cannot be put aside

when reporting the job experiences and of the job experience are inextricably inter over

and cannot be separated into water-tight compartment. Culture norms customs, images

and attributes accorded by the society to particular jobs, profession and occupation and

the worker home life. Factors such as social status the social acceptance play an

important role in shaping the motivation.


11/77

Nature of Motivation:

A manager gets result through other people his effectiveness depends to a large extends, on

the willingness of his employees to do the assigned task with interest and enthusiasm. Motivation

is the work of the manager performs to inspire and encourage people to task required action.

According to Scott,

Motivation is a process of stimulating people to action to accomplish desire goal.

Motivation has three distinct features.

It is goal directed motivation is driver stage that channels behaviors into specific courseswhich is fulfillment of a felt need.

It results from a felt need. Motivation triggers behavior impelling a person to action. It sustains behavior in progress. It persists until the satisfaction or reduction of a stage

occurs.

Further Motivation is a personal and internal feeling. The feeling arises from needs and wants

human needs are untitled fulfillment of one set of needs gives rise to other needs, therefore

motivation is a continuous process since needs are interrelated. The success of an organization

ultimately on how effectively is able to motivate their subordinates. In other word of Allen,

poorly motivation people can nullify the soundest organization. It is easy to understand the

complexities involving in motivating people. If any employee has an agreement with his boss

and fails to report to work the next day, it may appear that his behavior result of the

confrontation, however his behavior may actually be motivated by a combination of factors

including over work, family illness or some other problems. As things stand now the whys of

behavior cannot be explain easily. Lets us examine some of the factors that complicate his

process.

Ways for Motivation

Many managers mistake that money is the prime motivator for their employees. However,

according to surveys, different companys money is constantly rankers 5 or lowers by most

employees. So, if money is not the best way for motivation, the three important issues according


12/77

to employees are respect, a sense of accomplishment and recognition. Taking these into

consideration. Sets explore several ways to keep motivation.

a. Involve them (Employees)b. Communicatec. Celebrate individual and team performanced. Set challenging goals.e. Give them the tools to succeedf. Manage poor performanceg. Lead by example

Motivation Cycle or Process

Motivation is a process or cycle aimed at accomplishing some goal. The basic elements

included in the process are

a. Motivesb. Goalsc. Behavior

Needs and Importance

Improved productivity and job performance. Enhanced job performance and job

satisfaction, improved teamwork and communication, increased productivity, proved relations

with co-workers and supervisors and reduced absenteeism and sick days. Numerous companies


13/77

case studies have documented increased sales, revenues and profits, improved employee morale,

more harmonious work environment and reduced mistakes, job accidents and injuries.

Increased creativity and intelligence broader comprehension along with increased ability

to focus improved memory and learning ability. Improved problem solving ability and decision-

making reduced stress and job tension, improved personal and work relationships and improved

psychological health.

THEORIES OF MOTIVATION

From the very beginning, the human organizations were established; various thinkers have

tried to find out the answer to what motivates people to work. Different approaches applied by

them have resulted in a number of theories concerning motivation. These all theories are broadly

classified into three categories:

a) Theories based on human needs.b) Theories based on human nature.c) Theories based on expectations of human beings.

Maslows Need Hierarchy Theory

It is probably safe to say that the most well-known theory of motivation is Maslows

Need Hierarchy Theory. This theory is based on the human needs drawing chiefly on his clerical

experience; he classified all human needs into a hierarchical manner from the lower of the higher

order. In essence, he believed that once a given level of need is satisfied, it no longer serves to

motivate man.

Maslow identified five levels in his Need Hierarchy as shown in the figure:

Self Actualization, personal growth realization of potential

Esteem needs titles, status, symbols, promotion, ban quests.

Special needs format and informal work groups.

Security needs seniority plans union health insurance severance pay pension.

Basic needs.


14/77

Maslow hypothesized that within every human being there exists a hierarchy of following five

heads:

a) Psychological Needs: Includes hunger, thirst, shelter, sex, and other bodily needs.b) Safety: Includes safety and protection from physical and emotional harmc) Social Needs: Includes affections, belongings, acceptance and friendshipd) Esteem Needs: Includes internal esteem factors such as self-respect, autonomy, and

achievement and external esteem factors such as status, recognition, and attention.

e) Self-actualization: The drive to become what one is capable of becoming includes growthachieving ones potential and self-fulfillment.

He conclude that organism will aspire for a higher order needs only when lower needs

are satisfied.

Hertzbergs Motivation Hygiene Theory

The psychological Frederick Hertzberg extended the work of Maslows and proposed a

new motivation theory popularly known as Hertzbergs Motivation Hygiene (Two-factor)

Theory. Hertzberg conducted a widely reported motivational study on zoo accountants and

engineers employed by firms in and around Western Pennsylvania.

He asked these people to describe two important incidents at their job

a) When did you feel particularly good about your job?b) When did you feel particularly bad about your job?

He used the critical incident method of obtaining data.

Reported good feelings were generally associated with job satisfaction whereas bad

feelings with job dissatisfaction. Hertzberg labeled the job satisfiers motivators and he called the

job satisfiers hygiene or maintenance actors. Taken together, the motivators and hygiene factors

have become known as Hertzberg two-factor theory of Motivation.


15/77

According to Hertzberg, the opposite of satisfaction is dissatisfaction. The underlined

reason, he says, is that the removal of dissatisfying characteristics from a job does not

necessarily make the job satisfying. He believes in the existence of dual continuum. The opposite

of satisfaction is no satisfaction and the opposite of dissatisfaction is no dissatisfaction.

Hertzbergs Motivational and Hygiene Factors

Because of its ubiquitous nature, salary commonly shows up as a motivator as well as hygiene.

Regardless of circumstance, Hertzbergs Two-factor motivation theory has been widely read and

few managers seem unfamiliar with his recommendations. The main use of these

recommendations lies in planning and controlling of employees work.

Criticism

a) Profile generally tends to take credit themselves when things are well. They blame failureon the external environment.

b) The theory basically explains job satisfaction not motivation.c) Even job satisfaction is not measured on an overall basis. It is not unlikely that a person

may dislike a post of his/her job, still thinks the job acceptable.

d) This theory neglects situational variable to motivate an individual.

Hygiene Job Dissatisfaction Motivators Job Satisfaction

Company Policy and Administration Achievement

Supervision Recognition

Interpersonal Relations Work Itself

Working Conditions Responsibility

Salary Enhancement

Status Growth

Security


16/77

McClellands Need Theory

McClellands Need Theory is closely associated with the learning theory because he believed

that the needs are learned or acquired by the kind of events people experience in their

environment and culture. He found that people who acquire a particular need behave differently

from those who do not have. His theory focuses on Murrays needs.

a) Achievementb) Power

They are defined as:

a) Needs for achievements:The need for achievement is a behavior directed towards competition with the

standard of excellence. McClelland found that people with a high need for achievement

perform better than those with a moderate or low need of achievement and noted

regional/ national differences in achievement motivation. Through his research,

McClelland identified the following three characteristics of high need achievers.

i. High need achievers have a strong desire to assume personal responsibility forperforming a task or finding a solution to a problem

ii. High needs achievers tend to set a moderately difficult goal and take calculated risks?iii. High need achievers have a strong desire for performance feedback?

b) Need for powerThe need for the power is concerned with making an impact on others, the urge to change

people and the desire to make differences in life. The people with a high need for the power

are people who like to be in control of people and events. This result in ultimate satisfaction

of man. People which have high need for power are characterized by

1. A desire to influence and direct somebody else2. They tend to conform to the wishes of those people whose friendship and companionship

they value.

