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INTRODUCTION

Rubber Co-operative Limited (RUBCO) was formed in the year 1997, At the instance
of Govt. Of Kerala, With a view to augment the commercial utilization of natural rubber by
setting up industries based on rubber and rubber world, At time when The Kerala State a odd
rubber growers in the state which amount for 92% of the total rubber production in the
country where passing through an unprecedented crises on amount of the fall in crises of
natural rubber.

The important feature of Indian rubber production sector is relatively high degree of
regional concentration. Natural rubber production is concentrated in the traditional regions of
Kerala, KANYAKUMARI, district of TAMILNADU and DAKSHIN KANNADA, district of
Karnataka which together account for 97.5%of the production,91% of the area. The non-
traditional regions cultivating rubber include costal Karnataka, Goa, KONKAN regions of
Maharashtra, Costal Andhra Pradesh, Orissa, Tripura, Assam, Meghalaya, Mizoram, Manipur
and Andaman Nicobar Islands. Kerala contributes 90%of India’s total production of natural
rubber; also Kerala and TAMILNADU together occupy 86% of the growing area of natural
rubber.

The major issues in the traditional rubber growing areas are the increase in share of
the part time farmers and operational level problems associated with the increasing
dependence of labour. The natural rubber processing industry in the country has been evolved
to center to the requirements of a captive domestic market. The natural rubber processing has
been dominated bythe sheets graders accounting for more than 72%. In the emerging
scenario, with the removal of the quantitative restrictions, since March 31st2001 the
processing sector has increasingly come under serious compulsions to face challenges posed
by potential cheaper imports, Therefore, priority will have to be given to quality
improvements and for reducing the cost of processing for all the different marketable forms
of rubber to be globally competitive

Rubber products are used worldwide. So this industry has a high scope. The only risk
faced by the industry is sudden fall of prices of rubber which will affect the overall industry
because of the previously fixed price of their products.

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1.1 STATEMENT OF THE PROBLEM

The study titled “A study on motivational factors that influence the performance of the
employees in RUBCO, KANNUR” is conducting to identify the motivational factors that
influence the employee’s performance in the organisation.

1.2 OBJECTIVE OF THE STUDY

 To identify the motivational factors that influence the performance of influence the
employees IN RUBCO.
 To determine whether the factors increases loyalty of employees against the
organisation.
 To study the effect of monetary and non-monetary benefits provided by the
organisation on the employees performance.
 To measure the impact of existing motivating factors on employees performance.

1.3SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is
necessary for every organisation to study the different aspects that affects the organisation
development. Every study has a clear and specific scope.

The scope of this study is limited to employees in RUBCO KANNUR. In this survey the
emphasis is on the motivation of employees. The scope of the study involves the preparation
of questionnaire and data analysis of the company.

1.4 LIMITATION OF THE STUDY

 The employees were busy in their field, so the researcher can contact them only in the
rest time.
 The result generated out of the study is completely depend on the nature of the
response given by the employees.
 The information was collected only from 100 employees. So a decision cannot be
taken from the conclusion of the sample size of the employees

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1.5 RESEARCH METHODOLOGY

INTRODUCTION

Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to systematically
solve the research problem. It may be understood as a science of studying how research is
done scientifically.

For this project, descriptive research is using because descriptive research helps to report
what has happened or what is happening. The area deals with:

 Sampling design
 Research design
 Sources of data collection and
 Statistical tools used for the data analysis

1.5.1RESEARCH DESIGN

For the preliminary study, descriptive research is undertaken. In descriptive research, the
research has to report what has happened or what is happening the way it is.

Descriptive research is a study designed to depict the participants in an accurate way. More
simply put, descriptive research is all about describing people who take part in the study.

1.5.2SAMPLE DESIGN

A sample is a segment of the population selected to represent the population as a whole.


Researchers usually draw conclusions about large groups by taking a sample. Ideally, the
sample should be representative and allow the researcher to make accurate estimate of the
thoughts and behaviour of the larger population.

Convenience sampling method was used to collect the necessary information and data .the
selection of units from the population based on the easy availability and accessibility to the
research is known as convenience sampling. It is kind of non probability sampling, in this
kind of sampling the sampling items are selected deliberately.

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1.5.3 SAMPLE METHOD

In the study, simple random sampling method will be used.It is the fair way of selecting a
sample from a given population since every member is given equal opportunities of being
selected.

1.5.4 POPULATION

The total population of RUBCO KANNUR is150 employees.

1.5.5 SAMPLE SIZE

A sample of 100 among 150 will be used for the study

1.6 SOURCES OF DATA

Data collection is one of the most important aspects of research. For the success of any
project accurate data is very important and necessary.

Methods of data collection;

 Primary Data
 Secondary Data

PRIMARY DATA

The primary data are those which are collected afresh and for the first time, and this
happen to the original in the character.

 Questionnaire
 Interview
 Interaction with employees

SECONDARY DATA

Secondary data means data that are already available i.e., they refer to data which has
already been collected and analysed by someone else.

 Books
 Magazine

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2.1 REVIEW LITERATURE

The ingredients of motivation lie within all and the internalized drive towed the dominant
thought of the moment (Rabby 2001).Motivation directly links to individual performance that
gain to organization performance and as a catalyser for all individual employees working for
an organization to enhance their working performance or to complete task in much better
way than they usually do. Organization runs because of people working for it, and each
person contributes toward achieving the ultimate goal of an organization.

Panagiotakopoulos(2013) concluded that factors affecting staff motivation at a period where


the financial rewards are kept to the least to stimulate employee performance . So,
management personnel’s responsibility to motivate their employees to work as per the
expectation to enhance the organization ‘s performance.

Dysvik and kuvaas (2010) concluded that intrinsic motivation was the strongest predictor of
turnover intention and relationship between mastery-approach goals and turnover intention
was only positive for employees with ample resources and platform to do.

Kuo(2013) a successful organization must combine the strengths and motivation of internal
employees and respond to external change and demands promptly to show the organization’s
value. From organization perspective managers need to understand the flow of motivation, it
helps them to create a culture where employees always get motivated to do better .

Barney and Steven Elias(2010) found that with extrinsic motivation there exist a significant
interaction between job stress, flex time, and country of residence. Leaders know that at the
heart of every productive and successful business lies a thriving organizational culture and
hardworking people collaborate passionately to produce great result (Gignac and Palmer
2011).In a complex and dynamic environment , leader of the organization used to create the
environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately
organizational performance are enhanced.

Smith and Rupp(2003) stated that performance is a role of individual motivation:


organizational strategy, and structure and resistance to change, is an empirical role relating
motivation in the organisation.

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Luthans and stakovic(1999) concluded that advancement of human resource through
rewards, monetary incentives, and organisational behaviour modification has generated a
large volume of debate in the human resource and sales performance field.

Malina and selto(2001) Conducted a case study in one corporate setting by using balance
score card (BSC) method and found out that organisational outcomes would be greater if
employees are provided with the positive motivation. The establishment of operation based
targets will help the provision of strategic feedback by allowing the evaluation of actual
performance against the operations-based targets.

Kunz and Pfaff(2002) Stated to substantive reason to fear an undermining effect of extrinsic
rewards on intrinsic motivation.

Decoene and Bruggeman(2006) in their study developed and illustrated a model of the
relationship between strategic alignment, motivation and organisational performance in a
BSC context and find that effective strategic alignment empowers and motivates working
executives.

Aguinis et al. (2013) stated he monitory reward can be very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in
terms of firm-level performance.

Gang and Rastogi (2006) identified the key issues of job design research and practice to
motivate employee’s performance and concluded that a dynamic managerial learning frame
work is required to enhance employee’s performance to meet global challenge.

Vuori and Okkonen(2012) stated that motivation help to share knowledge through an intra-
organisational social media platform which can help the organisation to reach its goals and
objectives.

Den and Verburg(2004) found the impact of high performing work system, also calle
human resource practises, on perceptual measures of firm performance.

Ashmos and Duchon(2000) recognise that employees have both a mind and a spirit and seek
to find meaning and purpose in to their work, and an aspiration to be part of a community,
hence making their jobs worthwhile and motivating them to do at a high level with a view to
personal and social development.

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Bruce and pepitone(1999) propose an interesting view point according to which managers
cannot motivate employee: managers can only influence what employee are motivated do.

Shields(2007) the role of facilitating quality subordinate-superior communication at various


levels effectively employing a wide range of communication channels has been praised by
shields (2007) in terms of its positive contribution in boosting employee morale. Shields
(2007) stresses two specific advantages of such a practice that relate to offering employees a
chance to raise their concerns and put across their points regarding various aspects of their
job.

