ug project report.docx

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ACKNOWLEDGEMENT

I take this privilege to express a few words of gratitude and respect to all those who

helped me in completion of this project.

I am bound to express my gratitude to our honorable C hairman Er. S.Selvamani for his

constant encouragement in my project.

I mention my profound gratitude to the Principal Prof.Dr.G.Kamaraj for giving me

permission to do the project.

I express my hearty and sincere gratitude and thanks to Mr.K.Krishna moorthy, Assistant

Professor and Head, Department of Management Studies , E.S.College of Engineering and

Technology For his keen interest and encouragement for the completion of this study.

I am extremely grateful to my guide, Ms.D.Anbarasi , Lecturer in Department of

Management Studies, E.S.College of Engineering and Technology for her invaluable guidance

during the entire research process. It was because of her suggestions and insight that this work

could be completed successfully.

Our sincere thanks to the Mr. SAKTHI KUMAR& VEL KUMAR Managing Director,

& all the Staff members of SVS OIL VEG REFINERY, VILLUPURAM for providingopportunity and guidance do the project work in their esteemed concern.

I thank all the Teaching and Non-Teaching Staff of the Department of Management

Studies, E.S.College of Engineering and Technology for their unstinting help and support

during my period of study.

Finally, I would be remiss if I did not thank my Family and Friends . I remain forever

grateful for their constant support, silent sacrifices and I am humbled by their unwavering

confidence in my ability

Place: Villupuram

Date: S. USHA


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E.S ENGINEERING COLLEGE, VILLUPURAM

DEPARTMENT OF MANAGEMENT STUDIES

Chennai Trunk Road, E S Nagar, Villupuram (DT)

Certified that this project report titled A STUDY ON EMPLOYEES MOTIVATIONIN SVS VEG OIL REFINERY IN VILLUPURAM who carried out the research under my

supervision. Certified further, that to the best of my knowledge the work reported here does not

form part of any other project report or dissertation on the basis of a degree or award was

conferred on an earlier occasion on this or any other candidate.

Supervisor Head of the Department

Submitted to Project and Viva examination held on _____________.

Internal Examiner External Examiner


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A STU DY ON EMPLOYEES MOTIVATION IN SVS VEG OIL REFINERY INVILLUPURAM .

By

S. USHA

(Reg. No.421011631031)

Of

E.S COLLEGE OF ENGINEERING AND TECHNOLOGY,

VILLUPURAM (DT)

A PROJECT REPORT

Submitted to the

Faculty of Management Science

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY CHENNAI

CHENNAI - 600 113

AUGUST-2012
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DECLARATION

I do hereby declare that the Project entitled, A STUDY ON EMPLOYEES

MOTIVATION IN SVS VEG OIL REFINERY IN VILLUPURAM. , submitted to E.S

College of Engineering and Technology, E S nagar, Villupuram in partial fulfillment of the

requirement for the award of the Degree of Master of Business Administration is a record of

original work done by me during the period of my study in the Department Of Management

Studies, E.S College of Engineering and Technology under the supervision of

Ms.D.ANBARASI, Lecturer, Department Of Management Studies, and the dissertation has not

formed the basis of award for any Degree/Diploma / Associate ship / Fellowship or similar title to

any candidate of any University.

Place : Villupuram

Date: (S. USHA)


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CONTENTS

Abstract iAcknowledgement iiList of Tables iii

List of Charts iv

CHAPTER NO PARTICULARS PAGE NO

1. INTRODUCTION

1.1 Introduction to the topic

1.2 Company Profile

1.3 Statement of the Problem

1.4 Objectives of the Study

1.5 Scope of the Study

2. MAIN THEME OF THE STUDY

2.1 Review of Literature

2.2 Research Methodology

2.3 Limitations of the Study3. DISCUSSIONS, RESULTS AND CONCLUSION

3.1 Analysis and Interpretation

3.2 Findings From the Study

3.3 Suggestions and Recommendations

3.4 Conclusion

APPENDICES

Questionnaire

References


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LIST OF TABLES

TABLE NO TITLE PAGE NO

3.1.1

3.1.2

3.1.3


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LIST OF CHARTS

CHART NO TITLE PAGE NO

3.1.1

3.1.2

3.1.3


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CHAPTER I

INTRODUCTON ABOUT THE TOPIC

EMPLOYEE MOTIVATION

INTRODUCTION:

Motivation is the psychological feature that arouses an organism to action toward a

desired goal and elicits, controls, and sustains certain goal directed behaviors. For instance: An

individual has not eaten, he or she feels hungry, and as a response he or she eats and diminishes

feelings of hunger. There are many approaches to motivation: physiological, behavioural,

cognitive, and social. It is the crucial element in setting and attaining goals and research showsthat subjects can influence their own levels of motivation and self-control. According to various

theories, motivation may be rooted in a basic need to minimize physical pain and maximize

pleasure, or it may include specific needs such as eating and resting, or a desired object, goal,

state of being, ideal , or it may be attributed to less-apparent reasons such

as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation is distinct

from volition and optimism. Motivation is related to, but distinct from, emotion.