3. They value the feelings of others.


17/77

McGregors participation theory

Douglas McGregor formulated two distinct view of human beings based on the

participation of workers. The first basically negative, labeled theory X and the other,

basically positive, labeled Theory Y.

Theory X is based on the following assumptions:

a. People are, by nature, indolent. They like to work as little as possible.b. People like ambition, dislike responsibility and prefer to be directed by others.c. People are inherently self-centered and indifferent to organizational needs and goals.d. People are generally gullible and not very sharp and bright.Theory Y assumes that

a. People are not, by nature, passive or resistant to organizational goals.b. They want to assume responsibility.c. They want their organization to succeed.d. People are capable of directing their own behavior.e. They have a need for achievement.What McGregor tried to dramatize through his theory X and theory Y is to outline the

extremes to draw the fencing within which the organizational man is usually seen to be had.

The fact remains that no organizational man would actually belong the theory X or to the

theory.

Argyris Theory

Argyris has developed his motivation theory based on propositions how management

practices affect the individual behavior and growth. In his view, the scene changes taking

place in an individual personality make him or her nature one. In other words, personality of

an individual develops from immaturity as follows.


18/77

Immaturity Maturity

Passivity Activity

Dependence Independence

Capable of behavior in a few ways shallow

interest

Capable of behavior in a many ways deep

interest

Short term perspective Long term position

Sub ordinate position Super ordinate position

Lack of awareness Self awareness and control

Argyris views that immaturity exists in individuals mainly because of organizational

setting and management practices such as task specialization, chain of command, unity of

direction and span of management. He states that such situations will satisfy not only the

psychological and safety needs but also will motivate them to make ready to make more, use

their potential in accomplishing organizational goals.

Vrooms Expectancy Theory

One of the most widely accepted explanations of motivation is offered by Victor Vroom

in his expectancy theory. It is a cognitive process theory of motivation. This theory speaksabout the relationships between national of effort, performance and rewards are depicted

below


19/77

Thus they key constructs in the Expectancy Theory of motivations are:

i) Valence: Valence, according to Vroom, means the value or strength or place on aparticular outcome/rewards

ii) Expectancy: It relates efforts to performanceiii) Instrumentality: By instrumentality, Vroom means, they believe the performance is

related to rewards. Thus Vroom motivation can also be expressed in the form of

equation as follows.

Motivation= Valence X Expectancy X Instrumentality

Being the model multiplicative in nature all the three variables must have high positive

values to imply motivated performance devices. If any one of the variables approaches the 0

level, the possibility of the so motivated performance also touches the zero level.


20/77

1.2 INDUSTRY PROFILE

A foundry is a factory that produces metal castings. Metals are cast into shapes by

melting them into a liquid, pouring the metal in a mold, and removing the mold material or

casting after the metal has solidified as it cools. The most common metals processed are

aluminum and cast iron. However, other metals, such as bronze, steel, magnesium, copper, tin,

and zinc, are also used to produce castings in foundries.

PROCESS

A metal die casting robot in an industrial foundry

In metalworking, casting involves pouring liquid metal into a mold, which contains a

hollow cavity of the desired shape, and then allowing it to cool and solidify. The solidified part is

also known as a casting, which is ejected or broken out of the mold to complete the process.

Casting is most often used for making complex shapes that would be difficult or uneconomical to

make by other methods
http://en.wikipedia.org/wiki/Factoryhttp://en.wikipedia.org/wiki/Metalhttp://en.wikipedia.org/wiki/Casting_(metalworking)http://en.wikipedia.org/wiki/Aluminiumhttp://en.wikipedia.org/wiki/Cast_ironhttp://en.wikipedia.org/wiki/Bronzehttp://en.wikipedia.org/wiki/Steelhttp://en.wikipedia.org/wiki/Magnesiumhttp://en.wikipedia.org/wiki/Copperhttp://en.wikipedia.org/wiki/Tinhttp://en.wikipedia.org/wiki/Zinchttp://en.wikipedia.org/wiki/Metalworkinghttp://en.wikipedia.org/wiki/Mold_(manufacturing)http://en.wikipedia.org/wiki/File:Automation_of_foundry_with_robot.jpghttp://en.wikipedia.org/wiki/File:Clabecq_JPG01.jpghttp://en.wikipedia.org/wiki/File:Automation_of_foundry_with_robot.jpghttp://en.wikipedia.org/wiki/File:Clabecq_JPG01.jpghttp://en.wikipedia.org/wiki/Mold_(manufacturing)http://en.wikipedia.org/wiki/Metalworkinghttp://en.wikipedia.org/wiki/Zinchttp://en.wikipedia.org/wiki/Tinhttp://en.wikipedia.org/wiki/Copperhttp://en.wikipedia.org/wiki/Magnesiumhttp://en.wikipedia.org/wiki/Steelhttp://en.wikipedia.org/wiki/Bronzehttp://en.wikipedia.org/wiki/Cast_ironhttp://en.wikipedia.org/wiki/Aluminiumhttp://en.wikipedia.org/wiki/Casting_(metalworking)http://en.wikipedia.org/wiki/Metalhttp://en.wikipedia.org/wiki/Factory


21/77

MELTING

Melting metal in a ladle for casting

Melting is performed in a furnace. Virgin material, external scrap, internal scrap, and

alloying elements are used to charge the furnace. Virgin material refers to commercially pure

forms of the primary metal used to form a particular alloy. Alloying elements are either pure

forms of an alloying element, like electrolytic nickel, or alloys of limited composition, such as

ferroalloys or master alloys. External scrap is material from other forming processes such as

punching, forging, ormachining. Internal scrap consists ofgates, risers, defective castings, and

other extraneous metal oddments produced within the facility.

The process includes melting the charge, refining the melt, adjusting the melt chemistry

and tapping into a transport vessel. Refining is done to remove deleterious gases and elements

from the molten metal to avoid casting defects. Material is added during the melting process to

bring the final chemistry within a specific range specified by industry and/or internal standards.

Certain fluxes may be used to separate the metal from slag and/or dross and degassers are used to

remove dissolved gas from metals that readily dissolve certain gasses. During the tap, final

chemistry adjustments are made.