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3.1 FACTORS OF MOTIVATION

3.1.1 TRAINING

Training refers to “the systematic accretion of skills, command, concepts or mindset leads to
improve performance” (Lazazzara and Bombelli 2011). Baldwin et al.(1991)indicates that
individuals with higher pre-training on the basis of their willingness to attend training have
greater learning outcomes as compared to individuals heaving lower pre-training motivation.
Commeiras et al.(2013)point out that traineeship is continuing to grow. In business context
training basically refers to action of teaching employees and providing proper knowledge and
skills to make themselves job fit as well as organization fit. Training teaches employees how
to work and enhance their skills , hence motivate them to achieve the common goal of
organization as well as of employee. In the today’s competitive world, every organization
wants to achieve competitive edge over their competitors and be impossible to achieve
without employee involvement ,which forces management to motivate their employees by
different means.

3.1.2 MONITORY INCENTIVES

As summarized by park (2010),monetary incentive acts as a stimulus for greater action and
inculcates zeal and enthusiasm toward work ,it helps an employee in recognition of
achievement . Likewise ,Beretti et al. (2013)discussed that monetary incentives used to build
a positive environment and maintain a job interest, which is consistent among the employee
and offer a spur or zeal in the employees for better performance. For, reason monetary
incentives motivate employees and enhance commitment in work, performance, and
psychologically satisfy a person and leads to job satisfaction, and shape the behaviour or
outlook of subordinate toward work in the organization.

3.1.3 JOB TRANSFER

The work of Azizi and Liang (2013) indicated that workforce flexibility can be achieved
by cross-training and improved via a job rotation. In the same way, Eguchi (2004) concluded
that job transfer plays a significant role in preventing workers from performing influence
activities for private help. As summarised by Asensio- Cuesta et al. (2012) job rotation
provides benefit to both workers and management in an organisation and prevents
musculoskeletal disorders, cast out fatigue and increases job satisfaction and morale. As a

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result job transfer gives the opportunity to learn multiple skills and outlooks to the workers. It
avoids the dullness caused by monotonous jobs andsimultaneously brings smoothness in
technological job with the help of handling differentcircumstances atdifferentlevel and it
leads to effective learning of many aspects in the organisation.

3.1.4 PROMOTION

A study by Garcia et al. (2012) identified that perception of promotion system affect
organizational justice and job satisfaction. Likewise , Koch and Nafziger (2012) specified
that promotion are desirable for most employees, only because they work harder o
compensate for their “incompetence”, As a result, promotion at regular interval of time has an
optimistic approach behind and they are generally given to satisfy the psychological
requirements of employees in the organisation.

3.1.5 RECOGNITION

According to Candi et.al. (2013), a growing recognition of the opportunities of innovation is


through experience staging. Mahazril et al.(2012) concluded that rewards and recognition
and communication may motivate them to wok. Recognition enhances the level of
productivity and performance at job whether it is a first time performance or a repeated action
at the job in a progressive way and ultimately reinforces the behaviour of employees.

3.1.6 WORKING CONDITIONS

In (2012) , Jug and Kim stated that good work environment and good work conditions can
increase employee job satisfaction and an employee organisational commitment. So the
employee will try to give their best which can increase the employee work performance.
Similarly, Cheng et al.(2013) concluded that there were evidences of moderating effects of
age on the association between psychological work condition and health. Now the importance
and need of working condition is so describing or defining the physical environment by
identifying those elements or dimensions of the physical environment. Employees have poor
working conditions will only provoke negative performance, since their jobs are mentally and
physically demanding they need good working condition.

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3.1.7 ACHIEVEMENT

The work of Hunter et al. (2012) defines that achievement is a unique and specialised form of
organisational performance. As per Satyawadi and Ghosh (2012), employees are motivated to
a greater extent by achievement and self-control. Now this can be understood: an employee
who is achievement motivated seeks achievement, bringing realistic but challenging goals,
and betterment in the job. There is a strong need for feedback from the higher officials in the
organisation as to achievement and progress, and a need for a sense of attainment.

3.1.8 JOB SECURITY

As per Yamamoto (2013) if an employee perceives they will be getting rewards for god work
and their job is a secured one, the performance will automatically be better. Similarly, Zhang
and wu (2004) indicated with job security, an employee get confident with the future career
and they put their most efforts to achieve the objectives of the organisation. So we can say
job satisfaction is the influential tool of motivational and put the employee very far off from
mental tension and he gives his best to the organisation, ultimately it leads to profit
maximisation.

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3.2 SOCIAL OPPORTUNITIES

In (2013) , Harvey indicated that an employee is accepted as part of the social group or team.
Most staff has an acute need that their contribution is worthwhile, appreciated, and
acknowledged. Organisation lead to look beyond the traditional economic incentives of
career opportunities and salaries to other social and lifestyle factors outside the workplace.
Similarly, Kingira and Mescib (2010) concluded that, different opinions between the
employees in terms of behavioural statements which can be “social opportunities providing at
the highest level at working period leads the employee to achieve their goals of the
organisation”. Therefore, a social opportunity for the employee is used to boost their
motivation level and ultimately helps in achieving the goals and objectives of the
organisation.

In the developed and developing nations around the world people experiencing the
phenomenon of population aging i.e., participation of worker in their late career stage is low
in the labor market. Levinson’s (1986) life stage model pointed out that adult life is
characterized by a consecution of stages, such as early, middle, and late career stage, divided
into various sub-stages and concerned with career development (comparable to the career
stage model of super (1984). Here we have considered early career stage between 20 and 40;
middle career stages between 40 and 54, and later career 55 and above. In an effort to sea
threshold to defines the older workercategory, as anyone over age 55 (Finkelstein et al. 1995;
Koc- Menard 2009).

In the early and middle stage of life money is important to goal setting because offering such
incentives bring person being more willing to expand effort to meet a given goal level than
not offering the incentives given the willingness to expand effort a goal tells the individual
during different career stages where to expand efforts how much effort to exert and how long
to exert the effort.employees in later career stages might prefer stock opinion or most
company contributions to their retirement plans wiley (1997)concluded that good pay is an
important motivator regardless of age.

If we talk the motivation dimension that enhances organization performance,training used to


enhance the skills,efficiency,and knowledge of employees for doing a particular job during
their earlier career stage because it familiarizes them with the organisations goals,rules,and
regulations and working conditions in one hand since updates and amendments take place in

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technology,purchasing a new equipment,changes in technique of production, and computer
impartment. Training modes the thinking of employees and leads to quality performance of
employees.Supervisors believe that older workers are less motivated to learn,less flexible,and
do not want to take part in training programs.

Employee recognition is used to fulfil the inherent need to appreciate as well as work to be
validated by the employee contribution.during the early and later stage of life of
employee,the most important tool to motivate the employee by recognizing positive
behaviour from employees means that those desired behaviours that drive business success
will be reciprocated.recognizing employees for their good work sends an extremely powerful
message to the recipient,their work team,and other employeesthrough formal and informal
communication channels.employee recognition is a dynamic communication technique to
improve employee performance which leads to enhance organizational performance.

In an organization ,it is important to make the employee valued and appreciated,because of


which they get motivated and they work harder and be more loyal toward the organization.

During the early and middle career stage of the job employee want more appreciation from
his next boss in the organization.many ways of appreciating employee are news for
companieslooking for inexpensive ways to show appreciation to employees who made an
appreciative effort, thank employeesseveral times a week,often through notes mailed to their
homes and admit a employee-of-the-month programme.

In an organization employees have the opportunity to transfer to another job if they are
moving or have the want to switch occupations .it brings positive energy among the early
career stage employee to work in a new environment,which gives workers the opportunity to
learn multiple skills and outlooks.when employees continue working at the same tasks for an
extend time ,they are likely to build tight relationship with particular individuals
andcompanies, which can yield help to the employees ,and to the organization.

In the early stage of employee,hey used to seek the working environment and aspectof an
employee’s terms and conditions of employment.This includes the employee
payment,organization of work,and work activities;training,skills,and
employability;amenities,physical environment,health,safety,and well being;and working time
and work-life balance.these used to motivate the employee to do better and achieve the

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organizational goals and objectives.changes in workings conditions and other aspects of the
employment relationship can generateSerious industrial relations problems.

Williams at al. (2003) argues that the job satisfaction works toward making good
relationships with staff and colleagues,control of time off,enough resources,and bring
autonomy for employee in the organization.it is essential in the stages of employment
i.e.,early,middle and late career stage of life because it brings any combination of
physiological, physiological satisfaction that invokes a person truthfully to say Iam satisfied
with my current job and it leads to employee motivation to achieve goals of the
organization.job satisfaction refers doing a job one enjoys,and being rewarded for one’s
accomplishment.it is the key ingredient that leads to recognition,income,promotion,and the
achievement of other goals that lead to a feeling of fulfilment of the desired goals and
objectives(kaliski 2007).