MEANING OF MOTIVATION :

The term motivation originally is originated from the Latin word `movere which means

`to move. It is derived from the word `motive. A motive is an inner state that energies, activities

and directs behavior. Thus the motivation is ones willi ngness to exert efforts towards the

accomplishments of his/her goals.

DEFINITION:

According to RICK PITINO:

"The only way to get people to like working hard is to motivate them. Today, people must

understand why they're working hard. Every individual in an organization is motivated by

something different."

According to" G. JONES& J.GEORGE:

"Psychological forces that determine the direction of a person's behavior in anorganization, a person's level of effort and a person's level of persistence." G. Jones and J. George
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Rational_selfishnesshttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Motivation#Models_of_behavior_changehttp://en.wikipedia.org/wiki/Optimismhttp://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Optimismhttp://en.wikipedia.org/wiki/Motivation#Models_of_behavior_changehttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Rational_selfishnesshttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Objective_(goal)


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IMPORTANCE OF MOTIVATION:

Motivated employees look for better ways to do a job

Motivation increases performance level.

It lowers employee turnover and absenteeism

It improves the efficiency of operation.

It facilitates effective utilization of organizations resources..

Motivated employees care about their customers

Motivated employees take pride in their work.

Motivated workers are more productive.

MOTIVATIONAL THEORIES:

Incentive theory:

Incentive theory in psychology treats motivation and behavior 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 behavioral psychologists , such as B.F. Skinne r and literalized by

behaviorists, especially by Skinner in his philosophy of Radical behaviorism, 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.

For example, a person has come to know that if they eat when hungry, it will eliminatethat negative feeling of hunger, or if they drink when thirsty, it will eliminate that negative feeling

of thirst..

Drive-reduction theory :

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
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/Philosophyhttp://en.wikipedia.org/wiki/Radical_behaviorismhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Hunger_pangshttp://en.wikipedia.org/wiki/Hunger_pangshttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Radical_behaviorismhttp://en.wikipedia.org/wiki/Philosophyhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Psychology


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that it does not explain how secondary reinforces 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 homunculus being a feature criticized as simply moving the fundamental problem

behind this "small man" and his desires.

Need hierarchy theory:

The content theory includes the hierarchy of needs from Abraham Maslow and the two-

factor theory from Herzberg

According to Maslow, he should try to satisfy the lower level needs before he tries to

satisfy the upper level needs or the employees will not be motivated. Also he has to remember

that not everyone will be satisfied by the same needs. A good manager will try to figure out which

levels of needs are active for a certain individual or employee. The basic requirements build the

first step in his pyramid. If there is any deficit on this level, the whole behavior of a human will

be oriented to satisfy this deficit. Subsequently we do have the second level, which awake a need

for security. Basically it is oriented on a future need for security. After securing those two levels,

the motives shift in the social sphere, which form the third stage. Psychological requirements

consist in the fourth level, while the top of the hierarchy comprise the self- realization

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

follows:

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

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.
http://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Homunculus#Homunculus_argumenthttp://en.wikipedia.org/wiki/Content_theoryhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Recognition_(sociology)http://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two-factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Two-factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Recognition_(sociology)http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Content_theoryhttp://en.wikipedia.org/wiki/Homunculus#Homunculus_argumenthttp://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Second-order_conditioning


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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.

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 need 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 safetyneeds. The second group of needs is 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.

Self-determination theory:

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the

importance of intrinsic motivation in driving human behavior. 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

Broad theories:

The latest approach in developing a broad, integrative theory of motivation is Temporal

Motivation Theory (TMT). Introduced in a 2007 Academy of Management Review article, it

synthesizes into a single formulation the primary aspects (including time as a fundamental

term) of several other major motivational theories, including Incentive Theory, Drive Theory,

Need Theory, Self-Efficacy and Goal Setting. The original researchers note that, in an effort to

keep the theory simple, existing theories to integrate were selected based on their shared
http://en.wikipedia.org/wiki/Motivatorhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Edward_L._Decihttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Edward_L._Decihttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Motivator


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attributes, and that these theories are still of value, as TMT does not contain the same depth of

detail as each individual theory. However, it still simplifies the field of motivation and allows

findings from one theory to be translated into terms of another.

Benefits of Employee Motivation:

Puts human resources into action:

Every concern requires physical, financial and human resources to accomplish the goals. It

is through motivation that the human resources can be utilized by making full use of it. This can

be done by building willingness in employees to work. This will help the enterprise in securing

best possible utilization of resources.