Furnace

Several specialised furnaces are used to melt the metal. Furnaces are refractory lined

vessels that contain the material to be melted and provide the energy to melt it. Modern furnace

types include electric arc furnaces (EAF), induction furnaces, cupolas, reverberatory, and

crucible furnaces. Furnace choice is dependent on the alloy system and quantities produced.
http://en.wikipedia.org/wiki/Furnacehttp://en.wikipedia.org/wiki/Alloyhttp://en.wikipedia.org/wiki/Nickelhttp://en.wikipedia.org/wiki/Ferroalloyhttp://en.wikipedia.org/wiki/Punchinghttp://en.wikipedia.org/wiki/Forginghttp://en.wikipedia.org/wiki/Machininghttp://en.wikipedia.org/wiki/Gatehttp://en.wikipedia.org/wiki/Riserhttp://en.wikipedia.org/wiki/Refininghttp://en.wikipedia.org/wiki/Flux_(metallurgy)http://en.wikipedia.org/wiki/Electric_arc_furnacehttp://en.wikipedia.org/wiki/Induction_furnacehttp://en.wikipedia.org/wiki/Cupola_furnacehttp://en.wikipedia.org/wiki/Reverberatory_furnacehttp://en.wikipedia.org/wiki/File:Gussmetallschmelze.jpghttp://en.wikipedia.org/wiki/Reverberatory_furnacehttp://en.wikipedia.org/wiki/Cupola_furnacehttp://en.wikipedia.org/wiki/Induction_furnacehttp://en.wikipedia.org/wiki/Electric_arc_furnacehttp://en.wikipedia.org/wiki/Flux_(metallurgy)http://en.wikipedia.org/wiki/Refininghttp://en.wikipedia.org/wiki/Riserhttp://en.wikipedia.org/wiki/Gatehttp://en.wikipedia.org/wiki/Machininghttp://en.wikipedia.org/wiki/Forginghttp://en.wikipedia.org/wiki/Punchinghttp://en.wikipedia.org/wiki/Ferroalloyhttp://en.wikipedia.org/wiki/Nickelhttp://en.wikipedia.org/wiki/Alloyhttp://en.wikipedia.org/wiki/Furnace


22/77

For ferrous materials, EAFs, cupolas, and induction furnaces are commonly used. Reverberatory

and crucible furnaces are common for producing aluminum, bronze, and brass castings.

Furnace design is a complex process, and the design can be optimized based on multiple

factors. Furnaces in foundries can be any size, ranging from small ones used to melt precious

metals to furnaces weighing several tons, designed to melt hundreds of pounds of scrap at one

time. They are designed according to the type of metals that are to be melted. Furnaces must also

be designed based on the fuel being used to produce the desired temperature. For low

temperature melting point alloys, such as zinc or tin, melting furnaces may reach around 500 C.

Electricity, propane, or natural gas are usually used to achieve these temperatures. For high

melting point alloys such as steel or nickel based alloys, the furnace must be designed for

temperatures over 1600 C. The fuel used to reach these high temperatures can be electricity (asemployed in electric arc furnaces) orcoke.

The majority of foundries specializes in a particular metal and has furnaces dedicated to

these metals. For example, an iron foundry (for cast iron) may use a cupola, induction furnace, or

EAF, while a steel foundry will use an EAF or induction furnace. Bronze orbrass foundries use

crucible furnaces or induction furnaces. Most aluminium foundries use either electric resistance

or gas heated crucible furnaces or reverberatory furnaces.

Degassing

In the case of aluminum alloys, a degassing step is usually necessary to reduce the

amount of hydrogen dissolved in the liquid metal. If the hydrogen concentration in the melt is

too high, the resulting casting will be porous as the hydrogen comes out of solution as the

aluminium cools and solidifies. Porosity often seriously deteriorates the mechanical properties of

the metal.

An efficient way of removing hydrogen from the melt is to bubble argon or nitrogen

through the melt. To do that, several different types of equipment are used by foundries. When

the bubbles go up in the melt, they catch the dissolved hydrogen and bring it to the top surface.

There are various types of equipment which measure the amount of hydrogen present in it.
http://en.wikipedia.org/wiki/Electric_arc_furnacehttp://en.wikipedia.org/wiki/Coke_(fuel)http://en.wikipedia.org/wiki/Cupola_furnacehttp://en.wikipedia.org/wiki/Bronzehttp://en.wikipedia.org/wiki/Brasshttp://en.wikipedia.org/wiki/Cruciblehttp://en.wikipedia.org/wiki/Cruciblehttp://en.wikipedia.org/wiki/Brasshttp://en.wikipedia.org/wiki/Bronzehttp://en.wikipedia.org/wiki/Cupola_furnacehttp://en.wikipedia.org/wiki/Coke_(fuel)http://en.wikipedia.org/wiki/Electric_arc_furnace


23/77

Alternatively, the density of the aluminium sample is calculated to check amount of hydrogen

dissolved in it.

Mold making

A diagram of draft on a pattern.

In the casting process a pattern is made in the shape of the desired part. This pattern is

made out of wax, wood, plastic or metal. Simple designs can be made in a single piece or solid

pattern. More complex designs are made in two parts, called split patterns. A split pattern has a

top or upper section, called a cope, and a bottom or lower section called a drag. Both solid and

split patterns can have cores inserted to complete the final part shape. Cores are used to create

hollow areas in the mold that would otherwise be impossible to achieve. Where the cope and

drag separates is called the parting line.

A diagram of an undercut in a mold.

When making a pattern it is best to taper the edges so that the pattern can be removed without

breaking the mold. This is called draft. The opposite of draft is an undercut where there is part of

the pattern under the sand making it impossible to remove the pattern without damaging themold. The molds are constructed by several different processes dependent upon the type of

foundry, metal to be poured, quantity of parts to be produced, size of the casting and complexity

of the casting. These mold processes include:

Sand castingGreen or resin bonded sand mold.
http://en.wikipedia.org/wiki/Core_(manufacturing)http://en.wikipedia.org/wiki/Parting_linehttp://en.wikipedia.org/wiki/Draft_(engineering)http://en.wikipedia.org/wiki/Sand_castinghttp://en.wikipedia.org/wiki/File:Undercut.pnghttp://en.wikipedia.org/wiki/File:Draft.pnghttp://en.wikipedia.org/wiki/File:Undercut.pnghttp://en.wikipedia.org/wiki/File:Draft.pnghttp://en.wikipedia.org/wiki/Sand_castinghttp://en.wikipedia.org/wiki/Draft_(engineering)http://en.wikipedia.org/wiki/Parting_linehttp://en.wikipedia.org/wiki/Core_(manufacturing)


24/77

Lost-foam castingPolystyrene pattern with a mixture of ceramic and sand mold. Investment castingWax or similar sacrificial pattern with a ceramic mold. Ceramic mold castingPlaster mold. V-process castingVacuum is used in conjunction with thermoformed plastic to form

sand molds. No moisture, clay or resin is needed for sand to retain shape.

Die castingMetal mold. Billet (ingot) casting Simple mold for producing ingots of metal normally for use in

other foundries.

Pouring

Bronze poured from a ladle into a mold, using the ancient lost-wax castingprocess In a foundry, molten metal is poured into molds. Pouring can be accomplished with

gravity, or it may be assisted with a vacuum or pressurized gas. Many modern foundries

use robots or automatic pouring machines for pouring molten metal. Traditionally, molds

were poured by hand using ladles.