A motivated and dedicated employee in the middle career stage of their job in the
organization is an asset for any organization and proves instrumental in building a high-
performance culture that drive organizational advancement.promotion is always employee’s
ultimate wish for the service rendered by him in the organization and this is the only way for
an employee because it moves employee career development.it stimulates self-development
and creates interest in the job in one hand and minimizes discontent and unrest

In the late career stage of their employment social opportunities for employees to get
involved in leveraging the core competencies of the organization to create business value and
positive social change can increase employee motivation and job satisfaction and help
workers experience and realize the benefits of developing workers to their full potential.

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3.3 EXAMPLES OF MOTIVATION

When motivating employees, there are two main ways: financial motivation and non-
financial motivation. A McKinsey quarterly study found that seventy percent of organisation
say that they user or plan on using motivation program (Dewhurst, Guthridge, and mohr).
Many managers still believe that money is everything. Through research, it is shown that for
most people non-financial rewards or recognition serve as a better motivator than money.
Rewards, financial or non-financial, can be achieved independently or as a group. There are
also some disadvantages which; include; high performers are discouraged by working with
low performers, there is a likelihood of conflict and there can be more pressure on people
when others are not completing their work. Either individuals or group reward, the following
are some examples of financial and non-financial rewards.

3.3.1 FINANCIAL REWARDS0

When speaking about financial motivators, it means that the employer spends money a lot on
the reward directly, or the employee receives some kind of monetary reward. Financial
rewards are short-term motivators t employee and are forgotten about later in the employee’s
careers. This method may not take as a long for management, but it also does not have as
long as a lasting effects on employees. The most common financial reward is either a cash
bonus or a salary raise.

A cash bonus is extra payment on top of the regular salary to encourage employee to work
harder and meet company goals. A bonus motivate the employee to understand exactly what
the organizational goals are aswell as to be a productive employee and make sure the goals
are met. There are certain deadlines for bonus which are usually around Christmas time or in
the summer.

An increase in the employee salary is called a raise. Raises are usually done once or twice a
year. These raises are based on performance, sales and many other factors that are important
to be specific organisation.

Another way to motivate employees with regards to pay is commission. Pay can be based
purely on commission or can beaddition to salary. This type of pay is usually used for people
in sales and is a percentage of the amount of sales that are completed. Commission pay
encourages the employees to make asmany sales as possible to they can increase their

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income. Another form of financial motivation is organisations offering employees to
participate in a profit sharing programme. profit sharing, as its name implies means that
theemployees get a proportion on the profit on top of their regular salary.

3.3.2 NON-FINANCIAL REWARDS

Unlike financial motivators, non-financial motivators are more plentiful and can bring out the
creativity of managers. This method does take more time on the manager, but it has longer
lasting effects. If a manager wants to truly motivate their employee , they need to think about
the individual and decide what non-financial reward can be given to specific employees. It
needs to be said that everything requires money whether that be time, resources, materials,
etc.

In a McKinsey Quarterly survey, they found that the following non-financial motivators are
viewed no less, or sometimes more effective than the top rated financial motivators; praise
from managers, attention from leaders, and the opportunity to lead the projects. in this
discussion of non-financial motivation, it means that thereis no monetary reward given to the
employee, but instead focuses on the emotional need of the employees.

Non-financial motivators are based around the idea of recognition, which is found through
many surveys to be the key driver of motivation in most employees. To make a meaningful
reward , it should be specific to the person receiving it, and it should have through put in to it.
It will mean more to a person if they know the reward is sentimental and meant for them.
Employees should not be given a reward for a good effort, but instead on a stellar job on a
project or action

Secondly, the manager could sent the employee an E-mail that explains the
appreciation of the employee. This is an immediate way to show gratitude, but an E-mail is
less meaningful to employee as a hand written note. A handwritten note shows the employee
that the manager took the time to write a message to them. This could be hung in their work
space as a “trophy” to other employees. A manager can also publically acknowledge an
employee in front of their peers at a meeting, presentation, in the office etc. There are a
variety of different ways to strategize on how to go about the acknowledgement.

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There are a different types of reward for short and long term goals of the organisation.
Rewards can also be grouped into different types. The following definitions come from
shawn Doyle’s article, “The Manager’s pocket Guide to Motivating Employees”.

3.4 IMPLICATION OF MANAGERS

Ways to implement financial, non-financial, and other type of motivation could be used by
managers to help motivate their employees and allow them to be the best that they can be. If
taken seriously, managers have the opportunity to change the culture of the organization and
create one where employees are valued and motivated, it needs to be noted that not every
employee is motivated in the same way. Every employee is different and has different needs.
Te manager needs to take into account and recognize the differences between each employee
to make sure they are helping them meet their needs.

People may not necessarily be motivated by one particular factor, but it could be combination
of things that really want them to work.

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3.5 INDUSTRY PROFILE

3.5.1 ORIGIN OF THE INDUSTRY

The birth of Rubberized coir industry is quite amusing and interesting prior to the year
1960. People hardly had any idea of this novel and high utility product. In those days the
world famous car manufactures M\s Volks Wagon of Germany, were using horse hair as
cushion filling materials for their car seats. As their production increased from 100 cars per
day to 300, there was death of this raw material. This necessitated a suitable alternative
product for rubberization and which would suit to their specifications of various alternatives
tried like sisal fibber, jute fibber, the coir fibber was decidedly found to be the best. This was
the beginning of the rubberized coir industry.

In early 1960’s two renowned manufacturers M\s Dr. Fehrer and Dr. Otto
Angliether(DOA) were competing with each other to supply modern machine to manufacture
rubberized coir products. The design and the material of construction were so excellent that
we find some of their plants are still working well over a period of four decades. The Indian
rubberized coir industry is nearly four decades old. It was in 1964 that M\s Bharat Motors of
Chennai established its manufacturing unit. Many other units came up during 60’s itself.

3.5.2 GROWTH AND DEVELOPMENT OF INDUSTRY

From a handful of manufacturers, during early 60’s this product got some market
recognition in early 60’s apart from Dr. Ferher and DOA plant, some entrepreneur’s started
manufacturing machinery indigenously. In the next three decades over one hundred
manufacturers are entered rubberized coir field. As per this statistics available now, the
industry has produced 60000 M.T for the year ended March 2001 and the growth is still
expected to go up in the years to come. Today rubberized coir products are increasingly used
in many industries notably in transport industry like rail ways and buses, packaging
industry(Pharmaceuticals, heavy engineering, electronics,etc.)Hospitals, theatres and
auditorium.

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The basic raw material for rubberized coir industry is the brown coir fibber and natural latex
rubber over the last decade, the brown coir sector has registered a tremendous growth.
Thanks to the encouragement given by coir board by forming a separate brown fibber
development committee and through implementation of various development schemes aimed
at betterment of production infrastructure skill development and diversification of production
with the financial assistance to small units, brown fibber industry has achieved remarkable
growth. Tamilnadu state crowned the cap with the highest brown fibber production exceeding
150000 M.T. Out of 250000 M.T all over India out of 105 units assisted during 1998-1999,
80 units of Tamilnadu got the maximum assistance totaling over Rs.68 lakhs. There is still a
good potential for the growth of brown coir fibber.

3.5.3 ROLE OF INDUSTRY IN THE ECONOMY

Due to various factors like extensive plantations goods, availability of raw materials,
availability of economical and technically skilled man power and a vast domestic market.
India is all set to make in the global rubber industry. India is ideally paused to supplement
and complement overseas manufactures through joint collaboration and technical exchange to
contribute substantially to the world rubber trade.

The Indian rubber goods manufactured industry has grown to the 4th largest producers
and consumers of natural rubber since 1921. Now it is the 4th largest consumer of natural
rubber and synthetic rubber put together. The rage of rubber good product manufactured in
India caters to almost every sectors includes the common people.

In tandem with the manufacturing sectors growth, the industry is to deliver high
growth rates in the domestic and export sectors development of rubber wood industry in our
base particularly in the automobile industry and the availability of competitive labour the
country offers great opportunities for rubber products manufacture with country will have to
generate employment strengthen national economy make rubber cultivation sustainable and
preserve the environment considering the large population and the large manufacturing
further investment R&D and infrastructure the country is poised to become a leader in rubber
products manufacture in the years ahead .

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Rubber is the product that is known for its elastic property. Rubber is an established industry
in India. Rubber is frequently used material today .it is known for its elastic properties.
Rubber can be of two types ; natural and synthetic. Rubber is naturally produced by rubber
plants that can be obtained and it can also be produced synthetic. Rubber industry in India
was introduced by the British of commercial cultivation but the Govt. of India has improved
the scope of rubber production consider. Today rubber and rubber related products are
established industries in India.

India was one of the largest natural rubber producers in the world, now it occupies the fourth
most position in the production of natural rubber. Thailand , Indonesia, and Malaysia occupy
the first, second and third position respectively , accounting for more than 9 % of the global
output . India ranks fifth in percentage of average, fourth in terms of production and first in
terms of productivity in the world. The rubber plantation sector in the country is dominated
by small holdings. Rubber plantation provides raw material for the product manufacturing
industry.