Improves level of efficiency of employees:

The level of a subordinate or a employee does not only depend upon his qualifications and

abilities. For getting best of his work performance, the gap between ability and willingness has to

be filled which helps in improving the level of performance of subordinates. This will result into-

Increase in productivity, Reducing cost of operations, and

Improving overall efficiency. Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place :-

There is best possible utilization of resources, There is a co-operative work environment, The employees are goal-directed and they act in a purposive manner,

Goals can be achieved if co-ordination and co-operation takes place simultaneously which can

be effectively done through motivation.

Builds friendly relationship:

Motivation is an important factor which brings employees satisfaction. This can be done by

keeping into mind and framing an incentive plan for the benefit of the employees. This could

initiate the following things:


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Monetary and non-monetary incentives, Promotion opportunities for employees, Disincentives for inefficient employees.

TYPES OF MOTIVAION :

1. POSITIVE MOTIVATION:

It refers to the provision of incentives monetary and non monetary. Monetary incentives

include the wages, salaries, pay, and increment. Non monetary incentives consist in status,

recognition of work, increasing responsibilities.

2. NEGATIVE MOTIVATION:

This motivation is based on force, fear and threats. The activities such demotion, fear of

suspension, wage cut, etc., can also motivate employees to do their work effectively and

efficiently.

3. INTRINSIC MOTIVATION:

It is concerned with the feeling of having accomplished something worthwhile. That is

the satisfaction one gets after doing ones work level.

GUIDELINES FOR MOTIVATING EMPLOYEES:

1. Recognise individual differences in employees.

2. Place people in jobs which suit their personalities.

3. Set specific goals for employees.

4. Provide employees with immediate feedback on how they are performing.

5. Ensure that employees perceive goals as attainable.

6. Link rewards clearly to performance.

7. Always remember that motivation theories are culture bound.

8. Ensure the principle of internal equity is honored in the companys reward system.


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COMPANY PROFILE

SVS PROFILE

S.V.S Veg oil refinery is one of the leading largest producers of vegetable oil in Tamil

Nadu. S.V.Sivalingam Nadar has established his reputed company in the year 1987 at Villupuram.

S.V.S is a ISO 9001-2008 certified company. S.V.S is a partnership firm. The partners are Sakthi

Kumar and Vel kumar. S.V.S is a producer of sunflower and Groundnut oil. Through the modest

and sincere efforts of employees it is quite possible for the company to encounter vast demands

successfully.

S.V.Sivalingam Nadar, is shortly called as S.V.S worked at Madras Vanaspathi Limited,

Chennai from 1967 to 1987.In the mean while he has started a cotton industry in Chennai. His

hard work and efficiency in management improved the cotton industry and expanded his business

by offering him the required courage to establish a new oil company entitled his name in

Villupuram.

Initially, the company has produced only refined groundnut oil. 10 years of studies and

stupendous work enabled him to introduce SVSRO containing , 1,5,15 liters pack. He had

lightened the life of 100 workers by giving them employment. This company land extends up to 5

acres.

SECTORS

The union has four sectors.

SECTORS

PERSONNEL FINANACE MARKETING PRODUCTION


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DETAILS OF TIMINGS AND SHIFTS

TIMING OF WORKERS

DAY: 8.00 A.M to 1.00 P.M

NIGHT: 2.00 P.M to 5.00 A.M

SHIFTS

3 shifts

6 A.M 2 P.M

2 P.M 8 P.M

8 P.M 6 A.M

OBJECTIVES OF THE COMPANY:

Aim to expand the business by introducing new machines and equipments. The company is about to introduce Gingerly oil and Vanaspathi. In addition to these, the company plan to enter in to a new product line, in the

manufacturing of detergents.

SWOT Analysis

STRENGTH

Quality of products

Employees

Communication

between managementand employees

WEAKNESS

Manual working

Lack of advertisement

OPPORTUNITY

Entering invanaspathi

production

Entering into globalenvironment

THREATS

Competitors

Entering into new

technology


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A UNIFIED MANAGEMENT PHILOSOPHY

1. Recruit the most talented people

2. Priority on training

3. Develop career mobility

S.V.S VEG OIL REFINERY BELIEVE AND PRACTICES

1. Respect for Customers

2. Respect for Employees

3. Respect for Process

4. Respect for Performance

VALUES OF THE GROWTH

1. TRUTH

Make honest commitments and strive to deliver.

Give and receive honest feedback about performance and potential

2. COURAGE

Empower teams and hold them responsible.

Accept failures and learn from them

Stand up for what is right

3. CARING

Coach the team and create opportunity for development

Recognize contribution

THE ENVIRONMENT

1. The company is committed to making continuous improvements in the management of

environmental impact and to the longer-tern goal of developing a sustainable business.

2. The company will work in partnership with others to promote environmental care,

increase understanding of environmental issues and disseminate good practice.


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PERSONNEL POLICIES OF S.V.S

HOURS OF WORK

The Working hours of all staff members will normally comprise 48 hours per week. There

will be weekly off for the employees. All the employees are required to report for duty on or

before the prescribed timings.