Shakeout

The solidified metal component is then removed from its mold. Where the mold is sandbased, this can be done by shaking or tumbling. This frees the casting from the sand,

which is still attached to the metal runners and gates - which are the channels through

which the molten metal traveled to reach the component itself.
http://en.wikipedia.org/wiki/Lost-foam_castinghttp://en.wikipedia.org/wiki/Investment_castinghttp://en.wikipedia.org/wiki/Ceramic_mold_castinghttp://en.wikipedia.org/wiki/V-processhttp://en.wikipedia.org/wiki/Die_castinghttp://en.wikipedia.org/wiki/Billet_(manufacturing)http://en.wikipedia.org/wiki/Lost-wax_castinghttp://en.wikipedia.org/wiki/Molding_(process)http://en.wikipedia.org/wiki/Ladle_(metallurgy)http://en.wikipedia.org/wiki/File:Born_bronze_-_Bronze_casts.jpghttp://en.wikipedia.org/wiki/Ladle_(metallurgy)http://en.wikipedia.org/wiki/Molding_(process)http://en.wikipedia.org/wiki/Lost-wax_castinghttp://en.wikipedia.org/wiki/Billet_(manufacturing)http://en.wikipedia.org/wiki/Die_castinghttp://en.wikipedia.org/wiki/V-processhttp://en.wikipedia.org/wiki/Ceramic_mold_castinghttp://en.wikipedia.org/wiki/Investment_castinghttp://en.wikipedia.org/wiki/Lost-foam_casting


25/77

Degating

Degating is the removal of the heads, runners, gates, and risers from the casting. Runners,gates, and risers may be removed using cutting torches,bandsaws or ceramic cutoff

blades. For some metal types, and with some gating system designs, the sprue, runners

and gates can be removed by breaking them away from the casting with a sledge hammer

or specially designed knockout machinery. Risers must usually be removed using a

cutting method (see above) but some newer methods of riser removal use knockoff

machinery with special designs incorporated into the riser neck geometry that allow the

riser to break off at the right place.

The gating system required to produce castings in a mold yields leftover metal, includingheads, risers and sprue, sometimes collectively called sprue, that can exceed 50% of themetal required to pour a full mold. Since this metal must be remelted as salvage, the yield

of a particular gating configuration becomes an important economic consideration when

designing various gating schemes, to minimize the cost of excess sprue, and thus melting

costs.

Heat treating

Heat treating is a group of industrial and metalworking processes used to alter thephysical, and sometimes chemical, properties of a material. The most common

application is metallurgical. Heat treatments are also used in the manufacture of many

other materials, such as glass. Heat treatment involves the use of heating or chilling,

normally to extreme temperatures, to achieve a desired result such as hardening or

softening of a material. Heat treatment techniques include annealing, case hardening,

precipitation strengthening, tempering and quenching. It is noteworthy that while the

term heat treatment applies only to processes where the heating and cooling are done for

the specific purpose of altering properties intentionally, heating and cooling often occur

incidentally during other manufacturing processes such as hot forming or welding.
http://en.wikipedia.org/wiki/Riserhttp://en.wikipedia.org/wiki/Cutting_torchhttp://en.wikipedia.org/wiki/Bandsawhttp://en.wikipedia.org/wiki/Bandsawhttp://en.wikipedia.org/wiki/Cutting_torchhttp://en.wikipedia.org/wiki/Riser


26/77

Surface cleaning

After degating and heat treating, sand or other molding media may adhere to the casting.To remove the surface is cleaned using a blasting process. This means a granular media

will be propelled against the surface of the casting to mechanically knock away the

adhering sand. The media may be blown with compressed air, or may be hurled using a

shot wheel. The media strikes the casting surface at high velocity to dislodge the molding

media (for example, sand, slag) from the casting surface. Numerous materials may be

used as media, including steel, iron, other metal alloys, aluminium oxides, glass beads,

walnut shells, baking powder among others. The blasting media is selected to develop the

color and reflectance of the cast surface. Terms used to describe this process include

cleaning, bead blasting, and sand blasting. Shot peening may be used to further work-harden and finish the surface.

Finishing

The final step in the process usually involves grinding, sanding, or machining thecomponent in order to achieve the desired dimensional accuracies, physical shape and

surface finish.

Removing the remaining gate material, called a gate stub, is usually done using a grinderor sanding. These processes are used because their material removal rates are slow

enough to control the amount of material. These steps are done prior to any final

machining.

After grinding, any surfaces that require tight dimensional control are machined. Manycastings are machined in CNC milling centers. The reason for this is that these processes

have better dimensional capability and repeatability than many casting processes.

However, it is not uncommon today for many components to be used without machining.

A few foundries provide other services before shipping components to their customers.Painting components to prevent corrosion and improve visual appeal is common. Some

foundries will assemble their castings into complete machines or sub-assemblies. Other

foundries weld multiple castings or wrought metals together to form a finished product.
http://en.wikipedia.org/wiki/Abrasive_blastinghttp://en.wikipedia.org/wiki/Shot_peeninghttp://en.wikipedia.org/wiki/Machininghttp://en.wikipedia.org/wiki/Grinding_machinehttp://en.wikipedia.org/wiki/Sandinghttp://en.wikipedia.org/wiki/CNChttp://en.wikipedia.org/wiki/Milling_machinehttp://en.wikipedia.org/wiki/Weldinghttp://en.wikipedia.org/wiki/Weldinghttp://en.wikipedia.org/wiki/Milling_machinehttp://en.wikipedia.org/wiki/CNChttp://en.wikipedia.org/wiki/Sandinghttp://en.wikipedia.org/wiki/Grinding_machinehttp://en.wikipedia.org/wiki/Machininghttp://en.wikipedia.org/wiki/Shot_peeninghttp://en.wikipedia.org/wiki/Abrasive_blasting


27/77

1.3 COMPANY PROFILE

Indo Shell Cast - manufacturing S.G.Iron and Grey Iron Castings using shell

moulding has a history of continuous improvement. A concept that has given it a past that it can

be proud of and a future it can look forward to with confidence.

The vision of promoter and managing Director that an illustrious organization

should emerge is realized through his hard work and commitment. Today, indo Shell Cast private

limited, an ISO/TS 16949-2002 (E) certified company is having 30 years of castings experience

in shell Moulded S.G.Iron castings, shell moulded Grey Iron Castings, High, Low pressure and

Gravity Die castings and exports to leading International Industrial giants. As part of diversifying

plans in related areas, Unique Shell Mould India Private LimitedSister Concern, was founded

in 1983 in response to the growing demand for quality aluminum castings with a focus on

emerging technologies that meet client requirements. A diverse and well- structured group that

strives to produce quality products that conform to the standards that would satisfy both domestic

and international markets while emphasizing on efficiency in every facet of the operation from

manufacturing to marketing. The surface finish and dimensional accuracy of the shell-moulded

casting is superior to the conventional green sand mould castings. We are one of the few

foundries certified with ISO/TS 16949-2002(E) quality system in India. We carry out APQP,

FMEA, and CONTROL PLAN & CONTINIOUS IMPROVEMENT for all the items. The

overall size of the product is 250 x 250 x 150mm. since we are having machining capacity (CNC

Laths and vertical milling center), we are supplying parts fully machined and ready for use in

assembled conditions. As technology becomes more advanced, we become more reliant on it.

The products manufactured from Indo shell Cast are technologically advanced with exceptional

quality. Our range of products provides complete peace of mind at a remarkably affordable cost.

