m.s Mba Motivation

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INTRODUCTION

The research was carried out on the topic MOTIVATION in which I analyzed the

Ventcool system pvt ltd. HR system of motivating employees. During the period of 5weeks

wherein I tried to find out the various methods, concepts and theories of motivating

employees used by the managers of different departments and the company. Every

departmental heads has their own perception behind motivating an employee for their

completion of the objective in their respective departments, this is something I learned by

analyzing such things.

The survey was done at the Ventcool system Pvt ltd (which is located at Mathura road,

Faridabad). The objective of the study is to find the various methods, concepts and theories

of motivating employees prevalent at Ventcool system Pvt ltd, Haryana. As Motivation

process is very important function of the company, the study aims to identify the sources of

motivation.

The primary purpose of the study is to examine the prevailing methods, concepts and

theories of motivating employees used by the managers of different departments and the

company. Questionnaires were designed in such a way that it was easy to understand the

system of motivating the employees in this company.

For conducting the survey structured questionnaire were employed. The study is based on

primary data. Survey was done on 80 employees of whom only 58 responded. These

respondents were executives of top, middle & lower management. The questionnaire consists

of question related to motivation.

In this study, questions were asked keeping the objective of the study in mind and from

which correct analysis can be done and exact perception of the employees can be known.

The study reveals that nice theories and methods of motivation were adopted by the

company. Thus on the basis of the results of the survey and the interviews conducted with theemployees at various levels of the organization, I suggest that the employees should be given


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MOTIVATION

Motivation is the driving force by which humans achieve their goals. Motivation is said to be

intrinsic or extrinsic. The term is generally used for humans but it can also be used to

describe the causes for animal behavior as well. This article refers to human motivation.

According to various theories, motivation may be rooted in a basic need to minimize physical

pain and maximize pleasure, or it may include specific needs such as eating and resting, or a

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

as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not

be confused with either volition or optimism. Motivation is related to, but distinct from,

emotion.

In the organizational setting the word Motivation is used to describe the drive that impels

an individual to work. A truly motivated person is one who wants to work .

When people speak of motivation or ask about the motives of person, they are really asking

When behavioral scientists use the word motivation, they think of its something steaming

from within the person technically, the term motivation has its origin in the Latin word

mover which means to move. Thus the word motivation stands for movement. One can

get a donkey to move by using a carrot or a stick; with people one can use incentives, or

threats or reprimands. However, these only have a limited effect. These work for a while and

then need to be repeated, increased or reinforced to secure further movement.

If a manager truly understands his subordinates motivation, he can channel their inner

state towards command goals, i.e., goals, shared by both the individual and the organization.

It is a well known fact that human being have great potential but they do not use it fully ,

when motivation is absent . Now days employees have been hired, trained and remunerated

they need to be motivated for better performance. Motivation in simple terms may beunderstood as the set or forces that cause people to behave certain ways. People are motivated

rewards something they can relate to and something they can believe in. Times have changed

People wants more. Motivated employees are always looking for better ways to do a job. It is

the responsibility of managers to make employees look for better ways of doing their jobs.

Individuals differ not only in their ability to do but also in their will to do, or motivation

Managers who are successful in motivating employees are often providing an environment in

which appropriate goals are available for needs satisfaction. Retaining and motivating


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workers requires special attention and the responsibility falls squarely on the shoulders of HR

as well as managers and supervisors at all level. They have to create a work environment

where people enjoy what they do, feel like they have a purpose and have pride in the mission

of the organization. It requires more time, more skill, and managers who care about people.

By giving employees special tasks, you make them feel more important. When your

employees feel like they are being trusted with added responsibilities, they are

motivated to work even harder so they wont let the company down.

Motivation is essential for any company because employee is Asset of company.

OBJECTIVE OF THE STUDY

Motivation is very important for the organization. Probably, no concept of HRM

receives as much attention of academicians, researchers and practicing managers motivation.

The objectives towards increasing attention towards motivation are as follows:

1. To make the workers happy and satisfied.

2. It helps to improve employees productivity.

3. To make the employees feel that their job is secure

4. To make the work more interesting.

5. To provide tactful discipline in the company.

6. To reduce absenteeism and l abour turnover in the company.

7. Motivation helps to improve goodwill and helps in growth.

(a)Job security,(b)Sympathetic help with personal problem.


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NEEDS OF STUDY

The purpose of this study was to describe the importance of certain factors in motivating

employees at the Piketon Research and Extension Center and Enterprise Center.

Specifically, the study sought to describe the ranked importance of the following ten

motivating factors:

(a) Job security,

(b) Sympathetic help with personal problems,

(c) Personal loyalty to employees,

(d) Interesting work,

(e) Good working conditions,

(f) Tactful discipline,

(g) Good wages,

(h) Promotions and growth in the organization,

(i) Feeling of being in on things, and

(j) Full appreciation of work done. A secondary purpose of the study was to compare the

results of this study with the study results from other populations

These are some of the need of the study which helps in making the project report easier.

Main emphasis are laid on the motivation of the employees so that they can give their best to

the company.


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SCOPE OF STUDY

1. It determines the no. and kinds of personnel required to fill variouspositions in the organizat ion.

2. Recruitment, placement, and selection of personnel i.e. employmentfunction.

3. Training and development of employees for their efficient performance andgrowth.

4. Appraisal of performance of employees and taking corrective steps such astransfer from one job to another.

5. Motivation of workforce by providing financial incentives & avenues ofpromot ion.

6. Social security and welfare of employees.7. Review and audit of personnel policies, procedures and practices of the

organizations.

RESEARCH METHODOLOGY

This study focuses on the Recruitment and Selection at VENTCOOL SYSTEM Pvt.

Ltd. as a matter of interest. It was ensured that there was a good mix of respondents- males,

females; employees of various designation; and temporary and permanent employees. It is the

specification method & procedure for collection the needed information. Research is the

organized and systematic way of FINDING ANSWERS TO QUESTIONS.

I conducted survey on the subject, How the company is involved in Recruitment and

Selection process

I designed questionnaires of very specific nature to ascertain answers that might be valuable

for our analysis and moreover in addition we could study viewpoints from dual-ranging

perspective of the trainees and their respective supervisors.

After being fully aware of the objective of the study and the research problem, it was found

out that it was a descriptive research.


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Kinds of Research:-

1. QUALITATIVE RESEARCH: - This type of research goes by names: ethnography,cognitive anthropology, etc. A good way to understand qualitative research is toexamine it in terms of the research parameters.

2. DESCRIPTIVE RESEARCH: - This type of research is also a grouping thatincludes many particular research methodologies and procedures such as

observations, surveys, self- reports and tests.

