A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEES

WITH SPECIAL REFERENCE TO PANKAJAKASTHURI HERBALS INDIA (P)

LTD, TRIVANDRUM

A PROJECT REPORT

Submitted By

(Register No:)

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY, CHENNAI-600 025

SEPTEMBER 2012

DECLARATION

I, a bonafide student of Department of Business Administration, St.Xavier’s

Catholic College of Engineering, Chunkankadai-629809, here by declare that the

project entitle “A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS

ON EMPLOYEES WITH SPECIAL REFERENCE TO PANKAJAKASTHURI

HERBALS INDIA (P) LTD, TRIVANDRUM” submitted by me in partial fulfillment

of the requirement for the award of the degree of Master of Business

Administration of the Anna University of technology, Chennai is my own work. The

report has not been submitted for the award of any other degree / diploma of this

university or any other university before.

Place: CHUNKANKADAI

Date: Register No:

ACKNOWLEDGEMENT

I thank GOD THE ALMIGHTY for his abundant grace for enabling me to finish

this summer project.

I am extremely grateful to our Correspondent Rev. Fr. A. JESU MARIAN and

respected Principal Dr. S.JOSEPH SEKHAR, M.E, PhD for providing us the

facilities for our studies and constant encouragement in our activities.

I thank to PANKAJAKASTHURI HERBALS INDIA (P) LTD, for granting me

permission to do this study in their organization.

I express my sincere thanks to my professor and Head Dr. V.T.R VIJAYA KUMAR,

Department of management studies, St Xavier's College of engineering, Nagercoil,

for giving valuable guidance and encouragement to complete this project

successfully.

I express my sincere gratitude to Mr. SUKUMARAN NAYAR, HR Manager of

PANKAJAKASTHURI HERBALS INDIA (P) LTD, for his encouragement and

timely advice to complete this project successfully.

I wish to express my sincere thanks to my guide, Mrs. S., Asst. Professor, Department

of management studies, St Xavier's College of engineering, Nagercoil, for the

valuable guidance and support to complete the project successfully.

I express my deep gratitude to all the Faculties of Department of management studies,

St Xavier's College of engineering, Nagercoil, for giving me sufficient

encouragement, which acts as moral support for me to complete the project

successfully.

I take this opportunity to express my deep gratitude to the library staff, without their

co-operation I could not have successfully completed this project work.

Last but not the least I am extremely thank full to my beloved parents and friends who

have helped me directly and indirectly in some way or the other in bringing out this

report successfully.

ABSTRACT

This project is an outcome of “A STUDY OF MOTIVATION TECHNIQUES

AND ITS EFFECTS ON EMPLOYEES WITH SPECIAL REFERENCE TO

PANKAJAKASTHURI HERBALS INDIA (P) LTD, TRIVANDRUM.” The study is

conducted to find out the various motivational techniques which are used in the

organization to motivate the employees inside the organization, and to understand

the effects of using those motivational techniques.

The data was collected by means of structured questionnaire. The data were

collected from primary and secondary data. The period of the study is 30 days.

And the sample size is 50. The objective of study is to analyze the effects of

motivational techniques among employees. The data were collected and analyzed

and the suggestions are given to improve the motivational levels of employees in

the organization.

INDEX

Chapter No: DISCRIPTION PAGE NO

1 INTRODUCTION 1

2 PROFILE

2.1 Industry profile 6

2.2 Company profile 12

2.3 Product profile 17

3 REVIEW OF LITERATURE 20

4 RESEARCH METHODOLOGY

4.1 Title 23

4.2 Company Detail 23

4.3 Need of the study 23

4.4 Objective of the study 23

4.5 Research Methodology 23

4.6 Limitation of the study 24

5 DATA ANALYSIS AND INTERPRETATION 25

6 FINDINGS

SUGGESTIONS

51

53

CONCLUSION 54

APPENDIX

BIBILIOGRAPHY

LIST OF TABLES

Table No: Titles Page No.

