BBM Project Annie (Jesus) - 1

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EXECUTIVE SUMMARY
The study of “Employee’s motivation” helps the company to take the form of satisfaction ,
commitment , enthusiasm , or loyalty in different degrees . In the absence of this , organizations
may resort to various techniques to create or to sustain the motivation of the employees . It is
here that how the role of management in extrinsic rewards and the rewards system to
employee performance and organizational success is satisfied at “Kalyani Motors”. The
organizations may have the latest technology , well thought-out strategic plans , detailed job
description , and comprehensive training programmers , but unless the staff are rewarded for their
performance-related behaviors , the entire effort may be meaningless.
For this purpose a random sampling of 50 respondents was selected and a survey was done
with the help of questionnaire , the result was analyzed for all the employees . The management
is interested to know whether the employees are satisfied with facilities made by the
organization to motivate employees or any improvement should be made . Based on organization
problem my research problem will be able to analyze whether employees are satisfied with
their basic motivational facilities . Hence the project title is “study on Employee’s Motivation” at
“kalyani Motors pvt ltd”.
INDIAN ACADEMY DEGREE COLLEGE Page 1

INTRODUCTION
HRM is the study of activities regarding people working in an organization. It is a
Managerial function that tries to match an organization’s needs to the skills and
Abilities of its employees.
Definition of HRM
According to Edward B.Philippo
“HRM is the personnel function which is concerned with procurement, development, compensation,
integration and maintenance of the personnel of an organization for the purpose of contributing
towards the accomplishments of the organization’s objectives. Therefore, personnel management is the
planning, organizing, directing, and controlling of the performance of those operative functions.”
Objectives of HRM
The primary objective of HRM is to ensure the availability of competent and willing
workforce to an organization. The specific objectives include the following:
1) Human capital assisting the organization in obtaining the right number and types of
employees to fulfill its strategic and operational goals.
2) Developing organizational climate helping to create a climate in which employees are

encouraged to develop and utilize their skills to the fullest and to employ the skills and
abilities of the workforce efficiently.
3) Helping to maintain performance standards and increase productivity through effective job
design providing adequate orientation, training and development providing performance-related
feedback, and ensuring effective two-way communication.

4) Helping to establish and maintain a harmonious employer/employee relationship.
5) Helping to create and maintain a safe and healthy work environment .
The following constitute the core of HRM
1. HRM Involves the application of management functions and principles. The functions and
principles are applied to acquiring, developing, maintaining and providing remuneration to
employees and employees must be integrated decisions on different aspects of employees must
be consistent with other human resource (HR) decisions.
3. Decision may influence the effectiveness of an organization. effectiveness of an organization

will result in betterment of services to customers in the form of high quality products supplied
at reasonable costs.

4. HRM functions are not confined to business establishments only but applicable to non
business organizations such as education, health care, recreation and like.
HRM refers to a set of programmers, functions and activities designed and carried out in order
to maximize both employee as well as organizational effectiveness.
EMPLOYEE’S MOTIVATION
Why does a scientist spend a long hours at work in the laboratory , foregoing other activities
and pleasures ? why does an athlete endure months of painful training in preparation for the
Olympics ? why does one person devote all efforts to amassing a fortune , and another to
working with impoverished people in a remote area ? The answer is simple . In all these
examples , individuals are motivated by an inner urge or desire to perform and excel . The
external behavior is only a manifestation of deep inner desires . Often , these desires do not
have biological basis , but are psychological in origin . Since individuals differ in their inner
desires , there is a difference not only in the nature and variety of the tasks they undertake ,
but also in their levels of performance .
Performance , output , and productivity form the backbone of organization . High performance ,
high commitment , and loyalty are the primary expectations of organization . Individuals enter
organization with some needs , aspirations and expectations about work life . Organization , on
the other hand , focus on productivity , commitment , and loyalty .
Individual performance is a function of the product of ability and motivation , which may be
presented as
Performance = f(ability *motivation)
Ability here may be interpreted as competence , skill , or knowledge . The interaction of the
basic abilities with motivation leads to performance . If that is so , why does the same
individual have fluctuations in his or her performance graph ? Why do , employees with the
same competencies or abilities , other factors being constant , differ remarkably in their
performance levels . One of the fundamental challenges being faced by today’s organization is
to sustain the motivational levels of their employees . There is a paradigm shift in the nature
of functioning of today’s organizations with delayering , downsizing , cultural diversity , job

hopping , and increased focus on individual competencies . However , the bottom line , that is ,
employee performance , still remains . Hence , in this project , I will make an attempt to
understand the basic nature of the motivational process and its implications in an
organizational setting .
NEEDS MOTIVATION THEORY
According to needs motivation of theories , motivation is the ‘willingness to exert high levels
of effort towards organization goals , conditioned by the effort’s ability to satisfy some
individual needs ‘.
A need in this context is an internal state that makes certain outcomes appear attractive . An
unsatisfied need creates tension that stimulates drives within the individual . These drives then
generate a search behavior to find a particular goal that, if attained ,will satisfy the need and
lead to reduction of the tension
Needs theories are basis of most workplace motivation theories and that why we’ll start with
them here. We ‘ll go chronological order which also happens to be the order of their
complexity. Starting with Maslow ,we’ll cover the ERG model as well as McClelland’s model.
MASLOW’S WORK SITUATION
When Maslow’s hierarchy of needs is applied in work situation, it implies that managers have
the responsibility ,firstly, to make sure the deficiency needs are met. This means ,in broad
terms, a safe environment and proper wages , secondly ,it implies creating a proper climate in
which employees can develop their fullest potential. Failure to do so would theoretically
increase employee frustration and could result in poor performance , lower job satisfaction and
increased withdrawal from the organization.
For example according to Maslow’s hierarchy of needs theory job security and threats of
layoffs ,will block the person from higher growth needs. They might work harder to get
security , but without fulfilling their other needs. If security doesn’t return they will fulfill their
needs elsewhere or burn out.

MASLOW’S HIERARCHY OF NEEDS
Maslow’s theory of motivation is called the “hierarchy of needs”. Maslow’s . Maslow

believes that people have five main needs in the following order of importance:-
 Physiological Needs:-
The most basic needs required for the survival of the organism are hunger , thirst , sleep ,
protection from extreme temperature , and sensory stimulation . They are responsible for the
biological maintenance of the organism and are universal in the sense that they are common
to all species in the universe . Another characteristic feature is that they are instinctual in
nature , implying that they are involuntary , personal , and universal . Physiological needs are
crucial to the understanding of human behavior . For example , in moments of crisis such as
war , it is the physiological needs that are of prime importance to the homeless refugees , and
they would , in all probability , not be overly concerned about higher-order needs.
 Safety needs
Once the physiological needs are satisfied , the next level in the hierarchy , that is , safety needs
get activated . just like physiological needs , safety needs also have an instinctual base .
Protecting oneself from the environment and other extreme dangers is a common phenomenon
observed in all species . Safety or security may have as well as physical emotional connotations
An infant feels secure in the company of its mother and research conducted on other species ,
such as chickens , ducklings , and monkeys , further reiterates this fact . It is also observed that
human beings continually indulge in behaviors which are safety-seeking mechanism . According
to Maslow , once the safety needs are satisfied , they no longer act as motivators .
 Belonging needs
Once the basic physiological needs are satisfied , human beings turn their attention to the
group , community , or society to which they belong . Man is a social animal . This statement is
true in the sense that human beings would like to be loved , share their feelings , affiliate with
a group , and establish an identity with the group . These feelings usually begin with the family

and extend towards the peer group and into other social situations of life . One may conclude
that these may form a link between basic needs and other growth needs.
 Self- Esteem needs
The esteem needs represent the higher needs of human beings . Esteem maybe interpreted here
as the desire to achieve competence , confidence , and also experience feelings of worth about
one’s self . It means not only the desire to achieve , but also to get it reinforced by the group
to which one belongs . In other words , there is a desire for recognitions .
 Self-Realisation needs
This is the highest level in the hierarchy . It is the ultimate need that people seek in their
lives . According to Maslow , people who have attained self-actualization are self-fulfilled and
have realized their potential . Rogers (1961) believes that the basic force motivating the human
organism is self-actualization – ‘a tendency towards fulfillment , towards actualization , towards
maintenance and enhancement of the organism’ . The following are the personal qualities of
self-actualizers and the behaviors he considered important to the development of self-
actualization :
Characteristics of self-actualizers: perceive reality efficiently and are able to tolerate

uncertainty , accept themselves and others for what they are , spontaneous in thought and
behavior , problem-centered rather than self-centered , have a good sense of humor , highly
creative , concerned for the welfare of humanity , capable of deep appreciation of the basic
experience of life , inclined to establish deep interpersonal relationships with a few , and are
able to look at life from an objective viewpoint .
Behavior leading to self-actualization:
 Experience life as a child does with full absorption.

 Try something new .
 Listen to your own feelings rather than the voice of tradition and authority , or the
majority .
 Be honest and avoid pretence or game playing .
 Assume responsibility .
 Be prepared to be unpopular with your views .
 Work hard at whatever you do .

 Try to identity your defenses and have courage to give them up .
Maslow believes that people would not move on down this list to be motivated by the next
set of needs until the previous set(s) had been satisfied.
EXISTENCE , RELATEDNESS AND GROWTH
By Clayton P . Alderfer

Clayton Paul Alderfer is an American psychologist who further expanded Maslow’s hierarchy
of needs by categorizing the hierarchy into his ERG theory ( Existence , Relatedness and
growth ) .
The ERG theory of Clayton P . Alderfer is a model that appeared in 1969 in a psychologist
review article entitled “An Empirical Test of a New Theory of Human Need “. In a reaction to
the famous Hierarchy of Needs by Maslow , Alderfer distinguishes three categories of human
needs that influence worker’s behavior , existence , relatedness and growth .
THE ERG CATEGORIES OF HUMAN NEEDS
These ERG Theory categories are :
 Existence Needs physiological and safety needs ( such as hunger ,thirst). The first two
levels of Maslow .
 Relatedness Needs , social and external esteem ( involvement with family , friends , co-
workers and employers ) . The third and fourth levels of Maslow .
 Growth Needs , internal esteem and self actualization ( the desire to be creative ,
productive and to complete meaningful tasks ) . Maslow’s fourth and fifth levels.