3. EXPERIMENTAL RESEARCH: - There are many different types ofexperiments. Most are quite different from the common stereotype. All

experimental research, however it has several elements in common.

RESEARCH DESIGN

Type of research for this project report is formal exploratory study. The self administrated

questionnaire method will be the basic research design. The respondents will be the basic

research design. The respondents would fulfill the questionnaires related to satisfaction level

with the current appraisal system of the organization. The information received will be kept

confidential.

The selection of research design depend the objective of the research.

Research designs are of three types

Exploratory

Descriptive

Casual or experiment


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Sources of Data:-

For conducting the survey the data was collected from the employees of Ventcool system Pvt

Ltd.To make the research complete, it is very important to have the necessary & useful data.

Sometimes data can be available readying one form or the other & sometimes data has to be

collected.

A researcher can tap sources to heads:-

Internal sources

External sources

a) Internal sources:-It is the companies own record registered document etc. a researcher can use these to collect

internal information. To get this information about the company, the company profile,industry profile can be used.

b) External source:-All the other source of information is external source of data.

The external source is classified into two parts which are as follows:

Secondary data

Primary data

These are explained as follows:-


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1.Secondary Data

Secondary data analysis is commonly known as second hand data analysis. It is simply the

analysis of pre-existing data in a different way or to answer a different question than

originally intended Secondary data analysis utilizes the data that was collected by someone

else in order to further a study that you are interested in completing.

Sources of secondary data classified into qualitative and quantitative. Examples of qualitative

sources are biographies, memoirs, newspapers, etc.

2. Primary Data

The Study is based on the primary data collected from the employees at SSP Pvt Ltd through

the assistance of the questionnaire. The survey was conducted with 58 respondents. However,

the use of some secondary data were taken help of to gain a better understanding of the

Recruitment and Selection process, the attrition and the reasons why employees leave. For

this purpose the web pages and the journals were sought.

There are many methods of collecting primary data and the main methods are as follows:

1. Questionnaires2. Interviews3. Focus group interviews4. Observations5. Case studies6. Diaries7. Critical incidents8. Portfolios

In this project mainly primary data from internal sources is used to make results authentic. It

is collected by personal administration of the questionnaire.


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REVIEW OF LITERATURE

Self-control

The self-control of motivation is increasingly understood as a subset of emotional

intelligence; a person may be highly intelligent according to a more conservative definition

(as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to

certain tasks. Yale School of Management Professor Victor Vroom's "expectancy theory"

provides an account of when people will decide whether to exert self control to pursue a

particular goal.

Drives and desires can be described as adeficiency or need that activates behavior that isaimed at a goal or an incentive. These are thought to originate within the individual and may

not require external stimuli to encourage the behavior. Basic drives could be sparked by

deficiencies such as hunger, which motivates a person to seek food; whereas more subtle

drives might be the desire for praise and approval, which motivates a person to behave in a

manner pleasing to others.

By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training

animals by giving them treats when they perform a trick correctly. The treat motivates the

animals to perform the trick consistently, even later when the treat is removed from the

process.

MOTIVATION

Motivation in simple terms may be understood as the set of forces that cause people to

behave in certain ways. A motivated employee generally is more quality oriented. Highly

motivated worker are more productive than apathetic worker one reason why motivation is a

difficult task is that the workforce is changing. Employees join organizations with different

needs and expectations. Their values, beliefs, background, lifestyles, perceptions and

attitudes are different. Not many organizations have understood these and not many HR
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experts are clear about the ways of motivating such diverse workforce.

Now days employees have been hired, trained and remunerated they need to be motivated for

better performance. Motivation in simple terms may be understood as the set or forces that

cause people to behave certain ways. People are motivated rewards something they can relate

to and something they can believe in. Times have changed People wants more. Motivated

employees are always looking for better ways to do a job. It is the responsibility of managers

to make employees look for better ways of doing their jobs.

Individuals differ not only in their ability to do but also in their will to do, or motivation

Managers who are successful in motivating employees are often providing an environment in

which appropriate goals are available for needs satisfaction. Retaining and motivating

workers requires special attention and the responsibility falls squarely on the shoulders of HR

as well as managers and supervisors at all level. They have to create a work environment

where people enjoy what they do, feel like they have a purpose and have pride in the mission

of the organization. It requires more time, more skill, and managers who care about people.

By giving employees special tasks, you make them feel more important. When your

employees feel like they are being trusted with added responsibilities, they are motivated to

work even harder so they wont let the company down.

Motivation is essential for any company because employee is Asset of company.

Introduction

In the organizational setting the word Motivation is used to describe the drive that impels

an individual to work. A truly motivated person is one who wants to work.

When people speak of motivation or ask about the motives of person, they are really asking

when behavioral scientists use the word motivation, they think of its something steaming

from within the person technically, the term motivation has its origin in the Latin word

mover which means to move. Thus the word motivation stands for movement. One can

get a donkey to move by using a carrot or a stick; with people one can use incentives, or

threats or reprimands. However, these only have a limited effect. These work for a while and

then need to be repeated, increased or reinforced to secure further movement.


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If a manager truly understands his subordinates motivation, he can channel their inner

state towards command goals, i.e., goals, shared by both the individual and the organization.

It is a well known fact that human being have great potential but they do not use it fully ,

when motivation is absent .

Motivation factor are those which make people give more than a fair days work and that is

usually only about sixty-five percent of a persons capacity .Obviously , every manager

should be releasing hundred percent of an individuals to maximize performance for

achieving organizational goals and at the same to enable the individual to develop his

potential and gain satisfaction.

Thus every manager should have both interest and concern about how to enable people toperform task willingly.

What perhaps changed this way of thinking about employees was research, referred to as the

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

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

to their attitudes (Dickson, 1973).

MotivationTheories

Understanding what motivated employees and how they were motivated was the focus of

many researchers following the publication of the Hawthorne Study results (Terpstra, 1979).

Five major approaches that have led to our understanding of motivation are Maslow's need-

hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity

theory.

According to Maslow, employees have five levels of needs (Maslow, 1943): physiological,

safety, social, ego, and self- actualizing.

Maslow argued that lower level needs had to be satisfied before the next higher level need

would motivate employees. Herzberg's work categorized motivation into two factors:

motivators and hygiene (Herzberg, Mausner, & Snyderman, 1959).


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Vroom's theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative.


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Adams' theory states that employees strive for equity between themselves and other workers.

EMPLOYEE

6) Reassess needs deficiencies

5) Receives either rewards orpunishment

4) Perform

3) Engages in goaldirected behaviour

2) Searchesfor ways to

satisfy

needs

1)Identifies

needs


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Framework of motivation

Step1

Motivation process begins with the individuals needs. Needs are tilt deprivations which the

individual experiences at a given time and act as energizers.