5.1 Age wise classification 25

5.2 Monthly Income wise classification 26

5.3 Period of current job of the Respondents 27

5.4 Working period per week in current job 28

5.5 Opinion about the HR department support 29

5.6 Opinion about the influence of incentive 30

5.7 Satisfaction of employees on incentives 31

5.8 Influence of salary increment on employees 32

5.9 Opinion towards Nonfinancial and financial incentives 33

5.10 Opinion about the team spirit 34

5.11 Factors which affect the level of motivation towards

work

35

5.12 Motivation level of employees by changes of company 36

5.13 Job security of employees. 37

5.14 Needs of improvement of management style 38

5.15 Motivation of top level management 39

5.16 Decision making process by top level management 40

5.17 Influence of incentives and other benefits 41

5.18 Priorities and objectives of the employees 42

5.19 Vision level in the future direction of the company 43

5.20 Company’s Communication level 44

5.21 Respondent’s feeling about their work 45

5.22.1 Chi-square Analysis on age group and the factors

which affects the motivation towards work

46

5.22.2 Chi-square Analysis on monthly income and the

influence of incentives on motivation of employees.

47

5.23 Weighted Average Method 49

LIST OF CHARTS

Table No: Titles Page No.

5.1 Age wise classification 25

5.2 Monthly Income wise classification 26

5.3 Period of current job of the Respondents 27

5.4 Working period per week in current job 28

5.5 Opinion about the HR department support 29

5.6 Opinion about the influence of incentive 30

5.7 Satisfaction of employees on incentives 31

5.8 Influence of salary increment on employees 32

5.9 Opinion towards Nonfinancial and financial incentives 33

5.10 Opinion about the team spirit 34

5.11 Factors which affect the level of motivation towards

work

35

5.12 Motivation level of employees by changes of company 36

5.13 Job security of employees. 37

5.14 Needs of improvement of management style 38

5.15 Motivation of top level management 39

5.16 Decision making process by top level management 40

5.17 Influence of incentives and other benefits 41

5.18 Priorities and objectives of the employees 42

5.19 Vision level in the future direction of the company 43

5.20 Company’s Communication level 44

5.21 Respondent’s feeling about their work 45

CHAPTER – 1

INTRODUCTION

1.1 INTRODUCTION

Motivation is a human psychological characteristic that contributes to a person’s

degree of commitment. It includes the factors that cause, channel, and sustain human

behavior in a particular committed direction. Motivating is the management process of

influencing people’s behavior based on this knowledge of “what makes people tick”.

Basic Assumptions about motivation and motivating are

Motivation is commonly assumed to be a good thing.

Motivation is one of several factors that go in to a person’s performance.

Motivation is in short supply and in need of periodic replenishment.

Motivation is a tool with which managers can arrange job relationships in

organizations.

Motivation has been a longstanding interest of managers and management

researchers. From the turn-of-the-century days of Frederick Taylor forward to today,

managers and researchers have linked motivation- most often, employees’ motivation-

to the achievement of organizational goals.

The current challenges to managers’ motivating practices are the corporate

world has become an arena in which a new “generation gap” is emerging between the

so-called “baby boomer” attitude and the so-called “baby buster” attitude. A key

implication of this phenomenon is the challenge that it poses for motivation theories and

the very idea that motivation is something that managers must do the employees.

The word motivation has been derived from motive which means any idea, need

or emotion that prompts a man in to action. Whatever may be the behavior of man, there

is some stimulus behind it. Stimulus is dependent upon the motive of the person

concerned. Motive can be known by studying his needs and desires.

The process of motivation studies the motives of individuals which

cause different type of behavior.

THE MYTHS OF EMPLOYEE MOTIVATION

MYTH ONE - Some employees are motivated, some are not.

It is based on the notion that motivation is largely an innate characteristic

possessed by certain employees and not by others. Proponents suggest that the

supervisor’s primary responsibility is “motivating the unmotivated” by means of

structure and discipline. When employees understand that the supervisor (the company)

is sincerely interested in their individual needs, they begin to act “motivated”, i.e., and

they become business partners, not adversaries.

MYTH TWO - Everyone works for money.

The money-employee motivation issue is quite complex because of individual

perception. Some employees believe that money “buys” higher order needs. Some

perceive that money is a tangible benchmark to assess one’s relative worth in society.

For others, money and its many uses are easier to understand (and achieve) than “higher

level” needs such as self-esteem and self-actualization.

MYTH THREE - Employees need to be pushed to perform.