ERG THEORY AND MASLOW
Contrarily to the idea by Maslow that access to the higher levels of his pyramid required
satisfaction in the lower level needs , the ERG areas of Alderfer are simultaneous needs .
ERG Theory recognizes that the importance of the three categories may vary for each
individual .
Managers must recognizes that an employee has multiple needs , which must be satisfied
simultaneously . According to the ERG theory , if you focus exclusively on one need at a
time , this will not effectively motivate .

THE FRUSTRATION-REGRESSSION PRINCIPLE
In addition , the ERG theory acknowledges that if a higher level need remains unfulfilled , the
person may regress towards lower level needs , which appear easier to satisfy . This is known
as the frustration-regression principle . This principle impacts workplace motivation . For example
, if growth opportunities are not offered to the employees , they may regress towards
relatedness needs , and socialize more with co-worker .
If management can recognize these conditions early , steps can be taken to satisfy the
frustrated needs until the subordinate is able to pursue growth again
McClelland's Human Motivation Theory
In the early 1940s, Abraham Maslow created his theory of needs . This identified the basic needs that
human beings have, in order of their importance: physiological needs, safety needs, and the needs for
belonging, self-esteem and "self-actualization".
Later, David McClelland built on this work in his 1961 , "The Achieving Society." He identified three
motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for
power. People will have different characteristics depending on their dominant motivator.
According to McClelland, these motivators are learned (which is why this theory is sometimes called
the Learned Needs Theory).
McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers,
and one of these will be our dominant motivating driver. This dominant motivator is largely dependent
on our culture and life experiences.
These characteristics are as follows:
Dominant Characteristics of This Person

Motivator
Achievement  Has a strong need to set and

Dominant Characteristics of This Person

Motivator
accomplish challenging goals.
 Takes calculated risks to accomplish

their goals.
 Likes to receive regular feedback on

their progress and achievements.
 Often likes to work alone.
Affiliation  Wants to belong to the group.
 Wants to be liked, and will often go

along with whatever the rest of the group
wants to do.
 Favors collaboration over

competition.
 Doesn't like high risk or uncertainty.
Power  Wants to control and influence others.
 Likes to win arguments.
 Enjoys competition and winning.
 Enjoys status and recognition.
Note:
Those with a strong power motivator are often divided into two groups: personal and institutional.
People with a personal power drive want to control others, while people with an institutional power
drive like to organize the efforts of a team to further the company's goals. As you can probably
imagine, those with an institutional power need are usually more desirable as team members!

Using the Theory
McClelland's theory can help you to identify the dominant motivators of people on your team. You can
then use this information to influence how you set goals and provide feedback , and how you
motivate and reward team members.
You can also use these motivators to craft, or design, the job around your team members, ensuring a
better fit.
Let's look at the steps for using McClelland's theory:
Step 1: Identify Drivers
Examine your team to determine which of the three motivators is dominant for each person. You can
probably identify drivers based on personality and past actions.
For instance, perhaps one of your team members always takes charge of the group when you assign a
project. He speaks up in meetings to persuade people, and he delegates responsibilities to others to
meet the goals of the group. He likes to be in control of the final deliverables. This team member is
likely primarily driven by the power.
You might have another team member who never speaks during meetings. He/She always agrees with
the group, works hard to manage conflict when it occurs, and visibly becomes uncomfortable when
you talk about doing high-risk, high-reward projects. This person is likely to have a strong need for
affiliation.
Step 2: Structure Your Approach
Based on the driving motivators of your workers, structure your leadership style and project
assignments around each individual team member. This will help ensure that they all stay engaged ,
motivated, and happy with the work they're doing.
Let's take a closer look at how to manage team members who are driven by each of McClelland's three
motivators:
 Achievement

People motivated by achievement need challenging, but not impossible, projects. They thrive on
overcoming difficult problems or situations, so make sure you keep them engaged this way. People
motivated by achievement work very effectively either alone or with other high achievers.
When providing feedback, give achievers a fair and balanced appraisal. They want to know what
they're doing right – and wrong – so that they can improve.
 Affiliation
People motivated by affiliation work best in a group environment, so try to integrate them with a team
(versus working alone) whenever possible. They also don't like uncertainty and risk. Therefore, when
assigning projects or tasks, save the risky ones for other people.
When providing feedback to these people, be personal. It's still important to give balanced feedback,
but if you start your appraisal by emphasizing their good working relationship and your trust in them,
they'll likely be more open to what you say. Remember that these people often don't want to stand out,
so it might be best to praise them in private rather than in front of others.
 Power
Those with a high need for power work best when they're in charge. Because they enjoy competition,
they do well with goal-oriented projects or tasks. They may also be very effective in negotiations or
in situations in which another party must be convinced of an idea or goal.
When providing feedback, be direct with these team members. And keep them motivated by helping
them further their career goals .
Key Points
McClelland's Human Motivation Theory states that every person has one of three main driving
motivators: the needs for achievement, affiliation, or power. These motivators are not inherent; we
develop them through our culture and life experiences.
Achievers like to solve problems and achieve goals. Those with a strong need for affiliation don't like
to stand out or take risk, and they value relationships above anything else. Those with a strong power
motivator like to control others and be in charge.

You can use this information to lead, praise, and motivate your team more effectively, and to better
structure your team's roles.
Review Of Literature
Motivation is the word derived from the word ‘motive’ which means needs, desires, wants or drives
within the persons. It is the process of inspiring people to actions to achieve the goals. In the work
goal background the psychological factors motivating the people’s behavior can be
 Job-Satisfaction
 Achievement
 Term Work, etc
Definition of Employee’s Motivation
Using both Tangible and non tangible rewards to keep employees enthusiastic, loyal and
interested in continuous improvement.
Nature of work and work Motivation
It is an accepted fact that human beings spend two-thirds of their lives doing some work or
the other . To work is an innate need , an inborn propensity , or characteristic of human beings .
Apparently , activity is carried out for achieving satisfaction . Human beings invest large
portions of their energies to alter the existing state or add an extra dimension to their
personalities . When viewed from this perspective , work has different meanings at different age
levels . During infancy , work is understood as play . During childhood and adolescence , work
may be interpreted as orientation to studies , planning , and thinking of a career or vocation ,
etc . During young adulthood and adulthood stages , work means the job that an individual does
. Activity begins very early before birth , and continues until one’s death (Activity is not only
an important aspect of life , but it is essential for growth and health.) There is a fundamental
need for activity , it is through activity that every form of life adjusts itself to its
environment . Sometimes , activity is engaged in for its own sake , sometimes it is reflexive ,

and often it is purposive in that it is engaged in with an end , object , or purpose in view .
Purposive activities are termed as work .
To describe work in terms of the science of man , the elements of responsiveness , purpose ,
adjustment , habit , interest , motive , drive , intelligence , aptitude , self-direction , and adaptive
behavior along with minor complexities must be introduced .
The economic purposes of work are obvious and require little comment . Work is the means
by which we provide the goods and services needed and desired by ourselves and our
society . Work also serves a number of other social purposes . The workplace hs always been a
place to meet people , converse , .and form friendships . The type of work has always conferred
a social status on the worker and the worker’s family . However , far less attention has been
paid to the personal meaning of work , in spite of the fact that research has indicated that
work plays a crucial and perhaps unparalleled psychological role in the formation of self-
esteem , identity , and a sense of order (organ 1978)
The various functions served by work have been summarized as follows :
 Work is instrumental for survival.

 Work roles contribute to personal identity.
 Work roles provide opportunities for interaction with others.
 Having a work role enables an individual to sustain status and self-respect.
 Work roles provide scope for personal achievement , meeting , and surpassing objectives
recognized by others as valuable or praiseworthy .
 Work provides for assuring oneself of one’s capacity to deal effectively with one’s
environment and developing that capacity .
 Work provides the individual with opportunities to relate himself to society , and to
contribute to society by providing needed goods and services .
Importance of Motivation
Motivation is the most important factors influential organizational efficiency. All facilities
organizational will go to waste in lack of motivated people to utilize these facilities efficiently. Every
superior in the organization must motivate its subordinates for the right types of behavior.
The presentation of human beings in Motivated employees are inclined to be more productive
than nonmotivated employees. Most businesses make some pains to motivate workers butthis is
normally easier said than done. Employees are all individuals with different like’s dislikes and needs,
and different things will motivate each.
 Motivated Employees Are More Productive

.If employee will satisfied and happy then he/she will do his /her work in a very impressive way, and
then the result will be good, on the other hand motivated employee will motivate other employees in
office.
 Decision-making and practical Expectations

It is important to engage employees in the decision-making process, but create realistic expectations in
the process.
 Job Description, Work Environment and Flexibility

Employee doing the right job for his personality and skill set, and performing well at the job greatly
increases employee motivation and satisfaction. A safe and non-threatening work environment
is necessary to maintain a high level of employee motivation. Flexible human resource policies, flexible
time, work from home, childcare also be liable to have happier and more motivated workers.
 Pay and Benefits

Keeping employees motivated with good benefits is easy. Where to draw the line at generous benefits
that motivate all employees, versus raises and larger salaries to retain and attract
the best workers and keep them happy and motivated to be working for you, are more difficult. .
 Company Culture
Creating a positive and employee-friendly company culture is a great motivational tool
Applications of Motivational Concepts
The theoretical base provided earlier in this chapter is no doubt supported by research findings .
Further , conventional wisdom also exists that work experience enhances performance . However,
the issue still remains as to what motivates the individual at any point of time . since it is
difficult to predict the nature of needs , probably the organization would like to focus on job-

related matters as stated by the theorists to sustain the motivation in the individual. It is here
that the applications of motivational concepts and theories become significant . The specific
forms in which theories and concepts are applied may be considered under the following
headings :
 Job Designing
Job design has emerged as an important application area for work motivation . Advances in
technology , computer system , etc ., have resulted in job specialization . Even though
specialization resulted in better control and efficiency , other aspects such as motivation and
satisfaction were neglected . Consequently , over a period of time , efficiency decreased and
dissatisfaction prevailed among the work force . The problems today are compounded with
downsizing and increased use of technology . For academicians as well as practitioners , job
design takes on special importance as it reduces stress , enhances motivation , and results in
satisfaction .
 Job Enlargement
Some amount of boredom may be relieved by this approach . Job enlargement refers to
expansion of the scope of the job horizontally. In simple terms , it means increasing the number
of tasks that need to be executed . For example , if an assembly-line worker was inserting 100
nuts in a day , he would perhaps increase it by another 50 . The variety that is experienced by
the individual is only in terms of the number of tasks .
 Job Enrichment
Job enrichment represents an extension of job enlargement It is a direct outgrowth of