INFRASTRUCTURE

The company continuously undertakes modernization activates to improve on its quality

and productivity. With a solid infrastructure in place, and an environment fully embracing new

technologies, we are supplying indigenous products to quality-conscious customers. The campus

of Indo shell is fortified with greenery, since we are more concerned about Environmental-

friendly processes throughout the production cycle.


28/77

The company continuously undertaking modernization activities to improve on its quality

fully embracing new technologies, we are supplying indigenous products to quality-conscious

customers.

CUSTOMIZED PRODUCT RANGE

With the most advanced dual zee track medium induction furnace, Indo shell cast is

making a head way in the manufacture of S.G.Iron (Ductile Iron) and hydraulic grey iron

castings made in the shell moulds. It has also specialized in developing Special Grades of

S.G.Iron with assured impact property at subzero temperature, (DIN 1693, Grade GGG 40.3) and

for pressure valve applications, ASTM-395, Grade-60-40-18. A.D.I.,High silicon Moly

S.G.Ironss, C.g.Ironss and Malleable Iron are the other special metals perfected by Indo Shell

Cast.

HIGHLIGHTS

With a weight range of castings from 50 Gms to 15 Kgs, our current annual production

is around 7700 tons of grey Iron S.G.Iron Castings. Molten metal production is around 19500

tons per annum. The overall size range of the product is 250 x 250 x 150 mm. since we are

having machining capacity (CNC Laths and vertical milling center), we are supplying parts fully

machined and ready for use in assembled conditions. We are familiar with the following Quality

Standards and we are tirelessly updating ourselves with the latest Quality requirements.

LIST OF SALIENT FACILITIES

Quality Managerial:

Spectro Meter German Make , Image Analyzer with Microscope , Ultrasonic Flaw

Detector , Ultrasonic Thickness Guage , Ultrasonic Velocity meter for modularity measurement ,

CNC-CMM , UTM , Profile Projector , Endoscope , Metrology department with a set of Master

calibration instruments , Melt lab with cooling curve , Immersion pyrometers , Radiography &

X-ray test (Out sourced) , Hardness testing equipment , Millipore testing equipment , Salt spray

tester for paint , Paint thickness tester , Sand testing equipment , Gas evaluation testing facilities ,

Magna scope , Crack detecting facility.


29/77

ENGINEERING & DEVELOPMENT

3D solid Modeling to make Tools and patterns

Simulation software for metal flow and solidification

Vertical Milling centers for Tools & Patterns making

CNC Turning Centers

Milling Machines

FOUNDRY

Dual track Induction melting furnaces for 60 tone molten metal / day

PLC controlled 4 station shell moulding machines for 10,000 moulds / day

Shell Core Shooters PLC Controlled

Mould handling using over head chain conveyers

Pin type shell mould closing machines

Mould scratch hardness testers

Mechanized inoculants feeders

Mechanized Mg cored wire feeders for S.G.Iron Treatment

Core Ovens

Coating mixers

Sand reclamation plant

CLEANING ROOM

Shot blasting machine, Nozzle shot blasting , Roto blasting , High Pressure air blasting , Set of

Grinders and gate cutting machine.


30/77

MACHINE SHOP

Indo shell Cast has put up a separate dedicated Machine shop unit for machining the

components produced in the foundry. Machine shop not only focuses on value addition to the

product but also helps in maintaining very low rejection PPM at the customer end. The products

that we machine typically have less than 100 PPM rejection from our customer. More than 80%

of our machine shop turnover comes from machining components for export. Our machine shop

is equipped with the latest CNC turning centers, vertical milling centers and horizontal milling

centers with 4th

axis machining facilities. We have the latest makino machines from Japan with

very high dimensional accuracy. We are also equipped with other ancillary machines like

honing, lapping and cleaning machines. Our primary focus is machining complicated hydraulic

castings. This requires a very low contamination levels in the complicated core areas. We have

installed an ultra-sonic cleaning machine which can achieve cleanliness levels of less than 10

milligrams. Machine shop is also equipped with the state of the measuring devices like CMM

and height master. Mitutoya CMM with advanced software facility, with our own Metrology lab

is available. To measure complicated angles and curves we have a state of the art profile

projector. Devices to measure surface finish (Ra value), flatness is also available. We also edge

cam for developing new machining jobs.

Machine Shop: V.M.C, CNC Turning, H.M.C

Maintenance Department & Utility

Air Compressors , Diesel Generators , Power Factor Controllers , V.F.C for compressed air ,

Pollution control equipment, Wind Power Plants , Non- Contact Temperature Pyrometers ,

Vibration meters , Sound Level Meters , Techno meter , Lux meter , Accostic enclosure for

Generators

ERP SYSTEM

Computers for all departments for data entry Software for Production Planning control,

Production monitoring, SPC & SQC, Defect analysis Document Control Purchase & Store

Management Inventory control Account Management, APQP FMEA, and CP DMS


31/77

QUALITY

Indo Shell Cast is committed to quality - first time, on time, and every time. All the

processes are streamlined and strict adherence to international standards of quality is ensured, to

offer only the best quality to our customers. Our objective is to deliver the highest quality results

to our clients, thus providing good value through competitive systems and processes.

Accreditations for our Quality Process

ISO 9001: 2008 Certification by RWTUV, Germany 2002.

We have been accredited with ISO 9001:2008 certificate. We have installed ISO / TS

16949:2009-certification.

We are Familiar with and implementing-

APQPAdvanced Product Quality Planning

FMEAFailure Mode Effect and Analysis

MSAMeasurement System Analysis

Statistical Process and Quality Control Sampling TechniqueCp & Cpk Study

Pareto analysis for defect analysis.


32/77

CLIENTS

Our services ensure a long-term customer relationship; our list of satisfied clienteleproves our quality service.

Our Domestic Customers:

Our International Customers:

WELFARE ACTIVITIES

Employees are constant updated on technology, market, and the latest developments in the field.

All these make the employees get involved in work thereby giving better productivity.

Dedication of the Indo Shell Cast team and its unity create a synergic work environment.


33/77

In addition to the statuary welfare measures like, ESI, Provident fund etc, we are doing the

following measures:

Free medical insurance scheme

Helping the employees for personal problems

Arrangement of blood donation for employees

Arranging the soft loans through co-operative banks

Eye test for all employees

Provision of uniforms, shoes, etc

TRAINING & DEVELOPMENT FOR EMPLOYEES

The employees of Indo Shell Cast undergo vigorous training through programs conducted

within the Campus. Various steps are taken to ensure that every employee is quality conscious at

every stage with latest technical know-how and technological advancements. Special emphasis is

on personality development and building healthy co-employee relationship.

RESEARCH & DEVELOPMENT

Product Testing Equipment

A separate well-equipped laboratory with complete testing facilities has been established

for ultimate quality checks. Experienced professionals constitute the lab technicians team.

HIGHLIGHTS

We are extensively using CAD and CAM to make pattern and tools. This gives

consistency in dimensional and Geometrical parameters from cavity to cavity when multi cavity

patterns are made. The development CAD CAM Route of tool making and pattern making

shorten the prototype period and first time acceptance is assured.