Step2

Motivation is goal directed.

Step3

A goal is a specific result that the individual wants to achieve .An employees goal are often

driving forces and accomplishing those goals can significantly reduce needs.

Step4

Promotions and raises are two of the ways that organizations seek to maintain desirablebehavior.

Step5

Once the employee have received either rewards or punishments.

Step6

They reassess their needs.

DEFINITIONS

THE TERM MOTIVATION REFERS TO A PROCESS GOVERNING CHOICES MADE

BY PERSON OR LOWER ORGANISMS AMONG ALTERNATIVE FORMS OF

VOLUNTARY ACTIVITY


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MOTIVATION IS THE RESULT OF PROCESS, INTERNAL OR EXTERNAL TO THE

INDIVIDUAL THAT AROUSE ENTHUSIASM AND PERSISTENCE TO PURSUE A

CERTAIN COURSE OF ACTION.

The Role of Motivation:

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated

employees are needed in our rapidly changing workplaces. Motivated employees help

organizations survive. Motivated employees are more productive. To be effective, managers

need to understand what motivates employees within the context of the roles they perform.

Of all the functions a manager performs, motivating employees is arguably the most

complex. This is due, in part, to the fact that what motivates employees changes constantly

(Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income

increases, money becomes less of a motivator (Kovach, 1987).

IMPORTANCE OF MOTIVATION:

1. Motivated employees are always looking for better ways to do a job. This statement can

apply to corporate strategists and to production workers.

2. A motivated employee generally is more quality oriented. This is true whether we are

talking about a top manager spending extra time on data gathering and analysis for a report or

clerk

3. Highly motivated worker are more productive than apathetic worker .The high productivity

of Japanese worker and the fever worker are needed to produce an automobile in Japan than

elsewhere is well known.

4. Every organization requires human resources in addition to financial and physical

resources for it to function.


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Three behavioral dimensions of HR are significant to organizations are as follows:

(i) People must be attracted not only to join the organizations but also to remain it(ii) People must perform he tasks for which they are hired and must do so in a

dependable manner

5. Motivation as a concept represents a highly complex phenomenon that affects. and is

affected by .a multitude of factors in the organizational milieu .an understanding of the topic

of motivation is thus essential in order to comprehend more fully the effects of variations in

other reaction as they relate to the performance, satisfaction, and so forth .

6. Why increasing attention is paid towards motivation can be found in the present and futuretechnology required for production, as technology increases in complexity, machines tend to

become necessary.

Motivation concepts

Intrinsic and extrinsic motivation

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the

task itself, and exists within the individual rather than relying on any external pressure.[2]

Intrinsic motivation has been studied by social and educationalpsychologists since the early

1970s. Research has found that it is usually associated with high educational achievement and

enjoyment by students. Explanations of intrinsic motivation have been given in the context of

Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Deci and Ryan's

cognitive evaluation theory (see self-determination theory). Students are likely to be

intrinsically motivated if they:

attribute their educational results to internal factors that they can control (e.g. the amountof effort they put in),

believe they can be effective agents in reaching desired goals (i.e. the results are notdetermined by luck),

Are interested in mastering a topic, rather than just rote-learning to achieve good grades.
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Extrinsic motivation comes from outside of the individual. Common extrinsic motivations

are rewards like money and grades, coercion and threat of punishment. Competition is in

general extrinsic because it encourages the performer to win and beat others, not to enjoy the

intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also

extrinsic incentives.

Social psychological research has indicated that extrinsic rewards can lead to over

justification and a subsequent reduction in intrinsic motivation.

MOTIVATIONAL CHALLENGES

One reason why motivation is a difficult task is that the workforce is changing. Employees

join organizations with different needs and expectations. Their values, beliefs, background,

lifestyles, perceptions and attitudes are different. Not many organizations have understood

these and not many HR experts are clear about the ways of motivating such diverse

workforce.

Motivating employees is also more challenging at a time when firms have dramatically

changed the jobs that employees perform, reduced layers of hierarchy, and jettisoned large

numbers of employees in the name of right-sizing or down-sizing .These actions have

considerably damaged the level of trust and commitment necessary for employee to put in

efforts above minimum requirements some organization have resorted to hire and fire and

payfor- performance strategies almost giving up motivational efforts. Such strategies may

have some effects (both positive and negative) but fail to make and individual overreach.

Needs: Needs are created whenever there is a physiological or psychological imbalance For

example: A need exists when cells in the body are deprived of food and water or when the

personality is deprived of other people who serve friends or companions. Although

psychological may be based on a deficiency, sometimes they are not. For instant, and

individuals with a strong need to get ahead may have a history of consistent success

Drives: Drives (Or motives) are set up to alleviate needs. Psychological needs can be

simply defined as a deficiency with direction. Physiological or psychological drives are

actionoriented and provide energizing thrust towards reaching an incentive or goals. They

are at the very heart of the motivational process. The needs for food and water are translated
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into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus, a

drive is a psychological state which moves an individuals satisfying needs

Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills

that will alleviate a need and reduce a drive.

Motivation and Behaviour:

The basic unit of behavior is an activity. In fact, all behavior is a series of activities.

Individual have preference for certain activities, they change activities, and they changeactivities accordingly. It is important for a manager to understand, predict, and even control

the activities that an individual may perform at a given moment. To predict the behavior,

manager must know which motives or needs of people evoke a certain action at a particular

time.

1) Motives: Every individual carries a set of inner motivations and drives that influencethe way he behaves much more radically than he realizes .Individuals differ not only

in their ability to do but also in their will to do, or motivation. Motives are sometimes

defined as needs, wants, drives, or impulses within the individual .Motives are the

whys of behavior .they arouse and maintain activity and determine a general

direction of the behavior of an individual. In essence, motives or needs are the

mainsprings of action. .

2) Goals:Goals are outside an individual .Goals are something referred to as hoped forrewards towards which motives are directed Psychologists use the term incentives

for these goals. Incentives include tangible financial rewards such as increased pay

and also the managers who are successful in motivating employees are often

providing an environment in which appropriate goals are available for needs

satisfaction.

3) Motive Strength: We have seen that motives or needs are the reason underlyingbehavior. Every individual has several needs. All these needs compete for their


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behavior. These needs have different strengths. The need with the greatest strength at

a particular moment leads to activities. .