HOLIDAYS

National and Festival Holidays Employees are entitled for the National/ Festival holiday

of 8 days per year with salary. In case of any emergency, if required, employees will be requested

for work with extra payment and the same is on voluntary basis.

ANNUAL LEAVE/ PRIVILEGE LEAVE/ EARNED LEAVE

As per Factories Act, annual leave / privilege leave / earned leave are granted based on the

working days of previous year. If the employee works for more than 240 days in a calendar year,

he / she are eligible for 1 day leave for every 20 days worked.

Leave entitled for a calendar year will be credited at the beginning of each year. The staff

member can utilize this entitlement at any time during the year, mutually convenient to the

factory. Annual leave is sanctioned only with prior approval of 15 days before the leave

sanctioning of leave will be at the discretion of the management based on the work.

If any employee wants to en-cash the leave, it may be allowed on yearly basis and the

amount will be sanctioned during the beginning of the year.

WAGES

Employees are monthly and daily basis paid category. Wages are based on the attendanceand same will be paid on monthly and daily basis. Wages consists of Basic/ HRA / Conveyance

and deductions are ESI / PI and advance, if any.

DISCIPLINE AND TERMINATION

In case of any employee involves in any mis-conduct / in-disciplinary activity or indulge

in any act against the policy of the company or instigates any employee directly or indirectly for

any misconduct or in-disciplinary activity, appropriate disciplinary will be initiated against theemployee / employees.


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1.3 ORGANIZATIONAL CHART

CHAIRMAN

MANAGING DIRECTOR

EXECUTIVE DIRECTOR

ACCOUNT OFFICER WORKS MANAGER HR MANAGER

CASHIER ACCOUNTANT TYPIST DEPUTY

MANAGER

CHEMIST

PLANT

OPERATOR

PLANT MAINTENANCE

ENGINEER

SUPERVISOR

WORKERS


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Objectives of the Study

Primary Objective:

To study employees motivation in SVS Oil Refinery Company.

Secondary Objectives:

To find the various types of motivation techniques followed in this organization.

To know the effectiveness of motivation.

To identify the factors which are influencing motivation.

To find the awareness of employees about motivation.


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SCOPE OF THE STUDY

1. The present study aims to find out the level of employee motivation.

2. The study employees the views expressed by the respondents about motivation providing

solutions in an attempt to develop a better system.

3. The study is conducted taking into consideration only the worker of SVS OIL REFINERY.

4. The importance of studying employee is to understand the internal satisfaction in the minds of

every employee.


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Need of the study

1. There is no such research work was carried before.2. The management was in the position to know whether the existing employee motivation system is

effective or not.

3. To measure the satisfaction level of the employees.4. To get suggestions from the employees for further improvement in existing and motivational

system.

5. To contribute to the growth of the organization.

REVIEW OF LITERATURE


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1.Motivating employees is not a one-time deal.

Motivation needs to be ongoing process.

Dayton Business Journal by Dean Mcfarlin

Date: Monday, September 4, 2000, 12:00am EDT

These reactions are understandable since motivation is often perceived to be the

foundation for outstanding performance. In fact, the word "motivation" comes from the Latin

word movere -- "to move." And managers often view motivation in exactly those terms ("I need

to get my people moving!").

Of course, managers need to know what will spark employees' best efforts, whether it bemoney, responsibility, bigger challenges or interesting work. That's an important piece of the

motivation equation. Sometimes, however, managers focus too much on what might get

employees moving (such as the possibility of snaring a hefty bonus or a coveted promotion) rather

than thinking about how to keep them moving in the right direction once they've started. In other

words, some managers treat motivation like a light bulb -- once you flip the switch, the light stays

on and you can walk away. But most experts see motivation as an ongoing process -- one in

which managers need to continually focus on how to successfully channel or support employees

once they "get moving.

2.Understanding Employee Motivation .

At one time, employees were considered just another input into the production of goods

and services. What perhaps changed this way of thinking about employees was research, referred

to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This

study found employees are not motivated solely by money and employee behavior is linked to

their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach tomanagement, whereby the needs and motivation of employees become the primary focus of

managers (Bedeian, 1993).

3.A Confirmatory Factor Analysis Of Employee Motivation And Retention.

Motivation has an impact on latest retention with job satisfaction and perceptions of

management on career development as indicator variables for the former and burnout,loyalty and

turnover intent as indicator variables for the latter.Implications for management in developingstrategies for the retention of employees are provided.
http://www.google.co.in/url?sa=t&rct=j&q=employee%20motivation%20journal&source=web&cd=5&sqi=2&ved=0CGcQFjAE&url=http%3A%2F%2Fwww.joe.org%2Fjoe%2F1998june%2Frb3.php%2F&ei=8NAHULCfDYTJrAeo-NHaAg&usg=AFQjCNFuDeXbG4MD8ErS1qj8gEvXd8WImghttp://www.google.co.in/url?sa=t&rct=j&q=employee%20motivation%20journal&source=web&cd=5&sqi=2&ved=0CGcQFjAE&url=http%3A%2F%2Fwww.joe.org%2Fjoe%2F1998june%2Frb3.php%2F&ei=8NAHULCfDYTJrAeo-NHaAg&usg=AFQjCNFuDeXbG4MD8ErS1qj8gEvXd8WImg


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4.The Relationship between Rewards and Employee Motivation in Commercial Banks.