Herzberg’s theory of motivation . The proposition of Herzberg that motivators when present
enhances the motivational aspects of the individual finds its direct application in a job
enrichment programmer . In ‘enrichment’ , the job is enlarged vertically so that there is greater
variety of work content , it requires a high level of knowledge and skill , gives workers more
autonomy and responsibility in terms of planning , directing , and controlling their own
performance , and provides opportunities for personal growth and a meaningful and a
meaningful work experience .
 Goal Setting

Goal setting has become an effective tool for the practice of human resource management and
overall performance-system approach . ‘Intentions’ may also interpreted as motivates and when
motives become strong , they translate into a value or valence , and the individual undertakes
certain actions which result I consequences . We may then say that intentions also result in
purposivism of behavior . Thus , we see that the goal setting theory is not exactly new .
Factors to Encourage Motivation.
Management and leadership actions that allow employees to:-
 Believe about your employees strengths.
 Inquire employees what they want .
 Teach employees to measure their own success.
 crystal clear &regular communication about factors important to employees.
 Treating employees with respect.
 Providing regular employee respect.
 Feedback and training from managers and leaders.
 Industry-average benefits and recompense.
 Carry an idea notebook .
 Explain your reward systems.
 Inquire employees for information about their performance.
 Communicate.
Methods for Motivating Employees for Employee satisfaction
1. Rewards
People behave in ways that they believe are in their best interest , they constantly look for
payoffs for their efforts . They expect good job performance to lead to organizational goal

attainment , which in turn leads to satisfying their individual goals or needs . Organization , then ,
use rewards to motivate people .
2. Challenging Jobs
Job design refers to the number and nature of activities in a job . They key issue is whether
jobs should be more specialized or more enriched and non-routine . Job design has been
implemented in several ways . Job enlargement assigns workers to additional same-level tasks
to increase the number of tasks they have to perform . Job rotation systematically moves
workers from job to job . Job enrichment means building motivators like opportunities for
achievement into the job by making it more interesting and challenging . Forming natural work
groups , combining tasks , establishing client relationships , vertically loading the job , and having
open feedback channels may implement Job enrichment .
3. Using Merit Pay
A merit raise is a salary increase , usually permanent , that is based on the employee’s
individual performance . It is a continuing increment rather than a single payment like a
bonus . Relaying heavily on merit rewards can be a problem because the reinforcement benefits
of merits pay is usually only determined once per year .
4. Using Spot Awards
A spot award is one given to an employee as soon as the laudable performance is observed .
These awards are consistent with principles of motivation because they are contingent on good
performance and are awarded immediately .
5. Using Skill-Based Pay
With skill-based pay , employees are paid for the range , depth , and types of skills and
knowledge they are capable of using rather than for the job they currently hold . Skill based
pay is consistent with motivation theory because people have a self-concept in which they
seek to fulfill their potential . The system also appeals to the employee’s sense of self-efficacy
because the reward is a formal and concrete recognition that the person can do the more
challenging job well .
6. Using Recognition

Some employees highly value day-to-day recognition from their supervisors , peer and team
members because it is important for their work to be appreciated by others . Recognition helps
satisfy the need people have to achieve and be recognized for their achievement .
7. Using Job Redesign
Job design refers to the number and nature of activities in a job . The key issue is whether
jobs should be more specialized or more enriched and no routine . Job design has been
implemented in several ways . Job enlargement assigns workers to additional same-level tasks
to increase the number of tasks they have to perform . Job rotation systematically moves
workers from job to job . Job enrichment means building motivators like opportunities for
achievement into the job by making it more interesting and challenging . Job enrichment may
be implemented by forming natural work groups , combining tasks , establishing client
relationships , vertically loading the job , and having open feedback channels .
8. Using Empowerment
Empowerment means giving employees the authority , tools and information they need to do
their jobs with greater autonomy , as well as the self-confidence to perform new jobs
effectively . Empowerment boosts employee’s feelings of self-efficacy and enables them to use
their potential more fully .
9. Using Goal-Setting Methods
People are strongly motivated to achieve goals they consciously set . Setting goals with
employees can be a very effective way of motivating them . Goals should be clear and specific
, measurable and verifiable , challenging but realistic , and set with participation .
10.Using Positive Reinforcement
Positive reinforcement programs rely on operant conditioning principles to supply positive

reinforcement and change behavior . Experts claim it is better to focus on improving desirable
behaviors rather than on decreasing undesirable ones . There are a variety of consequences
including social consequences ( e.g., peer approval or praise from the boss ) ,intrinsic

consequences (e.g., the enjoyment the person gets from accomplishing challenging tasks ) , or
tangible consequences (e.g., bonuses or merit raises) .
11.Using Lifelong Learning
Lifelong learning can be used to deal with problems of downsizing and employee
commitment , and to counterbalance their negative effects . It provides extensive continuing
training and education , from basic remedial skills to advanced decision-making techniques ,
throughout the employee’s careers , which provide employees the opportunity to boost their
self-efficacy and self-actualization .
STATEMENT OF THE PROBLEM
As organizations are becoming leaner and attaining a global status , money is definitely playing
an important role . However , non-financial rewards are playing an even more important role in
motivating employees . According to recent surveys , employees placed far more value on non-
financial rewards than on financial ones . In another study , the major reason cited for leaving
the organization was the lack of praise and recognition from managers . In other words , there
is little doubt that non-financial factors can be very powerful , but as a reward technique to
manage behavior and improve performance , these are often overlooked.
In this project , we will analyze the basic motivational processes that form the backbone of
performance , and also the operation of various needs responsible for performance provided by
“Kalyani Motors pvt . ltd and its impact on employee’s satisfaction “.
SCOPE AND OBJECTIVES OF EMPLOYEE’S MOTIVATION
Scope of the study
This study was based on the effect of motivation on employee performance in an organizations.
It was guided by the objectives of how organizations motivate their employees, the role of motivation
on the employee performance in an organization and the relationships between motivation and
employee performance in an organization.
Objectives of the study
Before a manager receives training about motivation, he must first know the definition of motivation.
Motivation is the act of making desired behaviors more attractive or rewarding than those that are
undesired. Desired actions and behaviors that are attractive to employees are those that result in
tangible rewards, are enjoyable or help an employee feel good about his accomplishments and do not
seem more burdensome than necessary. The following are the objectives of employee’s motivation
 To find out how organization motivate their employees

Empowering employees to succeed , delegating ,challenging and meaningful work in general,
employees want to succeed and they want to continue learning and growing, so company has to
provide them with opportunities and motivate the employees more.
 To find out role of motivation on the performance in an
Organization.
Employee has to Work to create their own personal development plan. Then, provide them with
coaching and mentoring and help them increase their skills and their sense of competence and
accomplishment.

 To find out the relationship between motivation and

employee’s performance in an Organization.
Monitor the progress of your employees towards accomplishing their goals and objectives and then
provide rewards to reinforce positive behavior will increase their sense of progress and keep them
motivated. This can include recognition in front of peers and other rewards that don’t cost a lot of
money but are meaningful to the person.
Motivating employees to learn, to grow, to try challenging new assignments, and to work together as a
team can be incredibly fulfilling. Seeing the look on someone’s face when they’ve succeeded at
something they never thought was possible is a gift itself.
 To Identifying the Motivation Levels and Needs of Employees
One of the difficulties that comes with employee motivation is that each employee requires a different
level of motivation. By learning to assess an employee's motivation level and motivational needs, a
manager will have a better understanding of which forces drive employee action. Moreover, learning to
identify motivation levels and needs helps a manager evaluate changes he/she might need to
implement within an organization's culture to create an enjoyable and motivating environment that
links productivity and performance while addressing human needs.
 To Establish Employee’s Motivation Strategies
Learning different ways to motivate employees helps a manager address motivational roadblocks and
employee needs to create a high-performance environment. Strategies include using clear, concise
communication and directions, learning to overcome communication problems in a multicultural
workforce, sharing the rewards of a successful performance and building trust, loyalty and a sense of
ownership.
 To Create Self-Motivated Employees
Many employees are not intrinsically motivated individuals. However, according to motivational
speaker Anne Bruce, individuals must learn how to motivate themselves to be self-driven, effective
employees. When an employee is self-motivated, he develops a sense of ownership and loyalty to the
company that makes his employer's goals a personal matter. Moreover, when an employee does not
need to rely on a manager for motivation, he develops a sense of accomplishment and helps other
employees do the same.
What Is Management Leadership's Role in Motivating Employees?
As a manager in a company, you must find ways to motivate your employees in order to encourage
productivity and ensure job satisfaction. A manager cannot force an employee to be successful at his
job, but he can motivate him with fair treatment, proper incentives and adequate compensation. It is
the role of management to lead by example and motivate employees to do their best .
As a manager, you can motivate your employees by making sure your work goals align with their work
goals. This requires strategic planning and communication because you must let your employees know
exactly what you expect from them. If they do not have standards and goals to meet, you will feel
frustrated by their lack of efficiency and they will feel frustrated by their failed efforts to please you.
Misunderstanding of goals leads to disappointment and failure--the opposite of the motivating forces
you are striving to create.
 Understand What Motivates Each Employee
Managers must understand exactly what motivates each employee in their company. Some are
motivated by money and benefits; some are motivated by praise; and others are motivated by work-life
balance. As a manager, you must assess each employee's work responsibilities and underlying
motivations. An employee analysis requires you to meet with each employee individually to discuss
their work-related desires. Most employees appreciate a manager's sincere interest in their lives.
 Lead by Example
One of the best things you can do as a manager to motivate your employees is to lead by example. If
you are lazy, prone to procrastination or allow your temper to flare, you will likely get the same
behavior from your employees. If you want to motivate your employees to pursue excellence in their

job responsibilities, behave how you would like them to behave. Speak kindly, show respect and give
praise where it is due.
 Create a Fair System
Fairness is an important motivating factor in the workplace. You must create a fair system of
incentives, rewards and benefits that encourages your employees to work hard. As an employer, you
can never show favoritism. Incorporate fair compensation programs, employee performance
evaluations and consistent policies into your workplace. You must establish an equitable and consistent
work environment
The Relationships between motivation and employee performance in an

organization
Good Relationship between motivation and employee performance will encourage employee
empowerment and participation consists of contribution of employees in administration and
decision making associated to policies, objectives and strategies of the organization. .The employees’
perceptive of the goals, standards and political principles of their firms were positively and
significantly related to employee motivation and gratification towards work . Empowerment results
in motivating employees that leads to constant expansion and organizational growth . A good
relationship between motivation and employee performance will encourage empowerment, directs
faster decision of customer troubles for the reason that employees did not dissipate time
referring customer objections to managers.
Increased autonomy enhances work productivity, amplifies employees’ wisdom of self-
efficacy and their motivation to get upon and complete certain tasks .
Managers should regard employees in decision-making procedures.