Motivational theories1) Incentive theory

Swab SummerIT incentive

Main article: Incentive

A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior)

with the intent to cause the behavior to occur again. This is done by associating positive

meaning to the behavior. Studies show that if the person receives the reward immediately, the

effect would be greater, and decreases as duration lengthens. Repetitive action-reward

combination can cause the action to become habit. Motivation comes from two sources:

oneself, and other people. These two sources are called intrinsic motivation and extrinsic

motivation, respectively.

Reinforces and reinforcement principles of behavior differ from the hypothetical construct of

reward. A reinforce is any stimulus change following a response that increases the future

frequency or magnitude of that response. Positive reinforcement is demonstrated by an

increase in the future frequency or magnitude of a response due to in the past being followed

contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change

consisting of the removal of an aversive stimulus following a response. Positive

reinforcement involves a stimulus change consisting of the presentation or magnification of

an appetitive stimulus following a response. From this perspective, motivation is mediated by
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environmental events, and the concept of distinguishing between intrinsic and extrinsic forces

is irrelevant.

2) Drive-reduction theoriesThis section does not cite any references or sources. Please help improve this section by

adding citations to reliable sources. Unsourced material may be challenged and removed.

(January 2010)

Main article: Drive theory

There are a number of drive theories. The Drive Reduction Theory grows out of the conceptthat we have certain biological drives, such as hunger. As time passes the strength of the

drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's

strength is reduced. The theory is based on diverse ideas from the theories of Freud to the

ideas offeedbackcontrol systems, such as a thermostat.

Drive theory has some intuitive or folk validity. For instance when preparing food, the drive

model appears to be compatible with sensations of rising hunger as the food is prepared, and,

after the food has been consumed, a decrease in subjective hunger. There are several

problems, however, that leave the validity of drive reduction open for debate. The first

problem is that it does not explain how secondary rein forcers reduce drive. For example,

money satisfies no biological or psychological needs, but a pay check appears to reduce drive

through second-order conditioning.

Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a

homuncular beinga feature criticized as simply moving the fundamental problem behindthis "small man" and his desires.

In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or

a hungry human could not prepare a meal without eating the food before he finished cooking

it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive

(by adding on other traits such as restraint), or adding additional drives for "tasty" food,

which combine with drives for "food" in order to explain cooking render it hard to test.
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3) Cognitive dissonance theoryMain article: Cognitive dissonance

Suggested by Leon Festinger, this occurs when an individual experiences some degree of

discomfort resulting from an incompatibility between two cognitions. For example, a

consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that

another decision may have been preferable.

While not a theory of motivation, per se, the theory of cognitive dissonance proposes that

people have a motivational drive to reduce dissonance. They do this by changing their

attitudes, beliefs, or actions. Dissonance is also reduced by justifying, blaming, and denying.

It is one of the most influential and extensively studied theories in social psychology.

Main article: Maslow's hierarchy of needs

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

from Herzberg.

Abraham Maslow's theory is one of the most widely discussed theories of motivation.

The American motivation psychologist Abraham H.Maslow developed the Hierarchy of

needs consistent of five hierarchic classes. It shows the complexity of human requirements.

Maslow says that first of all the basic requirements have to be satisfied. The basic

requirements build the first step in his pyramid. They decide about to be or not to be. If there

is any deficit on this level, the whole behavior of a human will be oriented to satisfy this

deficit. Subsequently we do have the second level, which awake a need for security. Basically

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

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

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

So theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfiedneeds influence behavior, satisfied needs do not.
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Since needs are many, they are arranged in order of importance, from the basic to thecomplex.

The person advances to the next level of needs only after the lower level need is at leastminimally satisfied.

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

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

follows:

Physiology (hunger, thirst, sleep, etc.)

Safety/Security/Shelter/Health Belongingness/Love/Friendship Self-esteem/Recognition/Achievement Self actualization

4) Herzberg's two-factor theoryMain article: Frederick Herzberg

Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that

certain factors in the workplace result in job satisfaction, but if absent, they don't lead to

dissatisfaction but no satisfaction.[10]

The factors that motivate people can change over their lifetime, but "respect for me as a

person" is one of the top motivating factors at any stage of life.

He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positivesatisfaction, and

Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivateif present, but, if absent, result in demonization.

The name Hygiene factors is used because, like hygiene, the presence will not make you

healthier, but absence can cause health deterioration.
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The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure

Theory."

Herzberg's theory has found application in such occupational fields as information systems

and in studies of user satisfaction.

5) Alderfer's ERG theoryThis section does not cite any references or sources. Please help improve this section by


(July 2010)

Main article: Clayton Alderfers

Alderfers, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory

posits that there are three groups of core need existence, relatedness, and growth, hence

the label: ERG theory. The existence group is concerned with providing our basic material

existence requirements. They include the items that Maslow considered to be physiological

and safety needs. The second groups of needs are those of relatedness- the desire we have formaintaining important interpersonal relationships. These social and status desires require

interaction with others if they are to be satisfied, and they align with Maslow's social need

and the external component of Maslow's esteem classification. Finally, Alderfers isolates

growth needs' an intrinsic desire for personal development. These include the intrinsic

component from Maslow's esteem category and the characteristics included under self-

actualization.

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

importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical

theory and others that built on it, SDT posits a natural tendency toward growth and

development. Unlike these other theories, however, SDT does not include any sort of

"autopilot" for achievement, but instead requires active encouragement from the

environment.
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The primary factors that encourage motivation and development are autonomy, competence

feedback, and relatedness. SDT uses a natural tendency toward growth and development.

Broad theoriesThis article's citation style may be unclear. The references used may be made clearer

with a different or consistent style ofcitation, footnoting, orexternal linking. (April 2011)

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

Motivation Theory, [12] developed by Piers Steel and Cornelius Konig. Introduced in their

2007 Academy of Management Review article, it synthesizes into a single formulation the

primary aspects of all other major motivational theories, including Incentive Theory, Drive

Theory, Need Theory, Self-Efficacy and Goal Setting. Notably, it simplifies the field of

motivation considerably and allows findings from one theory to be translated into terms of

another.

Also, Achievement Motivation is an integrative perspective as outlined in the "Onion-Ring-

Model of Achievement Motivation" by Heinz Schuler, George C. Thornton III, Andreas

Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation

results from the way broad components of personality are directed towards performance. As a

result, it includes a range of dimensions that are relevant to success at work but which are not

conventionally regarded as being part of performance motivation. Especially it integrates

formerly separated approaches as Need for Achievement with e.g. social motives like

dominance.