By Kalim Ullah Khan .

This paper seeks to investigate the role played by rewards in the process of motivating

employees. The study explored factors determining rewards and their impact on employee

motivation and endeavors to influence the commercial banks for a consideration of a more

systematic and structured approach to acknowledge employees efforts which would in turn

flourish high performance culture in commercial banks.

5.Putting 'Employee Motivation' In Its Place.

By Mary McCoy

Externally-based motivation methods like this do have their place as they can be highly

effective for quick, short-term projects but they often falter when applied to longer-term or day-

in/day- out work. Because they dont know what else to do, h owever, many managers spend a lot

of their time tweaking these short-term motivators in an effort to gain long-term results but only

end up with lackluster outcomes.

6.Motivating Employees Is Your Key to Success.

Employee Incentives b y Corey L. Massella

Motivation and incentives can range from awards and prizes for high customer service

awards to commissions for your sales force. What motivates workers? Appreciation, recognition,

acknowledgement, and money.Whats important for a business owner is that incentives are tied to

key company goals. They vary from business to business but can include sales, customer

satisfaction, production efficiencies and volume, among others. These goals and the incentives

tied to reaching them, can and should be set for individuals, departments and firm-wide if

possible.

7.Employee Motivation by Regina Creech (1995).
http://nyreport.com/authors/79375/corey_l_massellahttp://nyreport.com/authors/79375/corey_l_massella


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The article is an informative presentation of employee motivation concepts. It starts with a

brief description of motivation. According to the article, motivation is something which gives

impetus to our behavior by arousing, sustaining, and directing it toward the attainment of goals

(Wortman and Loftus 1992 cited in Creech 1995). The article is meant to be a guide for managers

and leaders in motivating employee. Abraham Maslows work on the subject on motivation was

cited by the author. According to Creech (1995) Maslows Hierarchy of Needs helps explain why

the process of motivation is not a simple process that can e externally administered. Motivation

according to Maslow in the result of needs within everyone that make people act the way they do.

8.How Employee Emotions Affect Your Organisation To Compete.

By David Lee

Today, research on how emotions affect creativity, productivity, and career success has

put a new spin on the subject. Books such as Emotional Intelligence and Executive EQ are

heightening Corporate Americas awareness that employee emotions arent something that ca n be

- or should be - left at home.

Instead, management is waking up to the fact that their success is directly related to their

ability to work productively with employee emotions. They are realizing that how well they elicit

and sustain positive emotiona l states in their employees plays a major role in their organizations

success or failure.

9. Business Owners Try to Motivate Employees.

By Sarah E. Needleman

Some business owners say their employees after months of dealing with layoff worries,

wage cuts or scaled-back hours are stressed out and in need of extra attention.

In November, Nancy Jackson was able to hire a new full-time salesperson for the

company she co-owns, Architectural Systems Inc. in New York, but found herself facing an angry

19-person staff. "I couldn't believe their reaction," she says. Just a few months earlier, some had

seen their workweeks reduced or salaries scaled back; two colleagues had been laid off
http://online.wsj.com/search/term.html?KEYWORDS=SARAH+E.+NEEDLEMAN&bylinesearch=truehttp://online.wsj.com/search/term.html?KEYWORDS=SARAH+E.+NEEDLEMAN&bylinesearch=true


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10.Importance Of Motivation Factors Of Employees.

By Author James R.Linder

Interesting work and good pay are key to higher employee motivaion.Carefully designed

reward systems that include job enlargement,job enrichment,promotions,internal and external

stipends,monetary and non monetary compensation sholud be considered.

11. How Motivation is Affected in a Struggling Economy ?

We were curious about how employee motivation is affecting during the economic

downturn, so we asked leaders across industry sectors to comment about their current

experiences. We found some interesting responses, some of which surprised us. We also scanned

popular magazines and industry journals and found interesting information there as well. While

some may suspect employees motivation to diminish in the face of an economic downturn, our

findings say that this may not be the case.

CHAPTER 3

RESEARCH METHODOLOGY

3.1. Introduction:

Research is a systemized effort in gain knowledge. It can also be referred to as the

search of knowledge. Research methodology is a technique used to systematically solve a

research problem. It helps the researcher to know which research method and analysis could

be utilized to bring out a possible solution for a research problem. The researcher should

know why a particular technique to the project.3.2. Research Design:


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Research design acts as the blueprint for the research by using this framework the

researcher moves step by step in to the research process. It constitutes the basic forms for

the collection, measurement and analysis of data. Research design stands from the advanced

planning of the methods to be adopted for collection of relevant data. Moreover it explains

about the techniques to be used in the analysis, keeping in view the objective of the research

and availability of staff, time and money. This research design was selected based on the

objective on the study and keeping in mind the time and availability of recourses for the

research.