Employee participation in organization measures develop motivation and job-satisfaction level.
Good Relationship between motivation and employee performance will believed that empowerment
creates motivation and energy in workforce to do their work efficiently and effectively .Together the
job characteristics of career revamp and employee empowerment are imperative characteristics in
giving greater employee dedication and trust worthiness toward the organization and increased level of
motivation . More the loyalty towards the organization and higher the motivation works best for the
effectiveness and growth of a business.

Good Relationship between motivation and employee performance will judges participative decision
making as a set of planned procedures for systematizing individual sovereignty and autonomy
in the perspective of faction accountability and associated to system-wide control. Employee
participation and empowerment are not only direct to efficiency, effectiveness and innovation but they
also boost employee gratification, work motivation and trust in the organization . John Baldoni in his
book ‘Great motivation Secrets of Great Leaders’, has discussed that empowerment and recognition
encourages and motivates people to work .He elaborates it that empowerment grants people with
responsibility and authority to act as it puts people in control of their own destinies. Also he wrote that
its fundamental to our humanity that everyone needs to be recognized about how and what work they
have done and next time they do it more efficiently for the sake of more recognition .Motivation and
employee performance towards work refers to prospects of the top management and employees are just
given orders to accomplish employee about the organization and his approaches frontward and his
service . Organizational performance or effectiveness refers to locating targets and attaining them
proficiently in spirited and energetic surroundings .
In organizations where employees may suppress innovativeness and their motivation

hinders, has a direct negative effect on organizational performance, growth and effectiveness .
An internally satisfied, delighted and motivated worker or employee is actually a productive

employee in an organization which contributes in efficiency and effectiveness of organization which
leads to maximization of profits .
Thus from this project report it fully supports that there exists a positive relationship between
employee performance and motivation. Good Relationship between motivation and employees
performance will encourages employee performance in an organization where everyone works in
expectation of some rewards (spiritual, financial and material), and welfare is one of them. In other
words, the degree of reward influences the quality and quantity of work, and in turn improved
performance. Hence, it is important to explore how to give the stimulus (welfare) in order to promote
work motivation and performance of employees.
Good Relationship between motivation andemployees performance will encourage implementation of
employee benefit programmers which will affect employees’ performance. Employee benefit
programmers have greater impact on work-motivation than on productivity.
Monetary benefit programmers most highly valued by both executives and workers. There is a
cognitive gap between management and worker on the importance of employee benefit programmers.

Private-corporation employees have greater employee benefit demands than their public
corporation counterparts. Female and male employees have different benefit
demands.Employee motivation is one of the policies of managers to increase effectual job management
amongst employees in organizations . A motivated employee is responsive of the definite goals
and objectives he/she must achieve, therefore he/she directs its efforts in that direction and the
reported motivation formulates an organization more successful because provoked employees are
constantly looking for improved practices to do a work, so it is essential for organizations to persuade
motivation of their employees .
Motivation is shown to increase job satisfaction ,performance and retention. Having motivated
workers has shown to be linked with higher job satisfaction ,increased performance and
retention. Motivated workers are willing participant in a position and want to perform job
requirements . workers who are not motivated usually perform tasks out of obligation. Some
people are innately motivated and have high level of motivation where others require
incentives. Employers can use various strategies to help increase motivation.
1. Increase willingness to do the job
Increase worker motivation means workers willingly carry out the task required by the job.
This also means managers are less likely to pull teeth to try to get a worker to perform
task. The job description should match duties , qualities and competencies of the position .
This helps administrators and workers understand the demands of the position before
during and after coming into a position.
2. Increase performance
Increasing worker motivation serves to help organization to meet internal and external goals
. Increasing worker motivation has shown to increase job performance levels . administrators
should help workers feel part of a team in the organization . Increased worker performance
usually means increased customer satisfaction.
3. Increase Retention

Administrative team that includes the workforce in decision making processes for strategic
planning in achieving organization goals has shown to increase worker retention . helping
workers engaged throughout the process increases worker motivation and feel invested in
the organization. Increasing worker motivation and job satisfaction has been linked to higher
rates of retention and increased workers productivity.
4. Increases job satisfaction
A poor working environment can make any good worker lose motivation. Job incentives
such as competitive pay , benefits and programs such as tuition reimbursement , flexible
hours , scheduling and time off show increased levels of workers job satisfaction . since most
workers do not stay at the same position for an entire career , training programs have
shown to increase job satisfaction. Increased job satisfaction has shown increase worker
motivation which then increases workers retention rates , productivity and performance .
5. Supervisor and manager role
Supervisors maybe the problem . Managers who are flexible and understand , recognize and
respond to worker’s needs may have employees who are more motivated . Supervisors who
are difficult to work with may have workers who are less motivated and therefore have
workers who have decreased levels of job performance.
LIMITATIONS OF THE STUDY
 The study is conducted for the employees at Kalyani Motors pvt.ltd only and no
comparisons is made with other similar companies .
 Some of the workers being less educated , their answers may not be accurate . Because
of the busy work schedule of the workers , sufficient interaction was not possible .

 The findings and suggestions of the project are only relevant to Kalyani Motors Pvt .
Ltd
RESEARCH DESIGN
DATA COLLECTION METHOD
 Primary Data
The primary data is the actual and first hand data collected by someone specifically for
facilitating the study .
The following are methods of primary data collection :
Questionnaires were prepared on Employee’s Motivation and used for survey .
 Secondary Data
Secondary data is the data which is already collected by someone else and which is used for
the purpose of study . It is the data , which gives relevant information in the different fields .
There are different sources of secondary data collection .
Research Measuring Tools:
Research will be based on questionnaire of 18 questions.
 Tools and Techniques of Data Analysis : . The facts are presented in the form
of diagram that is in the bar chart and has been done by simple percentage method .
Method of data Collection: This project is purely based on primary data .
Sampling Schemes
 Sample frame: Employee’s of the Kalyani Motors private limited.
 Sample Size: A sample size of 50 respondent at Kalyani Motors pvt.ltd was chosen
for the purpose of the study.
 Sampling method: Convenient Random Sampling Method.
 Data Collection Tool: Questionnaire. The Questionnaire consist of 2 parts. One Part
consisting of all demographic Information. The second part comprises of the questions relevant
to the study

INDUSTRY PROFILE
Maruti Suzuki India Limited commonly referred to as “Maruti” and formerly known as
“Maruti Udyog Limited” is an automobile manufacturer in India . It is a subsidiary of Japanese
automobile and motorcycle manufacturer . As of November 2012 , it had a market share of 37%
of the Indian passenger car markets . Maruti Suzuki manufactures and sells a complete range
of cars from the entry level maruti 800 ,alto, to the hatchback ritz ,celerio ,A-star, swift, ciaz ,
wagon R ,Zen ,DZire ,muti-purpose vehicle ertiga, and sports utility vehicle Grand Vitara .
The Company Headquarters’ at No.1 Nelson Mandela , New Delhi in February 2012 , the
company solds its ten millionth vehicle in India .
HISTORY

Maruti Udyog Limited was established in February 1981, though the actual production commenced
only in 1983. It started with Maruti 800, based on the Suzuki Alto kei car which at the time was the
only modern car available in India. Its only competitors were Hindustan Ambassador and Premier
Padmini. Originally, 74% of the company was owned by the Indian government, and 26% by Suzuki
of Japan . As of May 2007, the government of India sold its complete share to Indian financial
institutions and no longer has any stake in Maruti Udyog.
Maruti’s history begins in 1970 , when a private limited company named ‘Maruti technical
services private limited’ (MTSPL) is launched on November 16 , 1970 . The stated purpose of
this company was to provide technical know-how for the design , manufacture and assembly of
“wholly indigenous motor car”. In June 1971 a Company called ‘Maruti limited’ was
incorporated under the company Act and sanjay Gandhi became its first Managing Director .
“Maruti Limited” goes into liquidation in 1977 .On june 23 ,1980 sanjay Gandhi dies when a
private test plane he was flying crash . A year after his death , and at the behest ,Indira
Gandhi ,the Indian Central Government salvages Maruti Limited and starts looking for an
active collaborator for a new company . Maruti Udyog ltd is incorporated in the same year .
SUZUKI ENTERS
In 1982, a license & Joint Venture Agreement (JVA) is signed between Maruti Udyog Ltd.
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed market,
Maruti received the right to import 40,000 fully built-up Suzukis in the first two years, and even after
that the early goal was to use only 33% indigenous parts. This upset the local manufacturers
considerably. There were also some concerns that the Indian market was too small to absorb the
comparatively large production planned by Maruti Suzuki, with the government even considering
adjusting the petrol tax and lowering the excise duty in order to boost sales. Finally, in 1983,
the Maruti 800 is released. This 796 cc hatchback is based on the SS80 Suzuki Alto and is India’s first
affordable car. Initial product plan is 40% saloons, and 60% Maruti Van. Local production commences
in December 1983. In 1984 the Maruti Van, with the same three-cylinder engine as the 800, is released.
Installed capacity of the plant in Gurgaon, reaches 40,000 units.