Rubber plantation in India has been traditionally confined to the hinder lands of south west
coast , mainly Kerala and kanyakumari districts of tamilnadu. The non-traditional regions
cultivating rubber include coastal Karnataka. Goa konkon regions of Maharashtra , coastal
andra Pradesh , Orissa , north eastern states and Andaman and nicobar islands. Kerala is the
leading state in India having 5,74,274.64 acres of rubber plantation and production of
7,83,000 m.tonnes a year which is 92% of total Indian production. In India 72.2% of the
production I processed as ribbed smoked sheet (RSS).

The rubber plantation sector employees about 4 lakh persons directly with a good number of
them being women. Being a tree crop it has tremendous potential in the eco restoration .
rubber plantation also provide a variety of auxiliary products like honey , seed oil, rubber
wood and scope for raring honey bees.

Commercial cultivation of rubber in India was started in 1902. The state of Kerala
adjoinskanyakumari district of tamilnadu and the tradition and major rubber growing areas
of the country.

19
It also grows in Tripura , Assam, Meghalaya, Mizoram , Manipur , goa , coastal Karnataka ,
over 5.71 hectors of area spread ; over 15 states and one union territory of the country is
under the rubber plantation sector in our country is dominated by small holding ( less than 0.5
hectors ) almost 10 lakhs in numbers, covering 88% of the total area; about 71 lakh of people
derive their employment from the plantation sector directly or indirectly.

Indian rubber board was established in April 1947 to look after the rubber plantation industry
in the country. Its functions were defined under the rubber act 1947 included the development
of the natural rubber industry by devising suitable promotional measures , under taking
scientific technological and economic research etc.

In India , 72.2% of the production is processed as ribbed smoked sheet (RSS). Block rubber
concentrated latex , crepe and other account for 9.8%, 10.5% and 7.7% respectively. A rubber
tree with a usual economic life span of 23-30 years will yield high production latex.

The tropical forests of the world are noted top be over exploited for an extraction of timber
for conversion into agriculture land for production of food crop and human settlement . such
excessive marketing would decrease the supply of tropical hardwoods in the year , a blessed.

Solution in the scenarios is the “rubber wood”. An international recognized “Eco-friendly


Timber” where the crème to light brown in colour of this material is durable yet easy to work
on attractive to the eye ; hence, it is ideally excited to furniture making. The use of rubber
woods the raw material to the industry promoters to contribute to the conversion of main
forests of the world at large.

Rubber wood has firmly established itself as one of the major timber for the production of
furniture components within a period of about 10 years. It is needed a success story from
nature less timber to on which is in great demand for wood increased. With the industrial
revolution the demand went further. The indiscriminate deforestation is showing signs of
global warming , melting of polar ice, and sea water level, drought and consequent
destruction.

20
At since and technology developed , several alternative materials like metal, plastics ,
composites with improved strength and working properties were developed. But none of
them feel of rubber wood and it was concluded that there is no substitute for wood. The
continued search for wood leads to the utilization of secondary species of wood like rubber.

Wood , planter timber. The rubber woods in an international recognized eco-friendly timber
where the creamy to light brown I colour of this material is durable yet easy to work an
attractive to the eye; hence it is ideally existed to furniture making.

Rubber woods itself prove that it was the major timber mainly for the production of furniture
components within a period of about 10 years. India is one of the largest nations in rubber
production. India stands at fourth most portions in world. The first and second occupies by
Indonesia, Malaysia respectively.

Malaysia plans to become the world’s leading producer and exporter of rubber wood products
such as furniture .following Malaysian success in utilization of their rubber wood , more
countries that process rubber wood are expected to develop their industry by globalizing the
utilization of their wood.

From all these we can understand the rubber is useful to furniture creation. Have bazillions ,
the natural rubber tree nature of brazils the most important commercial source of natural
rubber. And it is grown in about a million hectares in the tropical region of Africa, Asia, and
America with over 5,30,and 000 has under rubber. India is now the third largest producer of
natural rubber is the wood. At the age of 22 to 29 years latex production becomes in
economic and trees are then out and re-plated.

Development of the rubber wood industry in our country will help to generate employment,
strengthen national economy, make rubber cultivation sustainable and preserve the
environment.

Furniture industry in India is considered as “non-organized sector”, with handicraft


production accounts for about 85% of the furniture production in India. The furniture sector
in India only makes a marginal contribution to the formation of GDP representing just a
small percentage (about 0.5%). Among all the types of furniture used, office furniture
segment is the one that boasts the most important companies, both from the point of view of
size and of the technological innovation of the production. The future industry employees a
total of around 3,00,000 workers

21
3.5.3 HISTORY OF RUBBER

Ever since the beginning of commercial cultivation of natural rubber (NR) in India during
the early 20th century, the planters in Travancore, cochin and Malabar regions in southern
India had been experiencing the necessity for research on problems of rubber planting and
upkeep. Initially, the scientific department of the united planters association of southern India
(UPASI) was largely responsible for the initiative in research on rubber. On their request , the
madras government appointed a scientific officer in 1909 strengthen research activities on
rubber. Subsequently, experiment stations were established in mundakayam. Thenmalai and
moopley for addressing agronomic and mycological problems concerning rubber. Consequent
to the rubber slump and falling revenue of rubber estates, thenmalai and moopley experiment
stations were closed down in 1926band the mundakayam station in 1932. Since then forever
two decades, the India rubber plantation industry had been without any organised research
support. When the Indian rubber board was established on the 19th April 19470tp look after
the rubber plantation industry in the country, its function as defined under the rubber act ,
1947 included the development of the NR industry by devising suitable promotional
measures, undertaking scientific technological and economic research etc. Even after the
establishment of the rubber board there were only two scientific officers namely, the rubber
production commissioner (RPC) and a field officer, and their work confined mainly to
advisory services and distribution of selecting planting materials.

The importance of rubber was recognised by the rubber board as early as in 1949, when the
board in its sixth meeting had resolved that it should establish its own research stations at
suitable places in the plantation districts of Travancore- cochin. This meeting approved the
appointment of sri. K N Kaimal as the rubber production commissioner. As per the request of
the rubber board , the Indian tariff board which was entrusted by the government of India in
1950 with the task of examining the cost of production of raw rubber and determining the fair
price of various grades was asked to examine the different aspects of protection necessary for
the study development of the industry. The tariff board in its report dated 28th march 1951
recommended establishment of an all India rubber research institute on scale comparable to
the existing research organisations in the main rubber producing countries. The scheme
included the appointment of a director, rubber production commissioner, rubber chemist,
botanist, pathologist, sol chemist and a few assistant chemists, assistant pathologists etc.

22
3.6COMPANY PROFILE

3.6.1 INTRODUCTION

KERALA STATE RUBBER CO-OPERATIVE LTD, KANNUR, is the manufacturer


of rubberized coir mattress, pillows, and cushions and marketed by RubcoSales International
(P) Ltd, which is situated at Kannur, The unit was set up as head office of Rubco group. And
other factories are Rubco mixing plant and Tread rubber factory both are situated in
Valiyaparamba at Kuthuparamba.

RUBCO SALES INTERNATIONAL PVT. LTD is the sales and marketing outfit of
entire RUBCO group of companies. The company is run by eminent professionals with the
active support from the management. The company has already well established dealers /
distributers network and it is expanding its horizons throughout the world apart from
domestic sale company is exporting the range of products to various continents . The
company is having an excellent feedback system from Customers / Dealers / Distributers,
these by always giving thrust to new product development and customer satisfaction. We are
regularly exporting to US, Europe, Africa, Middle East & other Asian countries.

R - Reliable

U - Unique

B - Beautiful

C - Convenient

O – Original

RubcoHuat Woods Pvt.Ltd , registered under the company act 1956. Is the rubber wood
processing and furniture manufacturing factory of RUBCO set up with financial and
technical collaboration with M/s long Huat group Bernard Malaysia a well known name in
the field of rubber wood industry for the last 30 years. It was set up in the year 2000 with the
plant capacity of 4000 metric tonnes per year and started commercial production only on
January 2001. RubcoHuat wood pvt ltd is an ultra – modern rubber processing plant situated

23
in KINFRA small industries park in thalassery , kannurdist , with state of the art machines
imported from various parts of the world.

On 23rdJune 1999 signed a significant technical collaboration agreement with long Huat
Bernard Malaysia for processing of rubber wood and furniture manufacturing unit on
9thDecember 1999 entered into an agreement with M/S tong tieck (p) ltd of Singapore to
expert 15000 tonnes of rubber first time from India and finally on 11thJan 2001 Rubcohuat
wood furniture factory commenced commercial production.