3.3. Type of Research:

The type of research design used in this project was the descriptive research. Because,

it helps to describe the characteristics of a particular group of people, working within a

company. The characteristics of a work group may differ in many ways in different

companies. Each group may have separate reasons for exhibiting such characteristics within

the company. The descriptive study was carried out to seek these reasons. Careful design of

descriptive studies was necessary to ensure the complete interpretation of the situation and

to ensure minimum bias in the collection of data.

3.4. Sources of Information:

It is necessary for every research to have both primary data and secondary data,

without which the research would be inefficient. In this research the primary data was

collected by means of a structured questionnaire. The questionnaire consisted of twenty-five

questions inquiring various factors related to their Welfare measures in SSP. The secondary

data was collected through company profile, journals, websites and other databases of the

company. All these data were helpful in carrying out the analysis.

3.5. Sampling Design:

Sample design lays down all the details to be included in a sample. It is a definite plan

for obtaining a sample from a given population. The sampling technique used was the

simple random sampling. It was the method by which each number of the population had a

chance of being selected.

3.5. Data Collection:

Primary data was collected from employees with the help of structures of questionnaire.


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3.6. Research Tool:

Tools used for the research is Chi-square test and Weighted average method with the

help of SPSS packages.

3.7. Description of statistical tools used:

Chi-square test Weighted average method.

3.8. Chi-Square Analysis:

In this project chi-square test was used. This is an analysis of technique which analyzed

the stated data in the project. It analysis the assumed data and calculated in the study. The

Chi-square test is an important test amongst the several tests of significant developed by

statistical. Chi-square, symbolically written as x 2 (Pronounce as Ki-Spare), is a statistical

measure used in the context of sampling analysis for comparing a variance to a theoretical

variance.

Formula:

O = Observed frequency

E = Expected frequency

3.9. Weighted average method:

The weighted average method can be calculated by the following formula. This

tool is used to find the rank given by the respondents to the welfare measures. It can be calculated

as

Formula:

Here,

XW represents the weighted average

X represents the value of variable

XW = WX / X


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W represents the weight given to the variable.

Limitations Of The Study

The employee of the company was so busy and not able to interact with them freely.

This study is focused only on S.V.S company during the time periodis low.

Difficulty of getting access to some important data due to its sensitivity and secretive nature.


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Marital status of the income

Table 3.1

Attributes No of respondents PercentageMarried 48 60%Unmarried 32 40%

Chart 3.1.1

0

10

20

30

40

50

60

70

80

90

No of the respondents Percentage

Unmarried

Married


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INFERENCE:

From the above table and diagram, it is found that 60% of the respondents were married, and 40% of therespondents were unmarried.

QUALIFICATION OF THE RESPONDENTS:

Table 3.2

Attributes No of the respondents PercentageSchooling 53 66%

College 25 32%Professional 1 1%Others 1 1%

Chart

INFERENCE:

0

10

20

30

40

50

60

Schooling College Professional Others

Percentage

No of the respondents


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From the above table and diagram, it is infereed that the educational qualificationsrespondents are schooling, 32% of the respondents are college, 1% of the respondents are professional,and1% of the respondents are others.

AGE OF THE RESPONDENTS :

Table

Attributes No of the respondents PercentageBelow 25 years 34 43%25-35 38 48%35-45 6 7%Above 45 2 2%

Chart

INFERENCE:

0

5

1015

20

25

30

35

40

45

Below 25years

25-35 35-45 Above 45

Percentage



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From the above table and chart, it is identified that 48% of the respondents belongs tothe age of 25-35, 43% of the respondents belongs to the age of below 25 years, 7% of the respondents

belongs to the age of 35-45,and 25 of the respondents belongs to the age of above45.

EXPERIENCE OF THE RESPONDENTS :

Table

Attributes No of the respondents PercentageUpto 2 years 27 34%3 to 5 41 52%6 to 8 11 13%Above 9 years 1 1%

Chart

INFERENCE :

From the above table and diagram it is known that 52% of the respondents are having

3 to 5 years experience, 34% of the respondents are having upto 2 years experience, 13% of the

0

5

10

15

20

25

30

35

40

45

Upto 2 years 3 to 5 6 to 8 Above 9years

Percentage



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respondents are having 6 to 8 years experience, and 1% of the respondents are having above 9 yearsexperience.