In 1985 the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, is launched. In 1986 the
original 800 is replaced by an all-new model of the 796 cc hatchback Suzuki Alto/Fronte. This is also
when the 100,000th vehicle is produced by the company. In 1987 follows the company's first export to
the West, when a lot of 500 cars were sent to Hungary. Maruti products had been exported to certain
neighboring countries already. By 1988, the capacity of the Gurgaon plant is increased to 100,000 units
per annum.
Manufacturing Facilities
Maruti Suzuki has two manufacturing facilities in India. Both manufacturing facilities have a
combined production capacity of 14,50,000 vehicles annually. During a recent meeting of the Gujarat
chief minister with Suzuki Motor Corp chairman & CEO Osamu Suzuki,the Chairman had said that
the work on car manufacturing plant at Mandal near Ahmedabad would be started soon. Maruti Suzuki
to set up second plant in Gujarat; acquires 600 acres.
The Gurgaon manufacturing facility has three fully integrated manufacturing plants and is spread over
300 acres . All three plants have an installed capacity of 350,000 vehicles annually but productivity
improvements have enabled it to manufacture 900,000 vehicles annually. The Gurgaon facilities also
manufacture 240,000 K-Seriesengines annually. The entire facility is equipped with more than 150
robots, out of which 71 have been developed in-house. The Gurgaon Facilities manufactures
the 800, Alto,WagonR, Estilo, Omni, Gypsy, Ertiga, Ritz and Eeco.
The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600 acres
(2.4 km2). Initially it had a production capacity of 100,000 vehicles annually but this was increased to
300,000 vehicles annually in October 2008. The production capacity was further increased by 250,000
vehicles taking total production capacity to 800,000 vehicles annually. The Manesar Plant produces
the A-star, Swift, Swift DZire, SX4, Ritz and Celerion.
Industrial relations
Since its founding in 1983, Maruti Udyog Limited experienced problems with its labour force.
The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing
process. In 1997, there was a change in ownership, and Maruti became predominantly government
controlled. Shortly thereafter, conflict between the United Front Government and Suzuki started.
Labour unrest started under management of Indian central government. In 2000, a major industrial
relations issue began and employees of Maruti went on an indefinite strike, demanding among other
things, major revisions to their wages, incentives and pensions.
Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In
parallel, after elections and a new central government led by NDA alliance, India pursued a
disinvestments policy. Along with many other government owned companies, the new administration
proposed to sell part of its stake in Maruti Suzuki in a public offering. The worker's union opposed this
sell-off plan on the grounds that the company will lose a major business advantage of being subsidised
by the Government, and the union has better protection while the company remains in control of the
government.
The standoff between the union and the management continued through 2001. The management
refused union demands citing increased competition and lower margins. The central government
prevailed and privatized Maruti in 2002. Suzuki became the majority owner of Maruti Udyog Limited
Sales and service network
As of 31 March 2014 Maruti Suzuki has 933 dealerships across 666 towns and cities in
all states and union territories of India. It has 3,060 service stations (inclusive of dealer workshops
and Maruti Authorised Service Stations) in 1,454 towns and cities throughout India. It has 30 Express
Service Stations on 30 National Highways across 1,436 cities in India.
Service is a major revenue generator of the company. Most of the service stations are managed on
franchise basis, where Maruti Suzuki trains the local staff. Other automobile companies have not been

able to match this benchmark set by Maruti Suzuki. The Express Service stations help many stranded
vehicles on the highways by sending across their repair man to the vehicle.
Maruti Insurance
Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The service
was set up the company with the inception of two subsidiaries Maruti Insurance Distributors Services
Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited.
This service started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies since its inception.
Maruti Finance
To promote its bottom line growth, Maruti Suzuki launched Maruti FINANCE in January 2002. Prior
to the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti
Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing loan
Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak
Mahindra, STANDARD CHARTERED Bank, and Sundaram to start this venture including its
strategic partners in car FINANCE. Again the company entered into a strategic partnership with SBI in
March 2003 .Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti Finance.
SBI-Maruti Finance is currently available in 166 cities across India. maruti FINANCE Limited is a
joint venture between Citicorp FINANCEI ndia and Maruti Udyog Limited its primary business stated
by the company is "hire-purchase financing of Maruti Suzuki vehicles". Citi Finance India Limited is a
wholly owned subsidiary of Citibank Overseas INVESTMENT Corporation, Delaware, which in turn
is a 100% wholly owned subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the
stake and Maruti Suzuki holds the remaining 26%. GE Capital, HDFC and Maruti Suzuki came
together in 1995 to form Maruti Countrywide. Maruti claims that its finance program offers most
competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the market rates.
Maruti TrueValue
Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used Maruti
Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with the help of this
service in India. As of 31 March 2010 there are 342 outlets

GROWTH
 The country's largest car-maker Maruti Suzuki India today reported 26.9 per cent increase in its
total sales in August at 1,10,776 units as against 87,323 units in the same month of previous
year.
 Domestic sales during the month stood at 98,304 units, up 29.3 per cent from 76,018 units in
August of previous year, Maruti Suzuki India (MSI) said in a statement.
 Sales of mini passenger cars, including Alto, A-Star and WagonR were up 8.3 per cent at
34,686 units as against 32,019 units in the previous year.
 MSI said during the month, sales of its compact cars, comprising Swift, Estilo, Celerio, Ritz
and Dzire were at 46,759 units as against 30,512 units in the year-ago month, up 53.2 per cent.
 Dzire Tour sales were at 1,328 units as against 520 units in August last year, up 114.2 per cent.
 Sales of mid-sized sedan SX4 were down by 85.6 per cent to 50 units as against 348 units in
August of previous year, the company said.
 The company's sales of utility vehicles, including Ertiga and Gypsy were at 5,491 units as
against 4,563 units, up 20.3 per cent.
 Van sales, comprising Omni and Eeco were at 9,990 units as compared to 7,956 units in the
previous year, up 25.6 per cent, it said.
 Exports in August were up 10.3 per cent to 12,472 units from 11,305 units in the same month
of previous year, it added
Product range of the Company includes:
It offer full range of cars– from entry level Maruti 800 & Alto to stylish hatchback Ritz, A star, Swift,
Wagon R, Estillo and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
 Maruti Alto 800

 Omni
 Gypsy
 Zen Estilo
 Wagon R
 Versa
 A– Star
 Ritz
 SX4
 Dzire
 Grand Vitara
 Ertiga
 Celerio



MARUTHI DRIVING SCHOOL
Maruti Driving School was established on 30th Nov 2011 with the goal to provide the best
motors driving training. The purpose is to import not just better driving skills but also better
awareness towards overall road safety. MDS provides immense opportunities to learn driving &
develop confidence. It is definitely the right way to move towards a safer future.
With advanced training methods, professionally trained instructors, comfort of AC cars,

comprehensive theory & practical sessions, MDS lets you discover the joy of everyday driving. MDS
trains you to control your vehicle in virtually every situation. Therefore, you are completely ready
and confident when you hit the road

Some of the major topics covered in the Training
 Well Trained Instructors.

 World-Class Simulator Class and Comfort of AC Cars.
 Comprehensive Theory & Practical session , Driving Skills, Traffic Education &
Emergency handling techniques
 Tips of fuel efficiency, Basic maintenance of the vehicle
LINEUP SERVICE
 New cars
 Maruti Finance
 Maruti Insurance
 Extended Warranty
 Car Service
 Body Repair
 Auto Card Loyalty Programmer
 Maruti Driving School
COMPANY PROFILE

Kalyani motors was founded by Late Sri S Anantha Raju, a visionary who has implemented
many innovative processes in the construction industry. He has carved a niche for himself in
the cost on construction and property development market for over 40 years.
After his successful stint with real estate market, his quest for success and service excellence
has prompted him to venture in to y market. He chose Maruti Suzuki , which is known for its
service excellence and wide product portfolio which caters to all market segments. In 2006, he
started Kalyani Motors, which is an authorized sales & service dealer of Maruti Suzuki.
In taking forward the legacy of the Kalyani Group, Mr. A Mohan Raju has taken the mantle
from his father and played a key role in the aggressive growth of the Kalyani Group. With the
guidance of his beloved father, Mr.Raju has gathered many accolades and contributed to the
many success stories of the Kalyani Group.
The Kalyani Group has contributed significantly to Bangalore's real estate market, perceiving
the need for quality commercial and residential real estate. Since 1991 Mr.Raju focused on
developing quality and world class real estate and till date the Kalyani Group has developed
and delivered 20lakh sq.ft of property to industry best MNC's such as Accenture, VM Ware, E&
Y, Johnson & Johnson,etc.
With similar passion, keeping quality and customer satisfaction as the key focus, Kalyani is
one of the fastest growing Maruti Suzuki Dealers in South India. Headquartered in Bangalore,
Kalyani Motors has more than 5 state of the art showrooms & service centers across
Bangalore and Karnataka. The success at Kalyani Group would not have been possible without
the support of our valuable customers .
Kalyani Motors is an authorized Maruti Suzuki Dealership in Bangalore since 2006. Head Office in
Mysore Road, Kalyani Motors family includes over 1040 employees with overall 2 showrooms, 5-
True Value outlets 5 Workshops and 6 body shops.

VISION
To create & sustain a pool of highly delighted customers by rendering excellent service at Kalyani
Motors and to become the top most dealer of Maruti Suzuki.
MISSION
 We aspire to fulfill our customers needs for mobility, comfort, style and value for
money.
 Earning the admiration of all our customers and delighting them by providing services
of superior quality.
 Providing a one stop destination to our customers.
OUR OBECTIVES ARE
 Anticipate & address the customer need.

 Maintain customer satisfaction index above 95%.
 To achieve growth of service provision.
QUALITY POLICY
 Quality has been of paramount importance to us. We deal with only genuine components
to ensure highest standards in quality and reliability.
 Our quality policy has been designed in tune with customer requirements. Our quality
strategy is to maintain the reputation of the company by constantly meeting and
exceeding customer expectations on every occasion. We ensure that all quality
specifications are agreed to and clarified by both customers and suppliers before
proceeding further with the procurement process and ensure delivery of defect free
quality products always on time.
 We always commit ourselves for every order equally to ensure total product quality and
reduce variation. We strive hard to constantly improve our quality, cost, delivery and
service levels towards obtaining customer satisfaction .
AWARDS AND ACHEIVEMENTS
Our longstanding reputation is balanced to continue with strong growth in the future. We have
received innumerable awards that speak for the innovations introduced by us and the various
milestones achieved.
2014
Kalyani Motors has won "Best Showroom in Bangalore" award from Brands Academy.
2013
Dealership platinum award for overall performance 2012-13
Workshop performance award
Highest growth in wholesale.
2012
All India best new infrastructure award 2012
Dealership platinum award for overall performance 2011-12
Workshop performance award
2011
New Initiative –VTS Regional service conference, Bangalore
Lowest pending body repair vehicle, regional service conference, Bangalore

2010
Spare parts Award, Lowest average inventory in stock months (work consumption less than 3
crores).
2009
Highest growth in sales.
Sales Award, highest growth in Alto sales (top 20 cities).
Service award (Innovative service systems implementation).
Award for best new showroom (category A).
Award for most consistent advertising through out the year.
Award for most innovative Ad campaign.
Young entrepreneur Award.
Award for lowest inventory days.
Award for contribution in making Swift achieve the 1,50,000 milestone.
2008
Best initiative for manpower retention category JDP City, Regional service conference
Highest extended warranty Regional Awards, 2007-08.
Customer care team, South 2
The best people produce the best product. That's why Kalyani Motors is constantly on the lookout
for bright, ambitious team player who has a strong commitment to drive the company forward.
Employee Code of Conduct

 Purpose
The employee code of conduct outlines standard of personal and professional conduct that all
employees must strive to uphold and behave in ethical and professional manner at all times.
The code provides basis for all employees to maintain a working environment that is
productive, positive , enjoyable , safe and free from harassment and discrimination.