34/77

EFFORTS

Efforts refer to the amount of energy and employee exerts on a given task. In determined

by two factor a) value of rewards and perception of effort reward probability

PERFORMANCE

Ones efforts lead to his/ her performance. Both may be equal or may not be however the

amount of performance is determined by the amount of labour and the ability and role perception

of the employee

SATISFACTION

Performance leads to satisfaction. The level of satisfaction depends upon the amount of

rewards achieves.

REWARDS

Rewards may be of two kinds: intrinsic and extrinsic. Eg. of intrinsic rewards are such as

a sense of accomplishment and self actualization. As regards extrinsic rewards these may include

working condition and status.

Other Social Welfare Activities

Periodic Health and Eye camps, Providing support and facilities to educational

institutions imparting free education, Assisting Temple welfare activities, Supporting needy

people on Education, Adopting Public parks, Traffic parks and Tree plantation

EMPLOYEE MOTIVATION PROGRAMME

Indo shell Cast believes in constantly upgrading skills of its employees driving perfection

at work. There are many programs for employees to develop both curricular and non-curricular

activities. We believe that employees are the core asset. We constantly identify individuals /

teams with exceptional performance get them to share ideas with the rest. The company ensures

through frequent meetings a fair exchange of ideas of development in each of the fields.

Employees are constant updated on technology, market, and the latest developments in the field.

All these make the employees get involved in work thereby giving better productivity.


35/77

CHAPTER-2

2.1 NEED FOR THE STUDY

The main aim of the study is to enhancing the motivation between managers and workers Motivation appreciates nature of the works and give the rewards to focus standards This is an main equipment for appreciation and appending performance of a concern Motivation targets on enlightening team work with involvement. To maintain the democratic attitude between all the workers and managers rely on

motivation

Motivation impelled the forces on achievement with triumphant.

2.2 OBJECTIVE

To find out the difference between the Manager and the Worker. To find out whether the working environment is the motivated or not. To identify whether the job itself is a Motivator. Is there any partiality occurs between the Managers and Workers? To know whether the motivation is a Compulsory factor for the Employees in an

organization or not.


36/77

2.3 LIMITATIONS

In our research some limitations had to be done to make it more understandable and to be

able to carry the research through. Due to limited time and space, we have decided to use three

companies, we are aware the selection is not representative for the whole population. To collect

our empirical data and conduct interviews we have chosen both a manager and a worker.

Moreover, the study will be accomplished in a local perspective, so the opportunity to make

face-to-face interviews is possible, and by doing that we will also have the time to carefully

interpret and analyze the collected material.

Our definition of a manager is a person with a leading position in an organization who is

for example a department manager with several direct reports. On the other hand, the worker has

a lower position within the company and has not as much responsibility as the manager. We are

well aware that differences between genders could occur, however this will not be investigated in

this study.

Moreover, we concentrated our research on the private sector, where occupations within that

area are being used, where the public sector would not be included. Finally, we would like to

stress that we will not reflect upon the aspect of voluntary work, instead work will be defined as

a role in the organization whereby a salary is received by an individual.

Limitations of the study

1. The sample size was small and it is not sufficient to determine the final conclusion.2. When compared the male population is higher than the female population.3. We are not concerned about the other companies which are manufacturing the same

product.

4. We are not comparing the other variables in the same industry.


37/77

2.4 REVIEW OF LITERATURE

A Review of Literature is made on the key variables used in the present study the reviews

concentrate on personal and organizational. Variables influencing the keys variables viz., Job

Motivation.

REVIEWS ON JOB MOTIVATION

Job motivation is the one of the important factors which greatly influences the

performance of the employees in production oriented and non production oriented organization it

is highly essential for any management to understand the employees job motivation which

influences the productive a greater extent.

REVIEWS RELATED TO PERSONAL FACTORS INFLUENCING JOB MOTIVATION

METHA (1978) on a study of managerial employees and workers representative has suggested

that economic factors appear significantly related to life satisfaction which in turn affects

Employees Job Motivation.

LEVINE (1983) and FITZGERALD (1982) both found that there is no single motivator that

works will all individual rather a unique combination is usually necessary for optimal results.

Just as with leadership, Motivation must be situational. In this case the style or technique

employed depends on individual personality career goals.

JOB AND JOB REQUIREMENTS AGE AND SO FORTH

In the study ofA.K.Srivastava and Anshula Krishna(1994) a comparison of male and

female teachers was, made with regard to their work motivation. In the results indicates that male

teachers maintain markedly higher level of work motivation is generated by most of their which

positively correlate with their job involvement.


38/77

KANUGY & MENDONCA (1994) suggested a generalized model of motivation is the context

of developing countries comprising following six elements:

a) The individuals needs.b) The individuals expectations regarding the extent to which the required job behavior will

lead to personal outcomes that you can satisfy the needs.

c) The individuals self-efficiency expectations.d) The individuals job behavior.e) The individuals experience of the outcomes of job behavior.f) Feedback of such experience on consequences of job behavior for future motivation to

engage in similar job behavior.

Review is related to organizational factors influencing job motivation

GANGULY (1954) reported that a study job, an adequate income, opportunity for learning

RENIS LIKERT motivation as the core of management motivation is an effective instrument in

the hands of the management in the inspiring the work force.

DALTON E.MC.FARLAND says that motivation refers to way in which urges, drives,

aspirations, and strivings or needs direct, control or explain the behavior of human beings. In a

positive environment, a marginal performance output goes up. In a negative environment, a good

performers output goes down.

ABRAHAM .H. MASLOW, motivation and personality, New York: hoper & row, 1954

DAVID C. MADELLAND the achievement, motive, New York Appleton- century- crofts,

1953, he identified 3 types of basic motivating his needs. He classifieds these needs for power

(n/PWR), need for affiliation (n/AFF), and need for achievement (n/ACH). Considerable

research work was done by madelland and his associates in this respect, particular on

achievement motive.

VICTOR H.VROOM, work and motivation, New York john Wiley, 1964 Vrooms

expectancy theory habits roots in the cognitive concept of classical economic theory according to

Vroom , people will be motivated to do thing to achieve some goals to the extent that they except

that certain action on their pest will help them to achieve the goal .


39/77

L.W.PORTER and EE.LAWLER, managerial attitude and performance, HOME WOOD ,III

RICHARD D.IRWIN 1968. The derives substantially more complete needed motivation and

have applied it their study primarily of managers. They purpose a multivariate model to explain

the complex relationship that exists between job attitude and job performance .Their model

encounter some of the simplistic traditional assumptions made about the positive relationship

between satisfaction and performance.

J.G.HUND and J.W.WILL, the look in motivating theory for organizational research, human

organization summer, 1969.p.105. Motivation is the product of valence, expectancy,

instrumentality. These three factors in the expectancy model may exist in an infinite number of

combination developing upon the range of valence and the degree of expectancy and

instrumentality. The combination that products the strongest are low, the resulting motivation

will be weak. In other cases, motivation will be moderate similarity, the strength of avoidance

behavior will be determined by the negative valence and expectancy and instrumental factors.

FILMORE H.SUNFORD & LARENCE WRIGHTSMEN, Psychology Belmont, calif; Books

cole 1979,p.189 Motivation is restlessness a lack, yen, a force, once in the group of motive of the

organization does something to reduce the restlessness, to remedy the lack, to alleviate the yen,

to mitigate the force.