Cognitive theories

1) Goal-setting theoryGoal-setting theory is based on the notion that individuals sometimes have a drive to reach a

clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is

affected by three features: proximity, difficulty and specificity. An ideal goal should present a

situation where the time between the initiation of behavior and the end state is close. This
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explains why some children are more motivated to learn how to ride a bike than to master

algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most

people are not optimally motivated, as many want a challenge (which assumes some kind of

insecurity of success). At the same time people want to feel that there is a substantial

probability that they will succeed. Specificity concerns the description of the goal in their

class. The goal should be objectively defined and intelligible for the individual. A classic

example of a poorly specified goal is to get the highest possible grade. Most children have no

idea how much effort they need to reach that goal.

Models of behavior change

This section does not cite any references or sources. Please help improve this section by


(January 2010)

Social-cognitive models of behavior change include the constructs of motivation and volition.

Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is

seen as a process that leads from intention to actual behavior. In other words, motivation and

volition refer to goal setting and goal pursuit, respectively. Both processes require self-

regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to

attain goals. An example of such a motivational and volitional construct is perceived self-

efficacy.

ApplicationsEducation Motivation is of particular interest to educational psychologists because of the

crucial role it plays in student learning. However, the specific kind of motivation that is

studied in the specialized setting of education differs qualitatively from the more general

forms of motivation studied by psychologists in other fields.

Motivation in education can have several effects on how students learn and how they behave

towards subject matter. It can:

1. Direct behavior toward particular goals2. Lead to increased effort and energy
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3. Increase initiation of, and persistence in, activities4. Enhance cognitive processing5. Determine what consequences are reinforcing6. Lead to improved performance.

There are two kinds of motivation: Intrinsic motivation occurs when people are internally

motivated to do something because it either brings them pleasure, they think it is important,

or they feel that what they are learning is significant. It has been shown that intrinsic

motivation for education drops from grades 3-9 though the exact cause cannot be ascertained.

Also, in younger students it has been shown that contextualizing material that would

otherwise be presented in an abstract manner increases the intrinsic motivation of these

students.

Extrinsic motivation comes into play when a student is compelled to do something or acta certain way because of factors external to him or her (like money or good grades).

Business

At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a

motivator; however it tends to have a motivating effect on staff that lasts only for a short

period (in accordance with Herzberg's two-factor model of motivation). At higher levels of

the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far

more powerful motivators than money, as both Abraham Maslow's theory of motivation and

Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership)

demonstrate.

Maslow has money at the lowest level of the hierarchy and shows other needs are better

motivators to staff. McGregor places money in his Theory X category and feels it is a poor

motivator. Praise and recognition are placed in the Theory Y category and are considered

stronger motivators than money.

Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented.


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Motivated workers are more productive.

The average workplace is about midway between the extremes of high threat and high

opportunity. Motivation by threat is a dead-end strategy, and naturally staffs are more

attracted to the opportunity side of the motivation curve than the threat side. Motivation is a

powerful tool in the work environment that can lead to employees working at their most

efficient levels of production. Nonetheless, Steinmetz also discusses three common character

types of subordinates: ascendant, indifferent, and ambivalent that all react and interact

uniquely, and must be treated, managed, and motivated accordingly. An effective leader must

understand how to manage all characters, and more importantly the manager must utilize

avenues that allow room for employees to work, grow, and find answers independently. The

assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors'

UK manufacturing plant. This introduced the concept of orientation to work and

distinguished three main orientations: instrumental (where work is a means to an end),

bureaucratic (where work is a source of status, security and immediate reward) and

solidaristic (which prioritizes group loyalty).

Other theories which expanded and extended those of Maslow and Herzberg included Kurt

Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy

theory. These tend to stress cultural differences and the fact that individuals tend to be

motivated by different factors at different times. According to the system of scientific

management developed by Frederick Winslow Taylor, a worker's motivation is solely

determined by pay, and therefore management need not consider psychological or social

aspects of work. In essence, scientific management bases human motivation wholly on

extrinsic rewards and discards the idea of intrinsic rewards.

In contrast, David McClelland believed that workers could not be motivated by the mere need

for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation

such as achievement motivation, though money could be used as an indicator of success for

various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer &

Company, had as its first motto "To make everyone productive, happy, and free." For

McClelland, satisfaction lay in aligning a person's life with their fundamental motivations.

Elton Mayo found that the social contacts a worker has at the workplace are very important

and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that


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workers could be motivated by acknowledging their social needs and making them feel

important. As a result, employees were given freedom to make decisions on the job and

greater attention was paid to informal work groups. Mayo named the model the Hawthorne

effect. His model has been judged as placing undue reliance on social contacts at work

situations for motivating employees. In Essentials of Organizational Behavior, Robbins and

Judge examine recognition programs as motivators, and identify five principles that

contribute to the success of an employee incentive program: Recognition of employees'

individual differences and clear identification of behavior deemed worthy of recognition

Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process

Despite the positive result that OB has demonstrated, it has no counter adverse criticism. Is it

a technique for manipulating people? Does it because it decreases an employees freedom? If

so, is such an action on the part of manager unethical? And do non-monetary reinforcement

like feedback, praise, and recognition get old after a while?

Measure: Chart the Frequency of

Responses after Intervention

Problem Solved?

Maintain Desirable Behavior

Evaluate for Performance Improvement


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Will employees begin to see these as ways for management to increase productivity without

providing commensurate increase in their pay.

Goal setting is one of the most effective and widely practiced techniques of motivation. Goals

are the immediate or ultimate objectives that employees are trying to accomplish from their

work efforts in organizations. Goal setting is the process of motivating employees by

establishing performance

EMPLOYEE MOTIVATION

To retain good staff and to encourage them to give of their best while at work requires

attention to the financial and even physiological rewards offered by the organization

Basic financial rewards and conditions of service (e.g. working hours per week) are

determined externally (by national bargaining or government minimum wage legislation) in

many occupations but as much as 50 per cent of the gross pay of manual workers is often the

result of local negotiations and details (e.g. which particular hours shall be worked) of

conditions of service are often more important than the basics.

As staffing needs will vary with the productivity of the workforce (and the industrialpeace achieved) so good personnel policies are desirable. The latter can depend upon

other factors (like environment, welfare, employee benefits, etc.) but unless the wage

packet is accepted as 'fair and just' there will be no motivation.

Hence while the technicalities of payment and other systems may be the concern of

others, the outcome of them is a matter of great concern to human resource management.

Increasingly the influence of behavioral science discoveries is becoming important not

merely because of the widely-acknowledged limitations of money as a motivator, but

because of the changing mix and nature of tasks (e.g. more service and professional jobs

and far fewer unskilled and repetitive production jobs). .

The former demand better-educated, mobile and multi-skilled employees much more

likely to be influenced by things like job satisfaction, involvement, participation, etc. than

the economically dependent employees of yesteryear. .