MONTHLY OINCOME OF THE RESPONDENTS:

Table

Attributes No of respondents PercentageBelow 5000 5 7%5000-10000 73 91%10000-15000 2 2%Aboe 15000 - -

Chart

INFERENCE:

From tha above table and chart, it is known that 91% of the respondents are getting5000-10000 salary, 7% of the respondents are getting below 5000 salary, 2 % of the respondents aregetting 10000-15000 salary

JOB SATISFACTION LEVEL OF THE RESPONDENTS:

0

10

20

30

4050

60

70

80

Below 5000 5000-10000 10000-15000 Aboe 15000

Percentage



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Table

Attributes No of the respondents PercentageStrongly agree 64 80%Agree 16 20%Strongly disagree - -Disagree - -

Chart

INFERENCE:

The above table 80% of the respoindents are strongly agree the job satisfaction and 20% of therespondents are agree the job satisfaction.

AWARENESS ABOUT THE MOTIVATIONAL TECHNIQUES:

Table

0

10

20

30

40

50

60

70

Stronglyagree

Agree Stronglydisagree

Disagree

Percentage



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Chart

INFERENCE:

From the above table 100% of the respondents are awareness about the varioustechniques of motivation.

KINDS OF MOTIVATION PROVIDING BY THE ORGANISATION:

Table

Attributes No of the respondents PercentageMonetary benefits 27% 34%

Non monetary benefits 53% 66% None - -

0

10

20

30

40

50

60

70

80

90

1 2

No

yes


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Chart

INFERENCE:

From the above table 66% of the respondents are like monetary benefits and 34% of the respondents are like non-monetary benefits.

MONETARY BENEFITS IN THE ORGANISATION:

Table

Attributews No of the respondents PercentageBonus 14 17%Incentives 13 16%Increment 12 15%

None 41 52%

Chart

0%

20%

40%

60%

80%

100%

120%

140%

Monetarybenefits

Non monetarybenefits

None

Percentage



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INFERENCE:

From the above table 52% of the respondents are none,17% of the respondents arelike bonus,16% of the respondents are like incentives, 15% of the respondents are like increment.

NON-MONETARY BENEFITS IN THE ORGANISATION:

Table

Attributes No of the respondents PercentagePromotional opportunities 20 25%Gift voucher 21 27%Certificates 30 37%Leave with salary 9 11%

Chart

0%

500%

1000%

1500%

2000%

2500%

3000%

3500%

4000%

4500%

B o n u

s

I n c e

n t i v e

s

I n c r

e m e n

t N o

n e

Percentage



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INFERENCE:

From the above table 37% of the respondents are like certificates, 27% of therespondents are like gift voucher, 25% of the respondents are like promotional opportunities, and 11% of the respondents are like leave with salary.

MOTIVATION INCREASES PERFORMANCE TOWARDS THE JOB

Table

Attributes No of the respondents PercentageYes 80 100%

No - -

Chart

0

5

10

15

20

25

30

35

Promotionalopportunities

Gift voucher Certificates Leave withsalary

Percentage



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INFERENCE:

From the above table and diagram it is inferred that all the employees are felt thatmotivation increases performance towards their job.

MOTIVATED EMPLOYEE WILL INCREASE THE PRODUCTIVITY LEVEL

Table

Attributes No of the respondents PercentageYes 80 100%

No - -

Chart

0

10

20

30

40

5060

70

80

90


No

Yes


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INFERENCE:

From the above table and chart it is understood that, all the employees informed thatmotivation will increase the productivity level of the organization.

KINDS OF MOTIVATION EMPLOYEE LIKE MOST

Table

Attributes No of respondents PercentageMonetary enefits 40 50%

Non monetary benefits 40 50%

Chart

0

10

20

30

40

5060

70

80

90


No

Yes


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INFERENCE:

From the above table and diagram, it is inferred that 50% of the respondents are likemonetary benefits and 50% of the employees are like non monetary benefits.

TIME DURATION TO GIVING MOTIVATIONAL OPPORTUNITIES TO THE EMPLOYEES

Table

Attributes No of the respondents Percentage3 months once 44 55%6 months once 22 28%Yearly once 9 11%

None 5 6%

Chart

0

10

20

30

40

5060

70

80

90

No of therespondents

Percentage

Non monetarybenefits

Monetary enefits


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INFERENCE:

From the above table and chart inferred that it is 55% of the respondents are 3months once duration, 28% of the respondents are 6 months once duration,11% of the respondents areyearly once duration,and 6% of the respondents are none duration.

SATISFACTION LEVEL ABOUT MOTIVATIONAL OPPORTUNITIES :

Table

Attributes No of respondents PercentageHighly satisfied 80 100%

Satisfied - -Highly dissatisfied - -Dissatisfied - -

Chart

0

5

10

15

20

25

30

35

40

45

50

3 monthsonce

6 monthsonce

Yearlyonce

None

Percentage



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INFERENCE:

From the above table and diagram denoted 100% of the respondents are highsatisfied.