ROBERT DUBIN, Human relation in Administration, New Delhi pretences Hall of India1954,

p.53 motivation is the complex forces starting and keeping a person at work in an organization.

Motivation is something that moves the person to action and continues him in the course of

action already initiated.

DALTON E.MC.FORLAND, management principles and practices, New York, Macmillan,

1974.p.537 Motivation is the way in which urges drives, desires, aspirations striving, or needs

direct, control or explain the behaviors of human beings. As technology becomes more

advanced, we become more reliant on it. The products manufactured from Indo Shell Cast are

technically advanced with exceptional quality. Our ranges of products provide complete peace of

mind at a remarkably affordable cost.


40/77

CHAPTER-3

3.RESEARCH METHODOLOGY

Introduction

Research, according to Redmon and Mory is a systemized effort to gain new knowledge.

According to Clifford Woody research comprises defining and redefining problem, formulating

hypothesis or suggested solutions, collecting and organizing and evaluating data, making

deductions, reading conclusions and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis.

Need and Importance

Employees of an organization can make the difference between success and Failure. For

the organization have to understand the needs, drives and expectations of their employees, try to

satisfy them and they have to motivate their employees for their better performance, job

motivation is one of the important factors which greatly influences the performance of the

employees and it is also the key of the organizational effectiveness .Managers in general, have to

get the work done through others. These others are human assets or resources. Human resources

are the total knowledge, talents and creative abilities. Motivating implies stimulating all the

above assets for the best possible use for accomplishing the organizational objectives. Job

motivation enhances employees potentials and it makes the employees committed to their

organization. Job motivation is a result of the motivation function of management. Later, it

becomes a self motivation or inner urge for better performance by the employees.

Research Design

A Research design is an arrangement of condition for collection and analyzing of data inmanner that aims to combine relevance to the research purpose with economy in practice a good

design would be flexible appropriate efficient and economical. In this study the researcher

adopted Descriptive Design.


41/77

Sources of Data:

Primary Data

Primary Data are those collected for the first time for further study the primary data are

collected through questionnaire.

Tools of data collection

The researcher used questionnaire method which comprises of 110 questions. The

schedule consists of multiple choice questions of 5 point scale category.

Analysis

Simple percentage analysis and graphical method are employed for analyzing the date.

Sampling

The Sampling technique adopted is convenient sampling out of 700 employees the

researcher took 110 respondents for the study.

Pre-Test

The investigator conducted a pre-test of the questionnaire into test the validity of the

same in the actual field situation. During pre-test the investigator met some workers and after

discussing with them some questions was added and the irrelevant ones removed. The

questionnaire was framed after removing the irrelevant questions and adding relevant ones.

Process of data collection and analysis

The actual data was collected during month of December to May 2012. After data

collection tables were prepared for all the data. This was further used to for analysis. The

analysis was done manually by preparing master sheet.


42/77

CHAPTER-4

4.ANALYSIS AND INTERPRETATION

STATISTICAL TOOLS

According to the topic, we are using some tools to analyze the entire report with some

samples. The tools are,

Correlation

F-distribution

Correlation

The correlation is one of the most common and most useful statistics. A correlation is a

single number that describes the degree of relationship between two variables.

Correlation formula

(

)(

) () ()

Where,

N= number of pairs of scores

XY = sum of product of paired scores

X = sum of x scores

Y = sum of y scores

X2 = sum of squared x scores

Y2

= sum of squared y scores


43/77

F-distribution

A probability density function that is used especially in analysis of variance and is a

function of the ratio of two independent random variables each of which has a chi-square

distribution and is divided by its number of degrees of freedom The fstatistic , also known as an

fvalue , is a random variable that has an F distribution.

Thefstatistic is the ratio ofs12/1

2ands2

2/2

2.

f= [ s12/12 ] / [ s22/22 ]Where 1 is the standard deviation of population 1, s1 is the standard deviation of the

sample drawn from population 1, 2 is the standard deviation of population 2, and s1 is the

standard deviation of the sample drawn from population 2.
http://stattrek.com/Help/Glossary.aspx?Target=Random_variablehttp://stattrek.com/Help/Glossary.aspx?Target=F_distributionhttp://stattrek.com/Help/Glossary.aspx?Target=F_distributionhttp://stattrek.com/Help/Glossary.aspx?Target=Random_variable


44/77

TABLE 1

DURABILITY OF THE JOB

SOURCE: PRIMARY DATA

INTERPRETATION

The above table shows that, how long the workers have been working in this concern.

From this table it is observed that most of the respondents belong to the year 0 to 3 years, 27% of

respondents are 3 to 6 years, 14% of respondents are 6 to 10 years, 5% of respondents are 10 to

12 years, 3% of respondents are more than these.

INFERENCE

It is concluded that, Majority of the respondents are coming under 0-3 years.

CHART 1

DURABILITY OF THE JOB

0

20

40

60

0-3 years 3-6 years 6-10 years 10-12

years

more than

these

56

30

156 3 Number ofRespondents

SNO NUMBER OF YEARS NUMBER OFRESPONDENTS

PERCENTAGE

1 0-3 years 56 51

2 3-6 years 30 27

3 6-10 years 15 14

4 10-12 years 6 5

5 More than these 3 3

Total 110 100


45/77

TABLE 2

SELF-APPROVAL OF WORK


INTERPRETATION

The above table shows that, while choosing jobs I usually choose the one that gives job

satisfaction and self motivation. From this table it is observed that 17% of respondents are

Strongly agree, 60% of respondents are agree, 11% of respondents are neutral, 9% of

respondents are disagree, 3% of respondents are Strongly disagree.

INFERENCE

It is concluded that, Most of the respondents are agreed to choose their job satisfaction

and self motivation.

CHART 2

SELF-APPROVAL OF WORK

0

50

100

Strongly

Agree

Agree Neutral Disagree Strongly

disagree

19

66

12 10 3 Number ofRespondents

SNO CATEGORY NUMBER OFRESPONDENTS

PERCENTAGE

1 Strongly Agree 19 17

2 Agree 66 60

3 Neutral 12 11

4 Disagree 10 9

5 Strongly disagree 3 3

Total 110 100


46/77

TABLE 3

ACCEPTANCE OF SUPERIORS TALK.


INTERPRETATION

The above table shows that, the people choose to discuss my opinion and suggestion are

very limitation with my superiors. From this table it is observed that 16% of respondents are

Strongly agree, 44% of respondents are agree, 21% of respondents are neutral, 7% of

respondents are Strongly disagree, 12% of respondents are disagree.

INFERENCE

It is concluded that, majority of the respondents are agreed to discuss their opinion and

suggestion are very limitation with their superiors.

CHART 3

ACCEPTANCE OF SUPERIORS TALK.

0

20

40

60

Strongly

Agree


disagree

18

48

2313 8

Number ofRespondents


PERCENTAGE


2 Agree 48 44

3 Neutral 23 21

4 Disagree 13 12


Total 110 100


47/77

TABLE 4

SATISFACTION OF ENCOURAGEMENT GIVEN BY IMMEDIATE SUPERIOR.