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Hence human resource management must act as a source of information about and a

source of inspiration for the application of the findings of behavioral science.

It may be a matter of drawing the attention of senior managers to what is being achievedelsewhere and the gradual education of middle managers to new points of view on job

design, work organization and worker autonomy

Basics about Employee Motivation

1. Motivating employees starts with motivating yourself.

2. It's amazing how, if you hate your job, it seems like everyone else does, too. Ifyou are very stressed out, it seems like everyone else is, too. Enthusiasm is

contagious. If you're enthusiastic about your job, it's much easier for others to

be, too. Also, if you're doing a good job of taking care of yourself and your

own job, you'll have much clearer perspective on how others are doing in

theirs.

3. A great place to start learning about motivation is to start understanding yourown motivations. The key to helping to motivate your employees is to

understand what motivates them. So what motivates you? Consider, for

example, time with family, recognition, a job well done, service, learning, etc.

How is your job configured to support your own motivations?

4. Always work to align goals of the organization with goals of employees asmentioned above, employees can be all fired up about their work and be

working very hard. However, if the results of their work don't contribute to the

goals of the organization, then the organization is not any better off than if the

employees were sitting on their hands -- maybe worse off! Therefore, it's


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critical that managers and supervisors know what they want from their

employees. These preferences should be worded in terms of goals for the

organization. Identifying the goals for the organization is usually done during

strategic planning. Whatever steps you take to support the motivation of your

employees (various steps are suggested below), ensure that employees have

strong input to identifying their goals and that these goals are aligned with

goals of the organization. (Goals should be worded to be "SMARTER". Key

to supporting the motivation of your employees understands what motivates

each of them. .

Each person is motivated by different things. Whatever steps you take to

support the motivation of your employees, they should first include finding out

what it is that really motivates each of your employees. You can find this out

by asking them, listening to them and observing them.

.

5. Recognize that supporting employee motivation is a process, not a taskOrganizations change all the time, as do people.

6. Indeed, it is an ongoing process to sustain an environment where eachemployee can strongly motivate themselves.

If you look at sustaining employee motivation as an ongoing process, then

you'll be much more fulfilled and motivated yourself. .

Steps You Can Take

The following specific steps can help you go a long way toward supporting your employees.

.

1) Cultivate strong skills in delegation: - Delegation includes conveyingresponsibility and authority to your employees so they can carry out certain


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tasks. However, you leave it up to your employees to decide how they will

carry out the tasks. Skills in delegation can free up a great deal of time for

managers and supervisors. It also allows employees to take a stronger role in

their jobs, which usually means more fulfillment and motivation.

2) Reward it when you see it: - A critical lesson for new managers and supervisorsis to learn to focus on employee behaviors, not on employee personalities.

Performance in the workplace should be based on behaviors toward goals, not

on popularity of employees. You can get in a great deal of trouble (legally,

morally and interpersonally) for focusing only on how you feel about your

employees rather than on what you're seeing with your eyeballs. .

3) Reward it soon after you see it:- this helps to reinforce the notion that youhighly prefer the behaviors that you're currently seeing from your employees.

Often, the shorter the time between an employee's action and your reward for

the action, the clearer it is to the employee that you highly prefer that action.

4) Implement at least the basic principles of performance managementGood performance management includes identifying goals, measures to

indicate if the goals are being met or not, ongoing attention and feedback about

measures toward the goals, and corrective actions to redirect activities back

toward achieving the goals when necessary. Performance management can

focus on organizations, groups, processes in the organization and employees.

.

5) Celebrate achievements: - this critical step is often forgotten. New managersand supervisors are often focused on a getting "a lot done". This usually means

identifying and solving problems. Experienced managers come to understand

that acknowledging and celebrating a solution to a problem can be every bit as

important as the solution itself. Without ongoing acknowledgement of success,

employees become frustrated, skeptical and even cynical about efforts in the

organization.


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6) Let employees hear from their customers (internal or external)Let employees hear customers proclaim the benefits of the efforts of the

employee. For example, if the employee is working to keep internal computer

systems running for other employees (internal customers) in the organization,

then have other employees express their gratitude to the employee. If an

employee is providing a product or service to external customers, then bring in

a customer to express their appreciation to the employee. .

Tips on Improving Employee Motivation

No matter the size of your company, having a team of motivated, hard-working

employees is crucial to your business success. When people lose their motivation,

however, their job performance suffers -- they become less productive, less creative,

less of an asset to the company.

Here are 10 useful pointers on getting your employees enthused, productive, and ready

to give their all:

1. Build a foundation. Its important to build a solid foundation for youremployees so they feel invested in the company. Tell them about the history of

the business and your vision for the future.

Ask them about their expectations and career goals, as well as how you can

help them feel part of the team.

When any new employee starts, make sure he or she receives a thorough

welcome orientation.

2. Create a positive environment. Promote an office atmosphere that makes all

employees feel worthwhile and important. Dont play favorites with your staff. Keep

office doors open and let folks know they can always approach you with questions or

concerns. A happy office is a productive office.

3. Put people on the right path. Most employees are looking for advancement

opportunities within their own company. Work with each of them to develop a career

growth plan that takes into consideration both their current skills and future goals. If


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employees become excited about whats down the road, they will become more

engaged in their present work.

4. Educate the masses. Help employees improve their professional skills by providing

on-the-job training or in-house career development. Allow them to attend workshops

and seminars related to the industry. Encourage them to attend adult education classes

paid for by the company. Employees will feel you are investing in them, and this will

translate into an improved job performance.

5.Dont forget the fun. Once in a while you have put work aside and do something

nice for the people who work for you. Treat the office to a pizza lunch or take everyone

to the movies. Reward employees with an unexpected day off or by closing the officeearly on a random Friday afternoon.

6. Acknowledge contributions. You can make a huge difference in employee morale

simply by taking the time to recognize each employees contributions and

accomplishments, large or small. Be generous with praise.

Theory X

In this theory, which has been proven counter-effective in most modern practice,

management assumes employees are inherently lazy and will avoid work if they can and that

they inherently dislike work. As a result of this, management believes that workers need to be

closely supervised and comprehensive systems of controls developed. A hierarchical

structure is needed with narrow span of control at each and every level. According to this

theory, employees will show little ambition without an enticing incentive program and will

avoid responsibility whenever they can. According to Michael J. Papa (Ph.D., Temple

University; M.A., Central Michigan University; B.A., St. Johns University), if the

organizational goals are to be met, theory X managers rely heavily on threat and coercion to

gain their employee's compliance. Beliefs of this theory lead to mistrust, highly restrictive

supervision, and a punitive atmosphere. The Theory X manager tends to believe that

everything must end in blaming someone. He or she thinks all prospective employees are

only out for themselves. Usually these managers feel the sole purpose of the employee's


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interest in the job is money. They will blame the person first in most situations, without

questioning whether it may be the system, policy, or lack of training that deserves the blame.