EMPLOYEES HAVING AWARENESS ABOUT MOTIVATIN:

Table

attributes No of the respondents PercentageYes 80 100%

No - -

Chart

01020304050

60708090

H i g h l y

s a t i s

f i e d

S a t i s

f i e d

H i g h l y

d i s s

a t i s f i

e d

D i s s a t i s

f i e d

Percentage



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INFERENCE:

From the above table and diagram, inferred that 100% of the respondents areawareness about the motivation.

Table

Attributes No of the respondents PercentageHR 34 42%Production 19 24%Finance 21 27%Marketing 6 7%

Chart

0

10

20

30

40

5060

70

80

90


no

yes


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INFERENCE :

From the above table and diagram inferred that 42% of the resp[ondents are HR department, 27% of the respondents are finance department,24% of the respondents are productiondepartment,7% of the respondents are marketing department.

FACTOR INFLUENCING MOTIVATIONAL OPPORTUNITIES

Table

Attributes No of the respondents PercentageImproper communication 28 35%Relationship betweensuperior&subordinates

32 40%

Lacking of employees interest 12 15% None 8 10%

Chart

0

5

10

15

20

25

30

35

40

HR Production Finance Marketing

Percentage



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INFERENCE:

From tha above table and chart inferred that 40% of the employees are influenced byrelationship between superiors and subordinates, 35% of the respondents are influenced byimproper communication, 15% of the respondents are influenced by lacking of employees interest,10% of the respondents are influenced by none.

FINDINGS

1. Most of the respondents are married.2. Most of the respondents are finished schooling.3. Most of the respondents age are 25-35.4. Most of the respondents are 3-5 years exoerience.5. Most of the respondents incomes are 5000-10000.

6.

Most of the respondents are strongly agree the job satisfaction.7. Most of the respondents are know about the motivational techniques in the organization.8. Most of the respondents are know about the various techniques of the motivation.9. Most of the respondents are like non monetary benefits.10. Most of the respondents are increase the performance towards the job.11. Most of the respondents are highly motivated employee will increase the productivity

level.12. Most of the respondents are like monetary and non monetary benefits.13. Most of the respondents motivation time duration is yearly once in the organization.14. Most of the respondents are highly satisfied about the motivational techniques.15. Most of the employees are having awareness about the motivation.

0

5

10

1520

25

30

35

I m p r o p e r

c o m m u n

i c a

t i o n

L a c

k i n g o

f

e m p

l o y e e s

i n t e r e s

t

Percentage



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16. Most of the production department employees are get motivational opportunities.17. The improper communication is influence for the motivational oppoetunities.

SUGGESTIONS

The management has to provide motivational facilities for employees.

The management should allow express the opinion of their employees.

Advertisement is required to attract more customers.

The management can enter into other types of oils production also because of capabilities.


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CONCLUSION

It is concluded that this study helped me to identify the overall process of S.V.S Veg oil

Refinery and flow of activities in all departments are smooth. I got practical knowledge of all

functions happening in the company and it helps me to how company manage those functions

efficiently.


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QUESTIONAIRE

1. Name :

2. Gender :

3. Marital status

a) Married b) Unmarried

4. Qualification

a) Schooling b) College c) Professional d) Others

5. Age:

a) Below 25 years b) 25-35 c) 35-45 d) Above 45

6. Experience:

a) Upto 2 years b) 3to5 c) 6to8 d) Aboe 9 years

7. Monthly income:

a) Below 5000 b) 5000to10000 c) 10000to 15000 d) Above 15000

8. State your level of satisfaction about your job?

a) Strongly agree b)Agree c)Strongly disagree d)Disagree

9. Do you know the motivational techniques followed in your organization?

a) Yes b) No

10. Do you know about the various techniques of motivation?

a) Yes b) No

11. Which kinds of motivation providing by your organization?


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a) Monetary benefits b) Non monetary benefits c) None

12. What are all the monetary befits provided in your organization?

a) Bonus b) Incentives c) Increment d) None

13.What are all the non monetary benefits provided in your organizations?

a) Promotion opportunities b) Gift voucher c) Certificates d) Leave with salary

14. Is the motivation increases performance towards your job?

a) Yes b) No

15. Do you think that a highly motivated employee will increase the productivity level?

a) Yes b) No

16. What type of motivation the employees mostly like?

a) Monetary benefits b) Non-Monetary Benefits

17. The time duration to giving motivational opportunities to the employees?

a) 3 months once b) 6 months once c) Yearly once d) None the these

18. State your satisfaction level about the motivational opportunities ?a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied

19. Whether all the employees having awareness about motivation ?

a) Yes b) No

20. Which department employees get motivational opportunities?

a) HR b) Production c) Finance d) Marketing

21. Which factor influencing motivational opportunities?

a) Improper Communications b) Relationship between Superiors & Subordinates

c) Lacking of employees interest d) None

22. What are the motivations you feel should be improved? Kindly specify

_____________________________________________________

_____________________________________________________


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