INTERPRETATION

The above table shows that, are you satisfied with the level of motivation given by the

immediate superior. From this table it is observed that 42% of respondents are agreed, 28% of

respondents are strongly agreed, 14% of respondents are disagreed, 9% of respondents are

strongly disagreed, 7% of respondents are neutral.

INFERENCE

It is concluded that, a good number of people are satisfied with the level of motivation

given by immediate superior.

CHART 4

SATISFACTION OF ENCOURAGEMENT GIVEN BY IMMEDIATE SUPERIOR.

0

20

40

60

Strongly

Agree


disagree

31

46

815 10 Number ofRespondents


PERCENTAGE


2 Agree 46 42

3 Neutral 8 7

4 Disagree 15 14


Total 110 100


48/77

TABLE 5

ENHANCEMENT DETERMINES EFFORT


INTERPRETATION

The above table shows that, I would work hard if I knew that my effort would lead to

higher pay. From this table it can be observed that 46% of respondents are agreed, 18% of

respondents are Strongly agreed, 18% of respondents are disagreed, 1% of respondents are

Strongly disagreed, 17% of respondents are neutral.

INFERENCE

It is concluded that Majority of the respondents are agreed to lead higher pay.

CHART 5

ENHANCEMENT DETERMINES EFFORT

0

20

40

60

Strongly

Agree


disagree

20

50

19 20 20 Number ofRespondents


PERCENTAGE


2 Agree 50 46

3 Neutral 19 17

4 Disagree 20 18


Total 110 100


49/77

TABLE 6

TEAM SPIRIT CAPABILITY


INTERPRETATION

The above table shows that, are you feeling free to interact with other. From this table it

is observed that 41% of respondents are agreed, 27% of respondents are Strongly agreed, 9% of

respondents are disagreed, 4% of respondents are Strongly disagreed, 19% of respondents are

neutral.

INFERENCE

It is concluded that nearly everyone should be agreed to feel free to interact with others.

CHART 6

TEAM SPIRIT CAPABILITY

0

20

40

60

Strongly

Agree


disagree

30

45

2110

4



PERCENTAGE


2 Agree 45 41

3 Neutral 21 19

4 Disagree 10 9


Total 110 100


50/77

TABLE 7

PROFIT CALCULATION ON BOUNTY.


INTERPRETATION

The above table shows that, At work, do you like monitory benefit only. From this table

it is observed that 44% of respondents are agreed, 14% of respondents are Strongly agreed, 18%

of respondents are disagreed, 3% of respondents are Strongly disagreed, 21% of respondents are

neutral.

INFERENCE

It is conclude that, the large amount of respondents are agreed to like monitory benefit

CHART 7

PROFIT CALCULATION ON BOUNTY.

0

10

20

30

40

50

Strongly

Agree


disagree

16

48

23 20

3



PERCENTAGE


2 Agree 48 44

3 Neutral 23 21

4 Disagree 20 18


Total 110 100


51/77

TABLE 8

WAY OF REINFORCEMENT


INTERPRETATION

The above table shows that, at work, do you like to get the appreciations in the mode of

praising. From this table it is observed that 37% of respondents are agree, 17% of respondents

are Strongly agree, 22% of respondents are disagree, 10% of respondents are Strongly disagree,

14% of respondents are neutral.

INFERENCE

It is concluded that nearly everyone should like to get the appreciations in the mode of praising.

CHART 8

WAY OF REINFORCEMENT

0

20

40

60

Strongly

Agree


disagree

19

41

1624

19 Number ofRespondents


PERCENTAGE


2 Agree 41 37

3 Neutral 16 14

4 Disagree 24 22


Total 110 100


52/77

TABLE 9

ECHELON LEVEL OF MOTIVATION ALONG WITH WORK PERFECTION.


INTERPRETATION

The above table shows that, in the level of motivation are you aware about your work

perfection. From this table it is observed that 43% of respondents are agreed, 24% of respondents

are strongly agreed, 18% of respondents are disagreed, 5% of respondents are strongly disagreed,


INFERENCE

It is concluded that, for the most part of respondents are agreed to know their level of

motivation and also aware about their work perfection.

CHART 9

LEVEL OF MOTIVATION ALONG WITH WORK PERFECTION.

0

20

40

60

Strongly

Agree


disagree

27

47

1120

5 Number ofRespondents


PERCENTAGE


2 Agree 47 43

3 Neutral 11 10

4 Disagree 20 18


Total 110 100


53/77

TABLE 10

HIERARCHY OF MANAGEMENT


INTERPRETATION

The above table shows that, i often make decisions based on situation and superiors

order. From this table it is observed that 39% of respondents are agreed, 29% of respondents are

Strongly agreed, 9% of respondents are disagreed, 0% of respondents are Strongly disagreed,


INFERENCE

It is concluded that nearly everyone should make a decisions based on situation and also

their superior order.

CHART 10

HIERARCHY OF MANAGEMENT

0

20

40

60

Strongly

Agree


disagree

3243

2510

0Number ofRespondents


PERCENTAGE


2 Agree 43 39

3 Neutral 25 23

4 Disagree 10 9

5 Strongly disagree - -

Total 110 100


54/77

TABLE 11

SYMBOL OF CARELESS ATTITUDE.


INTERPRETATION

The above table shows that, I often take leave to have fun. From this table it is observed

that 24% of respondents are agreed, 14% of respondents are Strongly agreed, 25% of

respondents are disagreed, 23% of respondents are Strongly disagreed, 14% of respondents are

neutral.

INFERENCE

It is concluded that nearly everyone should be disagreed to take leave for fun.

CHART 11

SYMBOL OF CARELESS ATTITUDE.

0

10

20

30

Strongly

Agree


disagree

15

27

16

28

24



PERCENTAGE


2 Agree 27 24

3 Neutral 16 14

4 Disagree 28 25


Total 110 100


55/77

TABLE 12

EVIDENCE OF SINCERE WORK.


INTERPRETATION

The above table shows that, I will not avail to take leave or absent from my work. From

this table it is observed that 36% of respondents are agreed, 14% of respondents are Strongly

agreed, 23% of respondents are disagreed, 4% of respondents are Strongly disagreed, 23% of

respondents are neutral.

INFERENCE

It is concluded that, Majority of the respondents are agreed to their evidence of sincere

work.

CHART 12

EVIDENCE OF SINCERE WORK.

0

20

40

Strongly

Agree


disagree

16

40

25 25

4Number ofRespondents


PERCENTAGE


2 Agree 40 36

3 Neutral 25 23

4 Disagree 25 23


Total 110 100


56/77

TABLE 13

POSITION OF THE JOB


INTERPRETATION

The above table shows that, Are you know very well about your roles and

responsibilities. From this table it is observed that 44% of respondents are agreed, 29% of

respondents are strongly agreed, 10% of respondents are disagreed, 3% of respondents are

strongly disagreed, 14% of respondents are neutral.

INFERENCE

It is concluded that nearly all should be agreed to know their roles and responsibility.

CHART 13

POSITION OF THE JOB

0

20

40

60

Strongly

Agree


disagree

32

48

16 113

Numb

a study on enhancing the motivation between managers and workers at indo shell cast pvt ltd...

Documents