A Theory X manager believes that his or her employees do not really want to work, that they

would rather avoid responsibility and that it is the manager's job to structure the work and

energize the employee. One major flaw of this management style is it is much more likely to

cause Diseconomies of Scale in large businesses.

Theory Y

In this theory, management assumes employees may be ambitious and self-motivated and

exercise self-control. It is believed that employees enjoy their mental and physical work

duties. According to Papa, to them work is as natural as play. [They possess the ability for

creative problem solving, but their talents are underused in most organizations. Given the

proper conditions, theory Y managers believe that employees will learn to seek out and

accept responsibility and to exercise self-control and self-direction in accomplishing

objectives to which they are committed.

A Theory Y manager believes that, given the right conditions, most people will want to do

well at work. They believe that the satisfaction of doing a good job is a strong motivation.

Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of

The Human Side of Enterprise reveals that McGregor simply argues for managers to be open

to a more positive view of workers and the possibilities that this creates.

He thinks that Theory Y managers are more likely than Theory X managers to develop the

climate of trust with employees that are required for human resource development. It's human

resource development that is a crucial aspect of any organization. This would include

managers communicating openly with subordinates, minimizing the difference between

superior-subordinate relationships, creating a comfortable environment in which subordinates

can develop and use their abilities.

This climate would include the sharing of decision making so that subordinates have say in

decisions that influence them. This theory is a positive view to the employees, meaning that

the employer is under a lot less pressure than someone who is influenced by a theory X

management style.


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McGregor and Maslow's hierarchy

Criticisms

Today the theories are seldom used explicitly, largely because the insights they provided have

influenced and been incorporated by further generations of management theorists and

practitioners.

More commonly, workplaces are described as "hard" versus "soft." Theory remains a guiding

principle of positive approaches to management, to organizational development, and to

improving organizational culture.

Taken too literally any such dichotomy including Theory X and Y seem to represent

unrealistic extremes. Most employees (and managers) fall somewhere in between these poles.

Naturally, McGregor was well aware of the heuristic as opposed to literal way in which such

distinctions are useful.

Theory X and Theory Y are still important terms in the field of management and motivation.

Recent studies have questioned the rigidity of the model, but McGregor's X-Y Theory

remains a guiding principle of positive approaches to management, to organizational

development, and to improving organizational culture.

Motivation in theory - Maslow's hierarchy of needs

Maslow's Hierarchy of Needs is a "content theory" of motivation" (the other main one is

Herzberg's Two Factor Theory).

Maslow's theory consisted of two parts:

(1) The classification of human needs, and

(2) Consideration of how the classes are related to each other.


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- A person starts at the bottom of the hierarchy (pyramid) and will initially seek to satisfy

basic needs (e.g. food, shelter)

- Safety needs at work could include physical safety (e.g. protective clothing) as well as

protection against unemployment, loss of income through sickness etc)

- Social needs recognize that most people want to belong to a group. These would include the

need for love and belonging (e.g. working with colleague who support you at work,

teamwork, communication)

- Esteem needs are about being given recognition for a job well done. They reflect the fact

that many people seek the esteem and respect of others. A promotion at work might achieve

this.

- Self-actualization is about how people think about themselves - this is often measured by

the extent of success and/or challenge at work. Maslow's model has great potential appeal in

the business world. The message is clear - if management can find out which level each

employee has reached, then they can decide on suitable rewards.


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COMPANY PROFILE

ABOUT VENTCOOL SYSTEM:-

Ventilation is critical for improving "indoor air quality" by reducing the concentration of

pollutants in industrial environments, which often experience concentration levels two to five

times higher than found in residential areas. While passive ventilationair moving on its

own through open doors or windowscan help achieve this goal; however energy

conservation concerns limit its effectiveness. Ventcool system India (P) Ltd. (Faridabad)

has the perfect solution for this kind of situation. Established in the year 1988, our company

is a leading manufacturer and exporter of a wide range of ventilation systems such as

Centrifugal Blowers/Axial Flow Fans, Fume/Dust Extraction Systems, Evaporative

Cooling Systems, Bag Filters, and Pneumatic Conveying Systems etc. We have a wide

customer base spreading across the globe, owing to which we have an export percentage of

65%.

Incorporated in the year 1988, Ventcool system India (P) Ltd., introduce it selves as a

leading manufacturer and exporter engaged in the fabrication of Pneumatic Conveying,

Dust Proofing, General Ventilation Systems and related products. All their products are

designed after a thorough assessment related to the needs of various sectors. they strive hard

to meet increasing demands of the national and international clientele.

Having years of experience, our core values are innovation with continuous improvements.They follow ISO 9001:2000 along with other standardized norms and practices in their

manufacturing process. Their perfectly engineered products, robustness and focus on

understanding and solving their customers' needs have remained the crucial keys to our 15

years of success.

As a quality driven organization, they follow stringent quality control measures at every stage

of their process that facilitates in smooth and efficient final production. Thei impeccable


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History

An ISO 9001:2000 certified specialists in industrial ventilation systems since 1988....

Ventcool system India Private Limited is amongst the leading manufacturers, suppliers and

exporters of a wide variety of air pollution control systems and related equipment. The

organization has come a long way from its modest beginnings to its current market position.

They have built a strong reputation in the market by manufacturing high quality products.

Their products are renowned in the market for their features like high efficiency, low

maintenance and long service life.

Their products are fabricated at our state-of-the-art manufacturing unit, which is well

equipped with modern machines and equipment to achieve a high rate of production without

compromising on the quality of the finished products. Their experienced professionals keep a

strict vigil on the fabrication process to ensure that only flawless products reach their

esteemed customers. The entire range of products is offered at industry leading prices,

making it extremely popular among their clients from around the world. Owing to the cost

effectiveness and unmatched performance of their products, they have managed to acquire an

elaborate base of clients all over the world. Some of their prominent customers include

Engineers India Limited, Larsen & Toubro Limited and TATA Consulting Engineers.

Under the able guidance of our mentor, Mr. R.K SAXENA, They have managed to grow

from their modest beginning to their current market position. His vision & guidance has been

invaluable in their endeavor to be counted among the leading manufacturers of this domain.

He is ably supported by a team of well qualified technocrats with years of valuable industry

experience to its credit.


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AIM OF THE COMPANY

To maximize creation of wealth, value and satisfaction for the stakeholders. To attain leadership in developing adopting and assimilating state of the art

technology for competitive advantage.