 Scope
The employee code of conduct provides clear guidelines and standard for the appropriate
behavior from the expected kalyani motor employees.
Managers & supervisors responsibility
 Managers are responsible and accountable for :-

 Undertaking their duties and behaving in a manner that is consistent with the provisions
of the employee code of conduct.
 Informing the employees in their team about the employee code of conduct , relevant
policies and procedures.
 Providing appropriate training / or performance counseling to ensure required standard is
met.
 Acting consistently and fairly in dealing and behavior that breaches in code.
Employee Responsibilities
All employees have responsibilities to :
 Be personally and accountable for their own performance , behavior and attendance in
their work place.
 Undertake their duties and behave in a manner that is consistent in the provisions of
the employee code of conduct.
 Comply with company’s policies and procedures.
 Promote a positive , safe and healthy environment in the conduct of their work.
Personal conduct
 Attendance and Punctuality.

 Employees are expected to be punctual and regular in their attendance.
 When an employee is unavoidably absent from from work due to sickness or any other
personal emergency, the employee should telephone their manager ( or appropriate
delegate ) promptly ( preferably before their normal starting time ) and indicate their likely
return to work.

Dress code and appearance
 Kalyani motors is well recognized and respected and projects and particular image to
our clients. Employee must therefore ensure that their appearance is neat , clean and
appropriate for their particular area of work. A high standard of hygienic is expected at
all times.
 Employees are provided with uniforms , it must be worn in kalyani motor requirements ,
uniforms is compulsory on weekdays from Monday to Fridays as well as during events.
Personal behavior
 Employees are required to undertake their duties in a professional , responsible

conscientious and ethical manner to act in the best interested of the organizations. They
are expected to act honestly in all of their duties when dealing with customers , vendors
and fellow employees
Use of facilities and equipment
 Employee should take all possible care when using company property , goods and
services and ensure they are efficiently, carefully and honestly.
Privacy and use of personal and official information
 Employee have an obligation to ensure that professional information is secured against

loss , misuse or unauthorized access, modification or disclosure. Employees have the duty

to maintain the confidentiality, integrity and security of official information for which
they are responsible.
Information Technology
 Employees must not access the information which they are not authorized to access or
use, and must not allow any other person to access for any other reason. Employees
must take all reasonable precautions, including password maintenance and file protection
measures to prevent unauthorized usage.
Personal and professional behaviour
Employees should perform the duties associated with their positions to the best of their ability,
diligently, impartially and conscientiously. In the performance of their duties, employee should:
 Comply with company policies and procedures.

 Treat all persons with courtesy and sensitivity to their rights and provide all necessary
and appropriate assistance.
 Not take or seek to take improper advantage of any official information gained with
employment with organization.
 Not harass or discriminate against employment or in work practices on the grounds of

sex, pregnancy ,race(including , color, ethnic background ,national identity) martial status ,
disability, sexual preference, political , religious belief or age.
 Continuously improve work performance. All employees should pursue quality
improvements.
 Not making disparaging remarks about others employees.
Alcohol and substance abuse or misuse
 Kalyani motors expect employees to perform their job with skill, care and diligence.
Employee should not perform any act or omission that is likely to have a detrimental
effect on their work performance and that of other employees and clients. Accordingly,
employees should not be under the influence of alcohol or other substance while they
are work or at work functions.

No Smoking
Passive smoking can impact on other employees, the community and create a poor image of
the organization, which does not promote and encourage smoking. SMOKING AND CHEWING
OF GUTKA is not permitted in the kalyani motor premises.
Bulling
 Bulling is unreasonable behavior that is directed against individual or group by another

individual or group and is derived from misuse of power over the target of behavior.
This may include:
 Verbal abuse , shouting.
 Excluding or isolating behaviour.
 Physical abuse.
Bulling is unacceptable conduct within the organization and all reported incidents will be
investigated.
 It is the responsibility of all employees in the organization to ensure that premises and
facilities are free from harassment, managers have a particular and clear responsibility to
meet this requirement. Manager who become aware of serious breaches of policy must
immediate notify to concerned authority.
Occupational safety and health
 The kalyani motors is committed in providing safe and healthy workplace for all
employees ,employees have responsibility to make the workplace safe and healthy place
for all concerned, as far is reasonably practical.
 It is therefore important that all employees are familiar with the standards or
procedures in their particular area of work. If employees have not been advised of these
standards or procedures during their induction process, they must as a matter of urgency
ask their immediate manager to obtain necessary information.
 Professional Development

Employees must continually strive to improve their professional competence, maintain their
knowledge and encourage the development of the skills and competence of their associates.
 Breaches Of The Code
The kalyani motors is committed to the standards set out in the employee code of conduct.
Where a breach of code has been identified a response to the breach may result in:
 Counseling
 Disciplinary action
 Termination of employment
 Suspension
MANAGING DIRECTOR
C.O.O Chief General Manager
HR MANAGER INTERNAL TRAINER GENERAL MANAGER
HR EXECUTIVE
SALES Manage Team Leader Sr .Sales Consultant Sales Consultant

r
SERVICE Manage Ass .Manager Supervisor Advisor Technician

r
ACCOUNT Manage Sr. Accountant Cashier Executive
S Executives Tr . Executive
INSURANCE
PURCHASE
FINANCE
ACCESSORIE r
Manage In-
M.D.S
E.D.P Manage
Manage
Manage
In-charge
Manager SrIn-
Sr Executive
In
.Executive M.D.S
.Finance ExecutiveField ExecutiveExecutive
SrExecutive StoreM.D.S
Executive - Drivers
Field Executive
S rrr r Charge
Charge
-charge Executives Executive
.Executive
HOUSEE KEEPING
Supervisor Office Executive Office
Boy House Keepers
DATA ANALYSIS AND INTERPRETION
Table no 1 :showing the responses regarding receiving feedback about their potential for
higher level jobs.
Frequency Percentage Valid Cumulative

Percent Percent
Highly Satisfied 15 30 30 30
Satisfied 30 60 60 60
Dissatisfied 5 10 10 10
Highly Dissatisfied 0 0 0 0

50 100 100 100
Analysis:
From the above table, it is clear that 30% of employees strongly agree that they regularly receive feedback about their
potential for higher level job and 60% of employees agree to it and 10% disagree that they receive feedback about
their potential for higher level job.
showing the responses regarding receiving feeback about their potential for higher level jobs
60
60
50
40
30 Responses
30
20
10
10
0
0
Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied
Interpretation
The above chart shows that majority of the employees are satisfied with the feedback they
receive about their potential for higher level job. They are happy with the way management is

controlling and giving feedbacks about their jobs ,this will motivate employees to be more effective in
their job.
TABLE NO 2: Showing the responses of Individuals working in kalyani Motors appreciating the
personal contribution of their benefits .
Valid
Frequency Percent
Percent Cumulative
Percent
Strongly Agree 8 16 16 16
Agree 40 80 80 80
Disagree 0 0 0 0
Strongly Disagree 2 4 4 4
Total 50 100 100 100
Analysis

From the above table it is understood that 16% of employees strongly agree that they are being
appreciated of their personal contributions of benefits and 80% of employees agree to it and 4% of
employees strongly disagree that they are not being appreciated of their personal contribution
Showing the responses of Individuals working in kalyani Motors appreciating the personal contribution of their benefits .
80
80
70
60
Responses
50
40
30
16
20
10 4
0
0
Strongly Agree Agree Disagree Strongly Disagree
Interpretation
Means that employees are satisfied and appreciate the benefits provided by the company for
their hard work . It makes the management much easier to compensate the employees as
employees are determined in their work. Personal contribution of employees makes management
easy to achieve their goals and targets in smoother way.

TABLE NO 3: Showing the responses of employees who feel Management effectively balances people
problems and production problems.
Frequency Percent Valid Cumulative
Percent Percent
Agree 35 70 70 70
Disagree 0 0 0 0
Strongly 0 0 0 0
Disagree
Total 50 100 100 100

Analysis
From the above table it is clear that 30% of employees have positive attitude towards the way
management effectively balances people problems and production problem and rest 70% of
employees agree to it .
Showing the responses of employees who feel Management effectively balances people problems and production problems.
70
70
60
50
40 Responses
30
30
20
10
0 0
0
Interpretation
Here in this chart it tells that majority of the employees are happy with way
management balances people and production problems . It shows that Management is
effectively working hard towards production plus focuses on employees problems too
which is the most important value and culture in an organization.

TABLE NO 4:Showing the number of respondents satisfied with the support from the HR
department.
Frequency Percent Valid Percent Cumulative

Percent
Average 5 10 10 10
Highly 0 0 0 0
Dissatisfied
Total 50 100 100 100
Analysis
From the above table is found that 30% of employees are highly satisfied with the support from the HR
department and 60% of employees agree to it and 10% of employees have a negative attitude towards
the support from HR department.

Showing the number of respondents satisfied with the support from the HR department.
60
60
50
40
Responses
28
30
20
10
10
0
0
Highly Satisfied Satisfied Average Highly Dissatisfied
Interpretation
Tells here that mostly employees are satisfied with support and understanding from the HR
department . This will help employees to be more initiative in their work .HR is an vital part in
an organization who takes care of employees needs and promotes discipline in the work environment .
TABLE NO 5: Showing the number of respondents who feel Management is really interested in
motivating the employees.


Percent Percent
Agree 34 68 68 68
Disagree 2 4 4 4
Total 50 100 100 100
Analysis
From the above table is found that 28% of employees have positive attitude towards the way
management is really interested in motivating the employees and 68% of employees agree to it and
4% of employees have negative attitude towards the way management is interested in motivating the
employees.

68
70
60
50
40
Responses
28
30
20
10 4
0
Stongly Agree Agree Disagree Strongly0Agree
Figure 1Showing the number of respondents who feel Management is really interested in motivating the employees
Interpretation
Here major portion of employees feel that they are being motivated by the management
.management do all they can to motivate employees and want them to feel comfortable and more goal
oriented . Hence motivation is more necessary in an organization .