Led by professional management team and ably supported by a committed workforce ,rubco
is now poised to enter a high growth phase , with several new initiatives that will take the
group of path expansion and diversification. Rubber holds immense potential for wide variety
of commercial uses which is yet to be fully taped into. By realizing this potential rubco hopes
to create opportunities and bring industrial progress to a land that accounts 92% of the
countries natural rubber production. In the process ,rubco also aims to achieve its vision of
turning into a multi-faced , globally competitive organization , excelling in its every sphere of
activity

24
3.6.2 PAYMENT OF WAGES

The wage and salary are provided to the employee are as per minimum wages act. Through
the minimum wages is fixed. Efficient workers are giving incentives in the form of
additional wages.

3.6.3 WORKING TIME

The working time of the firm is 10 am to 5 pm.

3.6.4 SELECTION METHOD

Recruitment, selection and control of workers of employees in the firm hold


everyimportantplace in the business. Selection of workers mainly two types; internal and
external.

3.6.5 NATURE OF BUSINESS CARRIED

Rubco woods pvt.Ltd is production sector where different kinds of furniture products and
panel boards are produced. In this plant rubber logs are used as raw material and these raw
materials are collected through local purchase. This plan has a processing capacity of 40,0000
metric tons per year. The main focus was given for exporting at the beginning but latter
company divided into deal mainly in our country itself. Company products are marketed
from exclusive shops and company is having 112 dealers in India. The products are being
exported to UK, USA, Japan, Saudi Arabia and many other countries across the globe.

Rubco Wood furniture range comprises of dining tables and chairs , designer wardrobes,
futon , kitchen cabinets and computer and office furniture and is available in a choice of
designs.

25
3.7 HISTORY AND GROWTH

Kerala state rubber co-operative limited, popularly known as RUBCO is an Rs.300 crore
group with a strong presence in the rubber based industrial segment. RUBCO was incepted
with prime objective of effectively utilising the abundant rubber resources of Kerala. In
literally means the Kerala state rubber co-operative limited will become the back bone of the
rubber cultivators.

In their slogan it’s self they mentioned that

“RUBCO means RUBBER and RUBBER means RUBCO”

In short span RUBCO has successfully introduced a wide range of fast moving rubber based
product. Today RUBCO group have interest in rubber footwear ,casual shoes, cycle tyre and
tubes, two and three wheeler tyre, rubberized coir mattress, processed rubber wood furniture
etc. RUBCO was set up in the year 1997, RUBCO has entered in to technical alliances with
world leader in the respective field, sourcing from the state-0f art technology. substantial
investment in modern manufacturing facilities , coupled with well organised marketing
activities, has been RUBCO’s product earn a reputation for quality and significant market
shares. RUBCO is the largest exporter of natural rubber in the country today. Even in the
domestic, market RUBCO is the major supplier of natural rubber to all leading tyre
companies in India RUBCO is also govt intervention agency towards market stabilization
and has been serving the farming community.

Directly and indirectly o get responsible price, arresting drastic fall in price during peak
production period, RUBCO policy in natural rubber has been a harmonious blend of social
obligation and commercial practicability led by a professional management team and ably
supported by a committed work force. RUBCO is now poised enter a high growth phase, with
new several initiatives that will take the group on a path of expansion and diversification.
Rubber holds immense potential for wide variety of commercial use which is yet to be fully
taped into. By realising this potential, RUBCO hoped to create opportunities and bring
industrial progress to a land that accounts for 92% of country’s natural rubber production.

26
3.8ORGANISATIONAL STRUCTURE

MANAGING DIRECTOR

G.M(finance G.M G.M (HR) G.M(project) GM(


EXIM DEPT
) (trading) mark
et

Internal Commercial APO EXIM Marketi


auditor manager OFFICER Project ng
assistant manag
er
PA/PS
Senior Commercial Sales
Junior EXIM
accountan officer mana
officer clerk
t ger
Senior
Commercial Clerk
clerk
assistant Assi.EXIM
officer electrictian

Grader
clerk Asst.sa
receptionist
les
manag
Assistant Grader Junior clerk er

Sales
exicutiv
driver
e

clerk

sweeper security

27
3.9 PRODUCT PROFILE

3.9.1 PRODUCTS

The rub wood furniture range introduced by RUBCO comprises of elegantly designed,
modern furniture fashioned out of eco-friendly rubber wood. Manufactured in technical and
financial collaboration with M/s long haut group Berhand of Malaysia. The following are the
various ranges of products offered by the RUBCO.

3.9.2 REGISTRATION

RUBCO was registered by the register of Co-operative societies on 9 June 1997 with
its head quarters at KANNUR, with a view to augment the commercial utilization of natural
rubber and to ensure a reasonable price to rubber growers and also to share value addition
with them.

3.9.3 RUBCO GROUP OF UNDERTAKING

Rubco group of undertakings are still in the process of establishing systematic


procedure in all areas of its operation.

1. RUBCO HAWAI CHAPPAL UNIT

RUBCOHawaiiChapel unit manufactures a range of quality casual rubber foot-wear.


The plant was built in technical collaboration with M/s. Hitesh Settees SDN, BHD, Malaysia.
This unit produces both conventional and ultra light weight. The plant has a 3.6 million pairs
per annum.

2.RUBCO MATTRESS DIVISION

RUBCO’S rubberized coir mattress is an ambitious project realized with an


investment of 2.6 million. The manufacturing plant is among the few in the country to
employ advanced Austrian technology and machines sourced from DOA Austria, a
technology leads in the rubberized mattress. The plant has an annual installed capacity of 4.8
million units, consisting of mattress and other rubberized coir products. Annual production
capacity 52800 units in different varieties of mattresses.

28
3.RUBCO HUAT WOODS PVT LTD

RubcoHuat Woods Pvt Ltd. is a joint venture with long Huat group Berhard of
Malaysia a wood leader in rubber wood furniture. The division manufactures a range of
elegant furniture’s and quality edge glued planets using the eco friendly rubber wood. This
plant has a processing capacity of 40000 metric tons per year.

4. NATURAL RUBBER TRADING DIVISION

Rubco’s natural rubber trading division was started with its head quarters at Cochin,
exclusively for the procurement, marketing, distribution and export of natural rubber.

5. RUBCO TYRES INDIA PVT LTD

Rubco Tyres India Pvt Ltd. is a company promoted by Rubco for manufacturing tyres
and tubes for two wheelers, passenger cars and trucks in phased manner. The ground work is
under way and the division will be launched in the near future. It will have a production
capacity of 6 million tyres and tubes annually.

6. RUBCO SREEKANDAPURAM LATEX PVT LTD

RubcoSreekandapuram Latex Pvt. Ltd becomes a part of the Rubco group when a loss
making unit was taken over by Rubco by acquiring 65% of its shares. In a short span of time
by sound back room operation, the unit was turned around and is today porting profiles. The
company manufactures block rubber (ISNR) and Pale Latex Cheep (PLC). Rubco is in the
process of expanding the scope of opportunities of this unit in line with market trends.

7. RUBCO SALES INTERNATIONAL PVT LTD

Rubco Sales International Pvt Ltd. is a company promoted by Rubco to spearhead the
sales and marketing activities for Rubco’s entire of products in the domestic and international
market. With in a sport-span of its inception. RSIL could effectively as well as globally and
undertake the successful launch of Rubco’s products.

Apart from gathering marketing information and monitoring the supply chain system,
this division is also responsible for nurturing and sustaining excellent customer relations.

Sub division – (Natural Rubber Trading Division)

29
8. RUBCO VIRGIN COCONUT OIL PROJECT

Kerala is the land of Kerala coconut palms grown abundantly in the ultra nutritional
soil which is saturated with pure ionizing ocean air, Kerala accounts have distinct qualities.
Modern world’s rediscovery of virgin coconut oil comes as blessing to us. It counters the ill
informed and vested interest propaganda that shadow the health benefits of coconut oil in
general and brings to highlight the medical and nutritious properties of pure and natural
coconut oil the virgin coconut oil. In Nutrico Virgin Coconut Oil Rubco brings blessing to
you the oil of century.

9. RUBCO TREAD RUBBER FACTORY

Rubco Tread Rubber Factory has a capacity of 12 to 330 MT of pre-used tread rubber
per annum. The plant has also the production capacity of strip rubber,hombing gum and
vulcanizing solution.

The pre-used tread rubber can be supplied at various length up to 36 fetes depends on
customer requirements.

10. RUBCO RUBBER COMPOUND MIXING PLANT

Rubber compound mixing plant commissioned in the year 2010 with state of the art
technology and machineries imported from world renowned manufacturers like Ferrell
Ltd.UK Chromor Richardson (Zeppelin UK) with a capacity of 150 MT of mixing per day.