To foster a culture of participation and innovation for employees growth andsatisfaction.

To attain leadership in developing adopting and assimilating state of the arttechnology for competitive advantage.

COMPANY VALUES

Ventcool system Company stands tall in the sector, benchmarking standards of quality and

reliability. Ventcool system India (P) Ltd. (Faridabad) is defined by the following values:

Reliable Service Absolute Integrity Uncompromising Quality Skilled, Capable and Motivated Employees Strong Alliances Commitment to Ecology and Community

KEY STRENGTHS

Strong distribution network in Northern India enabling it to market its products

Extensively even in rural areas. Competitive edge in ventilation system business as North India happens to be the largest

market for ventilation system.


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Long-standing relationship with dealers with more than 75% retention rate.

Quality products which have been well accepted by reputed clients such as

CLIENTS

o M/S DABUR INDIA LIMITEDo M/S ANAND LIMITEDo

PUROLATOR INDIA LIMITEDo GABRIEL INDIA LIMITEDo HERO HONDA MOTORS INDIA LIMITEDo RICO AUTO INDUSTRIESo FOOD INDUSTRYo LEATHERo STEEL AND TEXTILE PLANTSo RUBBERo R.K & COMPANY LIMITEDo BAJAJ COMPANY

VENTCOOL SYSTEM PRIVATE LTD

Ventcool system India (P) Ltd. (Faridabad), believe that all their clients should get value for

their investment and so they follow stringent quality measures to manufacture and supply

world-class quality products. Facilitated with latest and most advanced machines, they

conduct various tests in order to ensure that their products are of international standards.

Raw materials like mild steel, stainless steel, aluminum, electrodes, HR and CR Sheets etc.

are acquired from reliable and reputed vendors. They believe that consultation is the key to


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engineering the best possible product. Based on this philosophy, we carefully analyze our

clients' needs and accordingly manufacture the products.

In addition to this, we also explore and design choices that can further reduce costs and

manufacturing speed while improving quality and reliability of various systems. Owing to all

these efforts, they have been accredited with ISO 9001:2000 quality certificate.

Business Type Exporter , Manufacturer

Capital in Rupees Rs. 2 crore

Export Percentage 65%

Primary Competitive Advantages Wide range of products Premium quality Timely delivery Affordable prices Robust infrastructure Strategic location

No of Staff 35

Year of Establishment 1988

No of Production Lines 3

Export Markets Worldwide

Investment on Manufacturing Equipment Rs. 50 lakh

OEM Service Provided Yes


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Production Type Automatic

No. of Engineers 7

Monthly Production Capacity As per requirement

The Management Team

VENTCOOL SYSTEM TEAM

They consider their employees as their biggest assets. The impeccable market reputation and

standing of the organization is due to the unending efforts of their diligent employees, who

work tirelessly towards achieving the organization's goal of becoming the market leader in

this domain.

They employ qualified engineers, who manage the departments of design, manufacturing,project management & implementation and after sales service. Their professionals are well

qualified and possess years of valuable industry experience, which enable them to perform

their duties efficiently.

The key members of our organization are as follows:

Procuring agents for raw material Technicians Engineers Quality controllers R&D personnel Sales & marketing personnel Skilled & semi skilled workers

The overall management of Ventcool systemltd. lt. vests with the Board of Directors


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comprising of eminent persons with wide experience in business and industry. The day to

day management of the Company is looked after by the Chairman & Managing Director

and the Managing Director under the overall guidance of the Board. Without their

concern company cannot achieve their target. As well they are the persons who guide theemployees and also motivate them so that they can give their 100% to the company.

NAME DESIGNATION

R. K. Saxena Chairman

Rajender Singh Production director

Mitra Vice Chairman

L.C Das Marketing Engineer

Alok Khandari Chief Accountant

Malay Tapadar Chartered Accountant

PRODUCTS

VENTCOOL SYSTEMPRODUCT RANGE

Managed by experienced personnel, we provide technical and economical solutions for

various air pollution and ventilation problems, which make a manufacturing facility ideal for

healthy working conditions. Ventcool systemIndia (P) Ltd. (Faridabad) is engaged in the

manufacture and export of the following:-

Extractors and Scrubbers-Manufacture, exporter and supplier of a wide range of Extractors

and Scrubbers such as Dust Extraction-Fume Scrubber-Fume Extraction, Roof Extractors,

Industrial Scrubbers and also deals in Air Cooling- Pressurization Plants.


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Roof Extractors

We are offering Roof Extractors that are known for their reliable and efficient performance as

roof extractors. Roof extractors are mainly used for eliminating the trapped warm air and

vapour.

Industrial Scrubbers

We have been offering Industrial Scrubbers, which are used in vertical packed tower for

controlling and reducing the toxic fumes emitted from various processes. Fabricated using


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premium grade raw material, these are compact in design and easy to install. Our industrial

scrubbers find applications in various industries.

Dust Extraction-Fume Scrubber-Fume Extraction

Dust Extraction System

We design and manufacture complete dust extraction systems as per the different

requirements of our customers. These systems are designed considering the various process

requirements. All the above mentioned products are used for the separation and collection of

dust in these Dust Extraction Systems.

Additionally, we also design Pneumatic Conveying Systems for various materials. We offer

these products at industry leading prices, making them extremely popular among our

customers across the globe.

Fume Scrubber

We undertake designing, manufacturing and installation of high quality Fume Scrubbers as

per the requirements of our customers. The products are available in venturi type, packed bed

type and high efficiency sieve plate type scrubbers in MS/MS FRP/Rubber lined, FRP & PP


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and FRP material of construction. Novel Sieve Plate Scrubbers are our latest design and work

on the principal of distillation column.

The pertinent features of Novel Sieve Plate Scrubbers are :

Higher efficiency Low quantity of scrubbing fluid Low effluent generation No recirculation pump required

Owing to these advantages over Packed Bed Type Scrubbers, these products are extremely

popular among our customers in the market.

Fume Extraction Systems

We manufacture a high quality range of Fume Extraction Systems. The use of superior

quality raw material in the fabrication process ensures a finished product, which matches up

to the high quality standards followed by us. A complete system comprises suitable hoods,

ducting, blower and scrubbers. Our product range is well renowned for its high efficiency,

low maintenance and longer service life. Offered at industry leading prices, these products

are the preferred choice of our customers around the world.


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Air Cooling Pressurization Plants

We offer high quality Air Cooling Pressurization Plants for use in diverse industrial

applications. Depending on the needs of the clients, we design, fabricate and install airwasher systems as per their specific requirements. We design spot cooling systems,

pressurization, DG set air cooling and motor ventilatio

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