TABLE NO 6: Showing the number of respondents expecting the type of incentives that motivates
them more.
Frequency Percent Valid Percent Cummulative
Percent
Financial 25 50 50 50
Incentives
Non-Financial 0 0 0 0
Incentives
Both 25 50 50 50
Total 50 100 100 100
Analysis
From the above table it is clear that 50% of employees feel happy about only financial incentives and
rest 50% of employees agree to both financial and non-financial incentives.

50 50
50
45
40
35
30
25 Responses
20
15
10
0
0
Financial Incentive Non Finacial Incentive Both
Interpretation
Here in this chart it tells that employees are equally satisfied with financial and non financial
incentives . Employees have to be provide with both financial and non-financial incentives for
them to work even more harder . Since these types of incentives are the only method of making the
employees feel motivated and determined in their work.

TABLE NO 7: How far you are satisfied with the incentives provided by the
organizations .
Fr Valid Percent Cumulative

Percent Percent
equency
0
Dissatisfied 6 12 12 12
Highly Dissatisfied 0 0 0 0
Total 50 100 100 100
Analysis
From the above table is understood that 8% of employees are satisfied with the incentives provided by
the organization and 80% of employee are satisfied too and 12% have negative attitude towards the
incentives provided by the organization.

How far you are satisfied with the incentives provided by the organizations .
80
80
70
60
50
Responses
40
30
20
12
8
10
0
Highly Satisfied Satisfied 0
Dissatisfied Highly Dissatisfied
Interpretation
Major portion of employees are satisfied with the incentives that the organization is providing .
This brings a boost in employees performance which in turn helps in achieving firm’s
objectives , and helps organization in achieving its goals and objective in a better way.

TABLE NO 8 :Showing the number of employees feel that their job is challenging and suiting to
their abilities.

Percent
Poor 0 0 0 0
Average 9 18 18 18
Good 26 52 52 52
Excellen 15 30 30 30
t
Total 50 100 100 100
Analysis
From the above table it is found that 30% of employees feel excellent and find their job suiting and
challenging and 52% of employees also have positive attitude towards it and 18% of employees have
said its average about their job being challenging.

Showing the number of employees feel that their job is challenging and suiting to their abilities.
60
52
50
40
30 Responses
30
18
20
10
0
Poor0 Average Good Excellent
Interpretation

Here in this chart it tells that majority are satisfied with their level of job , and they also
find it challenging . But it is also necessary to focus on those employees who are not satisfied
with their job and make them to fit in the job where they are more suitable and proper training
should be given to those employees who find hard in their work and proper description of job have to
be given to employees.
TABLE NO 9: Showing the number of respondents who feel that the company’s management is fair
and just.
Frequency Percent Valid Percent Cumulativ

e
Percent
Agree 3 78 78 78
9
Disagree 5 10 10 10
Total 5 100 100 100

0
Analysis
From the above table it shows that 12% of employees strongly agree that management is fair and just
and 78% of employees agree to it and 10% of employees disagree that management is fair and just

Showing the number of respondents who feel that the company’s management is fair and just.
78
80
70
60
50 Responses
40
30
20 12 10
10
0
Strongly Agree Agree Disagree 0
Strongly Disagree
Interpretation
This chart tells us that more number of employees feel that management if fair and just . Its
important for organization to run with concern towards employees and not just profit making.
Since employees play vital role they have to be treated equally ,fair and just .

TABLE NO 10 : Showing the number of respondents who feel that their level of position in the
society is enhanced because of their job.

Percent
Agree 33 66 66 66
Disagree 5 10 10 10
Strongly 0 0 0 0
Disagree
Total 50 100 100 100
Analysis
From the above table it is clear that 24% of employees strongly agree that their level of position in the
society is enhanced because of their job and 66% of employees agree to it and 10% of employees
disagree that their level of position in the society is enhanced because of their job.

Showing the number of respondents who feel that their level of position in the society is enhanced because of their job.
66
70
60
50
Responses
40
30 24
20
10
10
0
Strongly Disagree
Interpretation
Most employees are enhanced because of their job and it also in turn increases their standard
of living in the society . It is also necessary to concentrate on those employees who feel that their
job is not enhancing them in society and they proper job description have to be given to them so that
they are happy with their job and also which would enhance their position in the society.

TABLE NO 11 :Showing the number of respondents who feel Working Condition influences
your motivation.

Percent
4
Agree 3 70 70 70
5
Disagree 1 2 2 2
Total 5 100 100 100

0
Analysis
From the table it is understood that 28% of employees strongly agree that working condition
influences their motivation and 70% of employees agree to it and 2% of employees disagree that
working condition influence motivation.

Showing the number of respondents who feel Working Condition influences your motivation.
70
70
60
50
Responses
40
28
30
20
10 4.5
2
0
Interpretation
Here majority of employees feel that the working condition influences their
motivation , this mostly results in better performance and brings a sense of
belongingness in the organization. All the employees feel that motivation is very important
and it would help them to put them in comfortable zone .
TABLE NO 12 :Showing the number of respondents who feel that Interaction with colleagues
motivates them for performing better.


Percent
2
Agree 2 50 50 50
5
Disagree 3 6 6 6
Total 5 100 100 100

0
Analysis
From the above table it is found that 44% of employees strongly agree that interaction with their
colleagues motivates them to perform better and 50% of employees agree to it and 6% of employees
disagree that interaction with colleagues motivates them to perform better.

Showing the number of respondents who feel that Interaction with colleagues motivates them for performing better.
50
50
44
45
40
35
30 Responses
25
20
15
10 6
0
Strongly Agree Agree Disagrre 0
Strongly disagree
Interpretation
More number of employees feel that interaction with employees is motivating them to work
better . It is one of the important factors where it helps to have a friendly environment and
positive nature and which also helps to work effectively . Interacting with colleagues also helps
them to learn more and gives them more knowledge .
TABLE NO 13 : Showing the number of respondents who get motivated when their achievements
are recognized by the company.
Cumulative
Frequency Percent Valid percent Percent
4
Agree 2 52 52 52
6
Disagree 0 0 0 0
Total 5 100 100 100

0
Analysis
From the above table it is clear that 48% of employees strongly feel that they get motivated when their
achievements are recognized by the company and the rest 52% of employees agree to it.

Showing the number of respondents who get motivated when their achievements are recognized by the company.
60
52
48
50
40
Responses
30
20
10
0
Strongly Agree Agree 0
Disagree 0
Strongly Disagree
Interpretation
All the employees know that they are motivated only when their achievements are recognized .
It is always an main factor which the organization has to keep record for employees to be
working more hard. It is also human tendency to get motivated when their work is recognized and
appreciated.

TABLE NO 14 : Showing the number of respondents who feel that Extra-curricular activities in the
company motivates them .

Percent Percent
Agree 28 56 56 56
Disagree 0 0 0 0
Strongly 0 0 0 0
Disagree
Total 50 100 100 100
Analysis
From the above table it is found that 44% of employees feel strong about extra-curricular activities
motivating them more and rest 56% of employees agree to it.

Showing the number of respondents who feel that Extra-curricular activities in the company motivates them .
56
60
50 44
40
Responses
30
20
10
0
Disagree 0
Strongly Disagree
Interpretation
Major portion of the employees feel that extra-curricular activities helps them in motivating .
Hence company should make necessary measures to provide a surrounding as such . It also
helps them to be active and healthy and creates a energetic environment.

TABLE NO 15 :Are you satisfied with the remuneration package given by the company .
Cumulative
Frequency Percent Valid Percent Percent
2
Agree 3 6 6 6
Disagree 5 10 10 10
Total 5 100 100 100

0
Analysis
From the above table it is understood that 84% of employees are highly satisfied with the remuneration
package given by company and 6% of employees agree to it and 10% of employees are dissatisfied
with the remuneration package given by company

Are you satisfied with the remuneration package given by the company.
84
90
80
70
60
Responses
50
40
30
20 10
6
10
0
Strongly Disagree
Interpretation
The above chart shows that majority of the employees satisfied with the remuneration
package . Here company will increase incentives and performance of employees . It helps to
make remuneration plans and business strategy .
TABLE NO 16 : Management handled grievances and complaints in and up to your satisfaction .

Percent
Agree 9 18 18 18
Disagree 0 0 0 0
Total 50 100 100 100
Analysis
From the above table it is clear that 82% of employees strongly agree that management handles
grieveiance and complaints in and up to their satisfaction and rest 18% of employees agree to it

Management handled grievances and complaints in and up to your satisfaction .
90 82
80
70
60
Responses
50
40
30 18
20
10
0
Disagree 0
Strongly Disagree
Interpretation
Means the majority of satisfaction level is more , organization helps to maintain good
relationship with the employees and handles all complaints and conflicts between employees .This
is makes the working environment smooth and easy to work .

TABLE NO 17 : Showing the number of respondents who are convinced whenever their are
overloaded .
Percent
Agree 5 10 10 10
Disagree 2 40 40 40
0
5
Total 5 100 100 100

0
Analysis
From the table it is understood that 50% of employees strongly disagree that they are not convinced
wit overload and 40% of employees too disagree and 30% of employees are convinced with the
overload of work

Showing the number of respondents who are convinced whenever their are overloaded .
50
50
45 40
40
35
30 Responses
25
20
15 10
10
5
0
Strongly 0Agree Agree Disagree Strongly Disagree
Interpretation
Here it can be concluded that majority of workers are dissatisfied that they are convinced by
the company when they are overloaded , which will not help to do more effective work and
overload lower their energy level and brings down the production level too.

TABLE NO 18 : Showing the number of respondents who feel that there are rewards for those who
work hard.
Valid Cumulative
Frequency Percent Percent
Percent
Agree 3 60 60 60
0
Disagree 1 24 24 24
2
Strongly 0 0 0 0
Disagree
Total 5 100 100 100

0
Analysis
From the above table it is found that 8% of employees strongly agree that they are rewarded when they
work hard and 30% of employees agree to it and 12% of employees disagree that they are not
rewarded when they work hard .

Showing the number of respondents who feel that there are rewards for those who work hard.
60
60
50
40
Responses
30 24
20 16
10
0
Strongly agree Agree Disagree 0
Strongly Disagrre
Interpretation
The above chart shows that majority of the employees are satisfied and agree that rewards are
given by the company for those employees who work hard . Hence company will yield more
profits with motivated performance of employees . Reward system always makes employees work
more hard too .