RUBCO FARMER’S ALLIANCE STRATEGY (RUFAAS)

Kerala State Rubber Co-operative Ltd, otherwise known as RUBCO, propose to


launch a comprehensive scheme to interact with the farmer directly with the processing and
other support facilities so that small and marginal farmers can avoid the cumbersome process
of sheet making in their small holdings are only between 0.5 to 2 hub, generally and do not
have infrastructure facilities, it is very difficult for them to make quality

Sheets. In the international market the quality of the sheets are very important with this in
view we are very important with this in view we are presenting a technology oriented farmer
based market plan under the name and style of project RUFAAS.

30
3.9.4 PRODUCT HIGHLIGHT

 Vertical fibber orientation technology


 Uniform density throughout the mattress
 Better cushioning effect for better comfort
 Quality and desirability
 Advanced Austrian machinery sourced from non Austrian

3.10 AREAS OF OPERATION

RubcoHuat woods pvt.ltd conducts its business operation at different dimensions like ,
regional , nationals , and international . at the beginning adage company concentrated more
on the exporting up to 70 % to 80 %. But now it is minimized to 30 % to 40% . since it is co-
operative organization it has a social responsibility towards the people of the country.
Rubcohuat presently mainly focuses on both regional and national market. Company
products are marketed through exclusive shop in the country and the company is having 112
dealers in India. The products are being exported to UK, USA , Japan . Saudi Arabia and
many other countries across the globe.

3.11 OWNERSHIP PATTERN

Government of Kerala (GOK) along with Indian rubber and some district primary co-
operative banks in Kerala are the promoters of Rubco . government of Kerala holds majority
of shares.

Top ten shares are ,

1. the govt of Kerala& rubber board

2. kottayam district co-operative bank,

3. eranakulam district co-operative bank

4. palakkad district co-operative bank,

5. Calicut district co-operative bank,

6. kannur district co-operative bank ,

31
3.12SHAREHOLDING PATTERN IN RUBCO

90%
85%
80%

70%

60%

50%

40%

30%

20%
9% 5%
10%

0%
govt of kerala co-op bank rubber board Category 4

3.13COMPETITIVE INFORMATION

RubcoHuat woods pvt.ltd competitors include medium and small industries. The company
expects that competition will increase and potentially include imported items from other
countries. The companies strongly believe that in sustaining the challenges posed by the
competitors. The company strength will be in customer satisfaction , quality assurance and
innovative solution through wide variety of products and technical expertise.

 Damro furniture
 Mozart furniture
 Classy furniture
 Rajadhani furniture

32
3.14 BOARD OF DIRECTORS

Administration and management comprises of a bond of directions with 15 members


as follows

 9 directors elected by ‘A’ class share holders from among themselves.


 2 directors elected by ‘B’ class share holders from among themselves.
 4 ex-official directors namely
Registrar of Co-operative Societies Kerala
Chairman of the Indian Rubber Board
President, Kerala State Rubber Co-operative Ltd.
Managing Director of Rubco
The team of office directors shall be five years from the date of assumption of the
office. The Co-operative cannot receipt deposit or loan in excess of 50 times the paid up
share. Capital plus reserve fund of Co-operative societies. This limit is not applicable to funds
received from the Central and State Govt. or other agencies like NCDC, Rubber board etc.

Rubco has a Chairman, a President and MD, all elected from among the board of
members.

3.15 VISION

To become a global reader in the production of natural rubber and innovative product
development.

Area of operation of the Rubco is whole of the state in Kerala .there shall be no
restriction with regard to area of operation for the conduct of sales and marketing of the
product.

3.16 MISSION

 Rubco mission is a continuous pursuit for excellence and customer satisfaction.


 Optimum utilization of resources.
 Setting innovative trends
 Maintaining international quality system standard.

33
3.17 GOALS AND OBJECTIVES

OBJECTIVES:

SOCIAL;

 To ensure a steady market with remunerative prise to rubber growers for their natural
rubber.
 Welfare of rubber growers particularly of small and marginal segment.
COMMERCIAL

 To promote, establish, maintain and manage the business related to manufacture and
sales of tyres, both radial and bias for heavy vehicles, LCV, passenger cars and other
four wheelers.
 Tyres for three wheelers and two wheelers.
 Purchase and sales of rubber in any form such as latex, sheets, gumbs and laces.
 Led by a professional management team and ably supported by a committed workface
Rubco is all set to enter a high growth phase with several new initiative that will take
grow up on a path of Expansion and Diversification.

3.18 AIMES OF RUBCO

The main aim of Rubco is to give maximum customer satisfaction. Rubco aims to
create vast opportunities to bring industrial progress.

3.19 MARKETS

Market of Rubco is divided in to two parts they are; Domestic market and foreign
market. Domestic market is spread all over the Kerala, while considering foreign market,
company exports products to UK, USA, Japan and Gulf countries.

I S O – CERTIFICATION

ISO 2000

ISO 2001

34
RUBCO gives more important for the quality f products which can ensure customer
satisfaction. The quality policy of RUBCO is to give enhanced satisfaction to customer
through manufacturer and supply of rubber wood products at high quality and as per the
equipment’s of customer by the use of modern manufacturing facilities.

3.20 PROMOTERS OF RUBCO

Govt. of Kerala (GOK) along with Indian Rubber Board and some district and
primary co-operative banks in Kerala are the promoters of Rubco. GOK holds the majority of
the shares the top eight share holders of Rubco are as follows.

 Government of Kerala
 Rubber Board
 Kottayam District Co-operative Bank
 Palakkad District Co-operative Bank
 Kozhikode District Co-operative Bank
 Kannur District Co-operative Bank
 Ernakulam District Co-operative Bank
 Thiruvanathapuram District Co-operative Bank
 Kollam District Co-operative Bank

35
3.21 SOME ACHIEVEMENTS OF RUBCO

1997

 Registered Rubco, commercial operations in October in the same year commenced


procurement of natural rubber directly from farmers.
1998

 Foundation stone laid for footwear manufacturing factory and thread. rubber
manufacturing unit at Koothuparamba, Kannur, Kerala.
 Started natural rubber export.
 Rubco takes over the seines of Sreekandapuram Latex Pvt. Ltd.

1999

 Entered in to an agreement on technological collaboration for the manufacturer of


ultra light weight footwear with hi-tech setters, Malaysia.
 Foundation stone laid for PLC factory in Sreekandapuram.
 Inauguration of commercial production footwear manufacturer ring unit
 Rubco footwear hit the market.

2000

 Started commercial production of crumb rubber.


2001

 RubcoHuat Woods Pvt. Ltd. started commercial production.


 Inauguration of rubberized coir factory.

2002

 Started activities of coconut complex for the production of virgin coconut oil and
ancillary products

36
2003

 Utilized MOU with coconut pacific Pty. Ltd. Australia for the production of virgin
coconut oil.
 Signed MOU with Tripura Forest Development and Plantation Corporation Ltd. for
setting up a unit for rubber wood processing.

2005

 New furniture range “Home Series” introduced.

2006

 Started interior design division and become one of the largest organization for interior
solution for Govt. Department.
 Virgin coconut oil under the brand name “Nutri-Ko” launched.

2008

 Inauguration of Rubco corporate office at South Bazaar, Kannur, Kerala.

2009

 RubcoAyurvedic products ‘LUSH’ launched in the market.


 Inauguration of thread rubber and compound mixing plant, commercial production
started

37
TABLE NO 4.1

GENDER WISE CLASSIFICATION OF EMPLOYEES

GENDER NO OF EMPLOYEES PERCENTAGE


MALE 68 68

FEMALE 32 32

TOTAL 100 100

SOURCE : PRIMARY DATA

FIGURE NO 4.1

GENDER WISE CLASSIFICATION OF EMPLOYEES

80%
70%
60%
50%
40%
68%
30%
20%
32%
10%
0%
male female

INTERPRETATION

32% of respondents were female and 68% respondents were male .It shows ,majority of the
respondents are males.

38
TABLE NO 4.2

AGE WISE CLASSIFICATION OF EMPLOYEES

AGE NO OF EMPLOYEES PERCENTAGE


BELOW 25 6 6
26-35 38 38
36-45 43 43
46-55 8 8
55 ABOVE 5 5
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURE NO 4.2

AGE WISE CLASSIFICATION OF EMPLOYEES

50%
45%
40%
35%
30%
25%
20% 43%
38%
15%
10%
5% 8%
6% 5%
0%
below 25 26-35 36-45 46-55

INTERPRETATION

43% of the employees are in the age group between 36-45 .and 38% of employees are in the
age group 26-35. There is only 5% of employees who is below 25. And 8% of employees are
in the age group 46-55 .only 5% of employees were above 55.It shows that majority of the
employees are in the age group 36-45.

39
TABLE NO 4.3

YEARS OF EXPERIENCE

NO OF YEARS WORKING NO OF PERCENTAGE


IN THE ORGANIZATION EMPLOYEES
0-5 12 12
5-10 26 26
10-15 47 47
MORE THAN 15 YEARS 15 15
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURENO 4.3

YEARS OF EXPERIENCE

50%
45%
40%
35%
30%
25% 47%
20%
15% 26%
10%
5% 12% 15%
0%
0-5 5-10 10-15 more than 15 years

INTERPRETATION

47% of the employees are working in the organisation for 10-15 years .20% of employees are
in the organisation for 5-10 years .and 15% of the employees are working in the organisation
below 5 years. There is only 15% of employees who is working in the organisation more than
15 years ,so majority of the employees were working in the organisation for 10-15 year.

40
TABLENO 4.4

WORKING HOURS IN ORGANIZATION

HOURS NO OF EMPLOYEES PERCENTAGE


BELOW 6 HOURS 10 10
6-10 HOURS 60 60
ABOVE 10 HOURS 30 30
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURE NO 4.4

WORKING HOURS IN THE ORGANISATION

70%
60%
50%
40%
30% 60%
20%
30%
10%
10%
0%
below 6 hours 6-10 hours above 10 hours

INTERPRETATION

The above table and chart shows the working hour in the organisation .More than 60% of the
employees work up to 6-10 hours. .It means the organization maintains a good working
condition in the organization for the employees

41
TABLE NO 4.5

INTEREST OF TOP MANAGEMENT TO MOTIVATE EMPLOYEES

RATE NO OF EMPLOYEES PERCENTAGE


STRONGLY AGREE 43 43
AGREE 48 48
NEUTRAL 9 9
DISAGREE 0 0
STRONGLY 0 0
DISAGREE
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURE NO 4.5

INTEREST OF TOP MANAGEMENT TO MOTIVATE EMPLOYEES

60%

50%

40%

30%
48%
20% 43%

10%
9%
0% 0% 0%

strongly satisfied satisfied average dissatisfied strongly diagree

INTERPRETATION

From the above table we can understand that ,majority of the employees were agree that top
management is interested in motivating the employees ,So we can say that the organisation
gives more important to their employees.

42
TABLENO 4.6

WAGE EARNING METHOD

METHOD NO OF EMPLOYEES PERCENTAGE


HOURLY 0 0
WEEKLY 2 2
SALARY 92 92
OTHER 6 6
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURENO 4.6

WAGE EARNING METHOD

PERCENTAGE
2%

6%
0

HOURLY
WEEKLY
SALARY

92% OTHER

INTERPRETATION

The above table and diagram represent that wage earning method of the employees. 92 % of
employees earn wages by salary method. So the majority of payments are made by salary
format.

43
TABLE NO 4.7

YEARLY INCOME

AMOUNT NO OF EMPLOYEES PERCENTAGE


100000-300000 5 5
300000-500000 50 50
ABOVE 500000 45 45
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURENO 4.7

YEARLY INCOME

60%

50%

40% 50%

45%
30%

20%

10%

5%
0%
10000-30000 30000-50000 ABOVE 50000

INTERPRETATION

From the above table and chart ,it is clear that 50% of employees are earning 30000 to 50000
and 45 % of employees are earning above 50000 yearly. So the organization provides better
remunerations to the employees.

44
TABLE NO 4.8

INFLUENCE OF INCENTIVES AND OTHER BENEFITS

OPTION NO OF EMPLOYEES PERCENTAGE


INFLUENCE 70 70
DOES NOT INFLUENCE 10 10
NO OPINION 20 20
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURES NO 5.8

INFLUENCE OF INCENTIVES AND OTHER BENEFITS

20%

INFLUENCE
10% DOES NOT INFLUENCE
NO OPINION

70%

INTERPRETATION

From the above table and chart we can understand that 70% of the employees are influenced
by incentives and other benefits provided by the organization. So the incentives and other
benefits influencing the employees.

45
TABLE NO 4.9

INCREASE THE LOYALTY

RATE NO OF EMPLOYEES PERCENTAGE


STRONGLY AGREE 23 23
AGREE 54 54
NEUTRAL 23 23
DISAGREE 0 0
STRONGLY DISAGREE 0 0
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURE NO 4.9

INCREASE THE LOYALTY

60% 54%
50%

40%

30%
23% 23%
20%

10%
0% 0%
0%
strongly agree agree netural disagree strongly disagree

INTERPRETATION

The above table and chart shows that 54% of the employees are agree that the company is
interested in increase the loyalty of employees. So the management provide better
opportunities to the employees.

46
TABLE NO 4.10

RATES OF MOTIVATIONAL FACTORS

RATES 5 4 3 2 1 TOTAL
INCRESE IN SALARY 30 60 10 0 0 100
JOB SECURITY 70 20 8 2 0 100
PERFORMANCE APPRAISAL 60 20 10 8 2 100
PROMOTIONAL 50 30 20 0 0 100
OPPORTUNITY
SAFETY MEASURES 75 15 10 0 0 100
CO-WORKER SUPPORT 90 10 0 0 0 100
SOURCE : PRIMARY DATA

FIGURENO 4.10

RATES OF MOTIVATIONAL FACTORS

100% 0 2 0 0 0
10 8 8 10 10
90% 20
10 15
80% 20
70% 20
30
60% 60 1
50%
90 2
40% 75
70 3
30% 60
50
20% 4
30
10%
0% 5
SALARY SECURITY IN PERFORMANCE PROMOTIONAL SAFETY CO--WORKER
INCRESE JOBS APPRAISAL OPPORTUNITY MEASURES SUPPORT

INTERPRETATION

From the above chart and table , we can understand that 30% of employees rated the salary
increase and 70% of employees rated the security in jobs and 60% of the employees rated the
performance appraisal system and 50% of employees rated the promotional opportunity and
75% and 90% of employees rated safety measures and co- worker support respectively.

47
TABLE NO 4.11

LEVEL OF WORKING CONDITIONS

RATE NO OF EMPLOYEES PERCENTAGE


STRONGLY AGREE 12 12
AGREE 68 68
NEUTRAL 20 20
DISSAGREE 0 0
STRONGLY DISAGREE 0 0
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURENO 4.11

LEVEL OF WORKING CONDITION

80%
70%
60%
50%
40%
68%
30%
20%
10% 20%
12%
0% 0% 0%
strongly agree agree netural disagree strongly disagree

INTERPRETATION

80% of the employees are agree with the physical working conditions provided in the
organisation .so we conclude that there is a good physical working condition provided by the
organisation.

48
TABLE NO 4.12

SATISFACTION LEVEL IN SECURITY MEASURES

RATE NO OF PERCENTAGE
EMPLOYEES
STRONGLY SATISFIED 68 68
SATISFIED 32 32
NEUTRAL 0 0
DISSATISFIED 0 0
STRONGLY DISSATISFIED 0 0
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURE NO 4.12

SATISFACTION LEVEL IN SECURITY MEASURES

80%

60%

40% 68%
20% 32% 0% 0% 0%
0%
strongly agree netural disagree strongly
agree disagree
7

INTERPRETATION

All of the employees in the organisation are satisfied and feel secured in their job.It means
the company give more important to their employees.They provide all kinds of facilities for
the employees.

49
TABLE NO 4.13

MOTIVATING FACTORS

FACTORS NO OF EMPLOYEES PERCENTAGE


SALARY INCREASE 53 53
PROMOTION 13 13
LEAVE 0 0
MOTIVATIONAL 0 0
TALKS
RECOGNITION 34 34
TOTAL 100 100
SOURCE : PRIMARY DATA

FIGURES NO 4.13

MOTIVATING FACTORS

60%

50%

40%

30%

20% 53%
34%
10%
13%
0% 0%
0%
salary increase promotion leave motivational talks recognition

INTERPRETATION

The above table and chart shows that which factor motivates the employees most .53% of
employees agreed with salary increases .34% of employees goes with recognition .and 13%
of employees are agreed with promotion .It is clear that ,the employees are giving more
importance to financial motivators

50
TABLE NO 4.14

SATISFACTION LEVEL OF RETIREMENT BENEFITS

FACTORS NO.OF EMPLOYEES PERCENTAGE


(%)
HIGHLY SATISFIED 21 21
SATISFIED 41 41
NEUTRAL 32 32
HIGHLY DISSATISFIED 6 6
DISSATISFIED 0 0
TOTAL 100 100
SOURCE: PRIMARY DATA

FIGURES NO 4.14

SATISFACTION LEVEL OF RETIREMENT BENEFITS

6%

Highly satisfied
21%
satisfied
32%
neutral
highly dissatisfied
41%
dissatisfied

INTERPRETATION

The above table reveals that 21% of the employees are highly satisfied, and 41% of the
employees are satisfied, and 32% of the employees are neutral, and 6% of the employees are
dissatisfied and nobody gave their opinion as dissatisfied in satisfaction level of retirement
benefits provided by RUBCO

51
TABLE NO 4.15

SUPPORTING LEVEL OF HUMAN RESOURCE DEPARTMENT

OPINION RESPONDENTS PERCENTAGE

HIGHLY SATISFIED 20 20
SATISFIED 50 50

NEUTRAL 30 30

HIGHLY DISSATISFIED 0 0

DISSATISFIED 0 0

TOTAL 100 100


SOURCE: PRIMARY DATA

FIGURE NO 4.15

SUPPORTING LEVEL OF HUMAN RESOURCE DEPARTMENT

0% 0%

20% Strongly agree


30%
Agree
Somewhat agree
Disagree
Strongly disagree
50%

INTERPRETATION

The above table reveals that 20% of the employees are strongly agreed, and 50% of the
employees are agreed and 30% of the employees somewhat agreed and nobody has given
their opinion as disagree and strongly disagreed in cooperation from other. So the human
resource department supports the employees.