FINDINGS
 Organization Motivate their employees and provide them with challenging and meaningful
work . Employees wants to continue and grow hence company provides them opportunity and
motivates them more .
 Employees work to create their own personal development plan , which will increase their skill
and sense of competence and accomplishment.
 Company monitors the progress of their employees and they provide them with rewards to
reinforce positive behaviors which will increase their sense of progress and keep them
motivated.
 Company motivates the employees to learn , to grow and to try challenging new assignments
and to work together as a team.
 Managers in kalyani Motors have a better understanding of which forces drive employees
action and they learn to identify different motivational levels and needs to evaluate changes
he/she needs to implement within an organization’s culture to create an enjoyable and
motivating environment .
 Company use strategies that include using clear ,concise communication and directions ,
learning to overcome communication problem in a multicultural workforce .
 Employees in Kalyani Motors are self-motivated and they develop a sense of ownership and
loyalty to the company.
RECOMMENDATIONS AND SUGGESTIONS

 Fringe Benefits are not provided in the company hence the organization should come up with
necessary strategy to provide benefits to the employees which will motivate the
employees to work more hard and increase production .
 There is lack of management support and disapproval of decision making and therefore
management should make necessary precautions to avoid all these barriers and make
sure they support their staffs and employees , bring a sense of belongingness and help in
their work .
 Incentives are not given to employees , hence management should make efficient incentives
strategy to make sure that all the employees are able to get . Employees and workers
work hard for livelihood so they have to be paid with satisfied salary and hard
working employee’s salary should be increased .
 Motivating employees is very important, as it not only helps them to be be positive in

their work but also for their own self .
 There is a problem in Job Description in the company which is also very important and
employees should be fitted in the job where they are most suited .Making the
employees aware of the various job description and making them do the job where
they are comfortable is very much necessary .
 Management have to be just and fair with their employees and not be partial ,
otherwise it de-motivates the employees and brings down the production .
 A friendly environment always makes an employees work better . It is also an important

factor to keep employee’s motives positive and always optimistic , this in turn results in
good relationship.
 It is important to recognize the achievement of the employees which in turn will help
them to feel more good about themselves and also reach organizations objectives .
 Majority of the employees want extra-curricular activities and feel that it also motivates
them to work hard .So organization could arrange an play ground where they can allow once
a while for the employees to feel positive and would also act as stress free situation .
 Employees are not happy with the overload of work , so proper division of work has
to be analyzed and proper description of work has to be maintained . Division of work

makes work easy and fast hence management have to make appropriate measure to
reduce all these problems.
CONCLUSIONS
It is clear from the study that the employee’s motivation has direct impact on
employee performance. A highly motivated employee invests his / her best efforts in
carrying outeach and every element of his / her duties and responsibilities. Enhanced job performance
s of the employee will add value to the organization itself and to theemployee’s productivity. The
empirical results of this study show that the motivation of the employee has advantages to the
employee and the organization and the organization will keep the loyalty of the employee at
the high peak. Also, the employee will trust his /her organization, supervisor and top
management. Form these observations of facts it
isvery clear that business organizations can survive and grow by taking care of their employees. In the
free market economy under today’s globalization only organizations which pursue high-
performance focused on their employees can survive and growth rapidly and safely.
Employee empowerment and employee motivation towards organizational tasks have also direct and
positive relationship between them .The motivated employees’ works best in the interest of the
organizations which leads them towards growth, prosperity and productivity. Thus the employee
motivation and organizational effectiveness are directly related. So the organizations should work out
and make such policies and organizational structures that support employee recognition and
empowerment Regarding the second study objective that sought to establish the reasons why
employees in an organization in Kalyani Motors are Motivated. Finding from the study concludes that
employees are motivated to many reasons like; helping them in organizations to perform their work as
assigned, to maintain employees to employers relationship, to encourage employees performance their
efficiently and effectively, to help employees solve
their personal problems, to encourage team work as well as improving on the employeesmorale at
their work places to perform better for improved organizations performance. Recognition and
empowerment play an essential part in enhancing employee motivation towards organizational tasks.

By appreciating the employees for their work done and giving them participation in decision making,
internally satisfies them with their job, organization and organizational environment. Thus
their enthusiasm and motivation towards accomplishment of tasks increases. The research study has
shown that management can make use of different tactics strategies and policies to motivate employees
in work settings, but different tactics, strategies and policies would have a different motivational
impact on diverse people. A motivation strategy may possibly have the power of enhancing motivation
in one way and diminishing it in others. To make sure the success of motivational tools, it is important
to consider the uniqueness of the situation and the diversity of the concerned group .It
i s the job of management to consider different alternatives according tosituation.This study highlights
various aspects necessary for motivating employees to improve their performance. It is observed that
there is direct and positive relationship between rewards and employee work motivation. It means that
reward is directly proportion to employee work motivation. The change in rewards offered to
employees necessarily changes the work motivation and performance of employees. Better the
rewards, the higher the levels of motivation and greater levels of employee Formally most employees
were satisfied if their basic needs were met. In today’s world, employees want more, since an
employee has become a Major focus for manager to do this effectively, manager must keep their
employees motivated, so that valuable employees stay in the company and perform at their best. To
motivate employees is not an easy task. Motivation of employees has to be built up over a long times,
and it can be destroyed in a today. There are many different ways of motivating employees. Every
motivation theorist comes up with different
approach.Motivators differ from employee to employee, and also different according to the business se
ctor. To day their job effectively, a manger need to take job effectively,manager need to take time and
effort to understand what their employees are looking for in their work and try to meet these needs and
wants to be best of their
ability.Regular assessment of employee’s performance helps to improve organizational performance th
rough improving individual employee performance; helps to identify and to recognize existing and
potential employee’s and also provide on equitable methods of matching pay to performance
Employee evaluation helps managers to understand how employee performance links to thier
motivational factor and also how their performance can be improved though satisfy their need, want
and expectation from their company. Recognition and empowerment play an essential part in
enhancing employee motivation towards organizational tasks. By appreciating the employees for their
work done and giving them participation in decision making, internally satisfies them with their job,

organization and organizational environment. Thus their enthusiasm and motivation towards
accomplishment of tasks increases.
QUESTIONNAIRE
Dear Sir/Madam
I Ms student of undertaking a project titled “A study on Employee’s

Motivation” at “Kalyani Motors”. I will be grateful to you if you could spare your precious time for
answering the questionnaire.

Please put ( ) against an option to select:
NAME:
AGE:
DESIGNATION:
EDUCATION QUALIFICATION:
1) The employees regularly receive feedback about their potential for higher level jobs?
Strongly agree agree disagree strongly disagree
2) Individuals appreciate the personal contributions of their benefits?
3) Management effectively balances people problems and production problem ?
4) Are you satisfied with the support from HR department ?
Strongly agree agree d disagree strongly disagree
5) Management is really interested in motivating the employees?
6) Which type of incentives motivates you more?
Financial incentives non-financial incentives both
7) How far you are satisfied with the incentives provided by the organization ?
Highly satisfied satisfied dissatisfied highly dissatisfied
8) Is your job challenging and suiting to your abilities?
Poor average good excellent
9) Your company’s management is fair and just?

10) Your level of position in the society is enhanced because of your job?
11) Working condition influences your motivation?
Strongly agree gree disagree strongly disagree
12) Interaction with your colleagues motivates you for performing better?
13) You are motivated when your achievements are recognized by the company?
14) Extra-curricular activities in the company motivates you?
15) Are you satisfied with the remuneration package given by company?
16) Management handled grievieances and complaint in and up to your satisfaction?
17) Are you convinced whenever you are overloaded?
18) There are rewards for those who work hard?
Thank you for your feedback .We sincerely appreciate your honest opinion and will take your input
into consideration while providing services future .If you have any comments and concerns about
this survey then please let us know.

BIBILIOGRAPHY
BOOKS: HUMAN RESOURCE MANAGEMENT (Oxford Higher Education) P.jyothi and

D.N.Venkatesh.

WEBSITES:
 www.google.com
 www.marutisuzuki.com
 www.kalyanimotors.com
 https://online.vmou.ac.in/oldweb/studymaterial/BBA%2008.pdf
 http://igbusinesss.blogspot.in/2011/04/chapter-13-mo
tivation-at-work.html
 https://www.goldsmithibs.com/resources/free/Motivation/notes/Summary%20-
%20Motivation.pdf

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INDIAN ACADEMY DEGREE COLLEGE Page 1

HRM is the study of activities regarding people working in an organization. It is a

Abilities of its employees.

According to Edward B.Philippo

2) Developing organizational climate helping to create a climate in which employees are

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4) Helping to establish and maintain a harmonious employer/employee relationship.

5) Helping to create and maintain a safe and healthy work environment .

The following constitute the core of HRM

3. Decision may influence the effectiveness of an organization. effectiveness of an organization

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Performance = f(ability *motivation)

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NEEDS MOTIVATION THEORY

MASLOW’S WORK SITUATION

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MASLOW’S HIERARCHY OF NEEDS

Maslow’s theory of motivation is called the “hierarchy of needs”. Maslow’s . Maslow

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 Self- Esteem needs

Characteristics of self-actualizers: perceive reality efficiently and are able to tolerate

Behavior leading to self-actualization:

 Experience life as a child does with full absorption.

 Work hard at whatever you do .

EXISTENCE , RELATEDNESS AND GROWTH

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THE ERG CATEGORIES OF HUMAN NEEDS

These ERG Theory categories are :

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ERG THEORY AND MASLOW

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THE FRUSTRATION-REGRESSSION PRINCIPLE

McClelland's Human Motivation Theory

These characteristics are as follows:

Dominant Characteristics of This Person

Achievement  Has a strong need to set and

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Dominant Characteristics of This Person

accomplish challenging goals.

 Takes calculated risks to accomplish

 Likes to receive regular feedback on

 Often likes to work alone.

Affiliation  Wants to belong to the group.

 Wants to be liked, and will often go

 Favors collaboration over

 Doesn't like high risk or uncertainty.

Power  Wants to control and influence others.

 Likes to win arguments.

 Enjoys competition and winning.

 Enjoys status and recognition.

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Using the Theory

Let's look at the steps for using McClelland's theory:

Step 1: Identify Drivers

Step 2: Structure Your Approach

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Definition of Employee’s Motivation

Nature of work and work Motivation

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The various functions served by work have been summarized as follows :

 Work is instrumental for survival.