52
TABLE NO 4.16
MOST FAVOURABLE INCENTIVE

INCENTIVE EMPLOYEES PERCENTAGE


FIANCIAL INCENTIVE 80 80

NON FINANCIAL INCENTIVE 20 20

TOTAL 100 100


SOURCE: PRIMARY DATA

FIGURE NO 4.16

MOST FAVOURABLE INCENTIVE

NON
FINANACIAL
INCENTIVES ,
20%

FINANCIAL
INCENTIVES , 80%

INTERPRETATION

From the above table and chart we can understand that 80% of employees in the organisation
is motivated by financial incentives provided by the organisation. So the company provide
better remuneration to the employees.

53
TABLE NO 4.17

EMPLOYEES INVOLVEMENT IN DECISION MAKING

OPTION NO. OF PERCENTAGE


EMPLOYEES
YES 75 75

NO 25 25

OCCASIONALLY 0 0

TOTAL 100 100

SOURCE: PRIMARY DATA

FIGURE NO 4.17

EMPLOYEES INVOLVEMENT IN DECISION MAKING

0%

25%

YES
NO
Occasionally

75%

INTERPRETATION

From the above table and chart reveals that 75% of employees in organisation involving in
the decision making.

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TABLE N0. 4.18

EMPLOYEES INVOLVEMENT IN TRAINING AND DEVELOPMENT


PROGRAMME

OPTION NO OF EMPLOYEES PERCENTAGE

YES 80 80

NO 20 20

TOTAL 100 100

SOURCE: PRIMARY DATA

FIGURE NO 4.18

EMPLOYEES INVOLVEMENT IN TRAINING AND DEVELOPMENT


PROGRAMME

NO OF EMPLOYEES

20%

YES
NO

80%

INTERPRETATION

From the above table and figure shows that 80% of employees in the organisation are
participating in training and development programmes conducted by the organisation. So the
organisation provide training and development facilities to the employees.

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TABLE NO 4.19

DEMOTIVATING FACTORS

OPTION NO OF PERCENTAGE
EMPLOYEES
JOB PROFILE 30 30

COMPANY POLICY 30 30

WORK ENVIRONMENT 40 40

TOTAL 100 100

SOURCE : PRIMARY DATA

FIGURE NO 4.19

DEMOTIVATING FACTORS

NO OF EMPLOYEES
45%

40%

35%

30%

25% 40%

30% NO OF EMPLOYEES
20% 30%
15%

10%

5%

0%
JOB PROFILE COMPANY POLICY WORK ENVIRONMENT

INTERPRETATION

The above table and figure shows that 30% of employees are demotivated by job profile and
30% of employees are demotivated by company policy and 40% of employees are
demotivated by work environment..

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TABLE NO 4.20

FEEDBACK REGARDING JOB PERFORMANCE

OPTION NO OF EMPLOYEES PERCENTAGE


DAILY 0 0
WEEKLY 10 10
MONTHLY 90 90
NO FEEDBACK 0 0
TOTAL 100 100
SOURCE: PRIMARY DATA

FIGURE NO 4.20

FEEDBACK REGARDING JOB PERFORMANCE

NO OF EMPLOYEES

0% 10%

DAILY
WEEKLY
MONTHLY
NO FEEDBACK

90%

INTERPRETATION

From the above table and chart shows that 90% of employees getting feedback from the
superior in monthly basis. So the organisation provide better feed backs to employees.

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5.1 FINDINGS

 More than 50% of the employees are highly satisfied with the working culture. It
means the organization provides good working culture for the employees
 Employees are really motivated by the management
 Majority of the employees were agreeing that, top management is interested in
motivating the employees. So, we can say that the organizationgives more important
to their employees.
 The organization motivates the employees who do their jobs very well with salary
increments.
 Majority of the employees are agreed that financial incentives motivate them more
than non financial incentives..
 The employees are satisfied with the physical working conditions provided in the
organization. So, there is a good physical working condition provided by the
organization.
 All of the employees in the organization are satisfied and feel secured in their job. It
means the company gives more important to their employees. They provide all kinds
of facilities for the employees.
 The employees in the organization are giving more important to financial motivators.
 The retirement benefits provided by the organisation is not that much sufficient to the
employees.
 The employees are satisfied with the responsibility and role in their work. So, it is
clear that the organisation does not give any over duty or work to their employees.
 The employees are satisfied with the support from the HR department. The HR
department of the organisation motivates the employees to do their work efficiently.
 The team spirit in the organisation is not that much good.
 There is a harmonious relationship is exist in the organization between
employees and management.
 The 53% of employees are satisfied with the salary increase on there job .
 The 40% of employees are demotivated by work environment provided by the
organisation.
 The organisation have more male employees.
 The company provide monthly feedback to the employees.

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5.2 SUGGESTIONS

 Most of the employees agree that the performance appraisal activities are helpful toget
motivated, so the company should try to improve performance appraisal system,so
that they can improve their performance
 And the majority of the employees say that there is not a good team spirit in the
organisation. So, the top management must initiate create good team spirit among the
employees.
 Employees are not satisfied with the retirement benefits. So organisation should
provide better and attractive retirement benefit.
 Organization should give importance to communication between employees and
gainco-ordination through it.
 Skills of the employees should be appreciated.
 Better carrier development opportunities should be given to the employees for
their improvement.
 Employee - employer relations : the employer should make effort to talk to the
employees and share his/her view on various topics. employer should encourage and
support the employee
 Employee – employee relationship : only a few of the employees trust their co-
workers. therefore this area needs improvement.
 Some of the employees are not satisfied with the relationship between the top
management they should be free to speak with their employees.
 Non financial incentive plans should also be implemented.
 Better carrier development opportunities should be given to the employees for their
improvement.

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5.4 CONCLUSION

Motivation is one of the forces that lead to performance. Motivation is defined as the desire
to achieve a goal or a certain performance level, leading to goal-directed behaviour. When we
refer to someone as being motivated, we mean that the person is trying hard to accomplish a
certain task. A motivated and dedicated employee in their job in the organization is an asset
for any organization and proves instrumental in building a high-performance culture that
drives organizational advancement.

When speaking about financial motivators, it means that the employer spends money a
lot on the reward directly, or the employee receives some kind of monetary reward. Financial
rewards are short term motivators to employees and are forgotten about later in the
employee’s careers. This method may not take as long for management, but it also does not
have as long as a lasting effect on employees. The most common financial reward is either a
cash bonus or a salary raise.

Unlike financial motivators, non -financial motivators are more plentiful and can bring
out the creativity of managers. This method does take more time on the manager, but it has
longer lasting effects. If a manager wants to truly motivate their employee, they need to think
about the individual and decide what non financial rewards can be given to a specific
employee. It needs to be said that everything requires money whether that be time, resources,
materials,etc.

The motivational strategies used in RUBCO KANNUR are very beneficial to the
employees. The employees are found to be motivated and they are satisfied with pay
structure, benefits, work hours, freedom to work etc. The organisation has to be appreciated
for keeping the employee highly motivated and thereby helping them to meet personnel as
well as organisational goals.

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BIBILIOGRAPHY
BOOK

 Dipak Kumar Bhattacharya – Research methodology


 K. Aswathappa-Human resources and Personnel management
 L M Prasad Human Resource Management
 Dr K Venugopalan Human Resource Management, Calicut University Publishers
 Maslow AH. (1943) “The Theory of Human Motivation” Psychological Review,
50(4)6

WEBSITES

 www.rubcogroup.com
 m.indiamart.com
 www.rubco.group.com
 https://www.mindtools.com > Team Management > Motivating Your Team
 www.businessdictionary.com/deflnition/motivating-factors.html
 smallbusiness.chron.com > Managing Employees > Motivation
 https://en.wikipedia.org/wiki/Two-factor theory
 www.yourarticlelibrary.com/business
 www.menestudies.com/human-resource/factors-affecting-motivation-Work

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