Douglas McGregor labeled the “push to perform” management style as Theory

X. McGregor suggested that Theory X orientation causes a manager to use high control

and limited delegation to make sure that lazy and self-serving employees do not take

advantage of management and the company.

MYTH FOUR - Participation in a training program will increase an employee’s

productivity.

A widespread contemporary motivation myth is the belief that a “generic”

(standardized) training program, in and if itself, can guarantee improved performance

and/or correct performance. This generic “quick fix” myth is enduring because of its

apparent simplicity, speed of implementation and “low cost per head”. For maximized

effectiveness and efficiency, employee training must respond to the needs of the

employee as well as the company.

MYTH FIVE - The absence of expressed employee concerns indicates that morale

is good.

Those who support the “assume the best” myth believe that if and when an

employee has a problem, he/she will share it with the immediate supervisor. The appeal

of “assume the best” is in its “reactive” nature, i.e., the onus is on the employee to act

and the company (the supervisor) to react. However, most employees do not share

work-related concerns without the “proactive” encouragement of the immediate

supervisor.

MYTH SIX - Tell employees what you expect of them, let them do it their way and

then reward/ reprimand accordingly.

“Tell-Delegate-Reward-Punish”, one of the most popular approaches, direct

managers to provide initial direction by “telling employees what is expected of them”.

Rewards and/or punishments are based on the subjective judgments and values of the

immediate supervisor with little or no employee involvement.

MYTH SEVEN - All employees respond positively when asked to “participate” in

work related decision making.

The idea that all employees innately with to participate in work related decision-

making. Unfortunately, most participation activities fail due to management’s collective

“under appreciation” for the extensive effort and time required to legitimately involving

employees in work related decision-making.

SPECIAL MOTIVATIONAL TECHNIQUES

There are a range of motivational techniques that can be used to improve

productivity, reduce workplace stress and increase self-confidence. Some of the major

motivational techniques are as follows.

1. Money

Maslow’s hierarchy of needs says that we are in continuous state of motivation

to do certain things to satisfy our needs. Our needs are classified into five levels in

order: physiological needs (e.g. hunger, thirst, and sex), safety needs (e.g. security and

protection from physical and emotional harm), social needs (e.g. affection,

belongingness, acceptance, and friendship), esteem needs (e.g. internal factors such as

self-respect, autonomy, and achievement; external factors such as status, recognition,

and attention), and self-actualization needs (e.g. growth, achieving one’s potential, and

self-fulfillment). From the hierarchy, we see that money can only motivate people who

are at physiological and safety needs but not those whose needs are at higher-level

needs in the hierarchy.

2. Participation

Participation is also means of recognition. It appeals to the need for affiliation and

acceptance. It gives people a sense of accomplishment. But encouraging participation should

not mean that managers weaken their positions. Although they encourage participation of

subordinates on matters with which the latter can help, and although they listen carefully, on

matters requiring their decision they must decide themselves.

3. Quality of working life (QWL)

Quality of Working Life is a process of work organizations which enables its

members at all levels to actively participate in shaping the organization environment,

methods and outcomes. Conceptual categories which together make up the quality of

working life are adequate and fair compensation, safe and healthy working conditions,

immediate opportunity to use and develop human capacities, opportunity for continued

growth and security, social integration in the work organization.ocial relevance of work

life. 

There are a number of ways of inspiring and motivating a team and these include

the use of:

Positive imagery: Posting motivational themes and messages, in the form of slogans or

quotes, can help to positively empower a team. 

Team-building activities: Despite mixed feelings about team-building activities, the

fact that they encourage people to work together outside the office environment can be a

definite advantage.  They can encourage healthy competition and give each member of

staff the opportunity to be on the winning team.  Improving team relationships can

result in increased productivity and morale, and can lead to a much happier and

healthier working environment. 

Training: People can be taught to become more motivated by showing them how to

deconstruct tasks and challenges, and how to feel less intimidated by their job roles. 

Demonstrating to them how to cope in the workplace can lead directly to improved

motivation.

Enhanced communication: Communication does not only mean talking to your team

but also listening to them.  It is important to ensure their understanding of company

objectives and their individual job roles but it is equally important to show them the

importance of their feedback to the achievement of targets and standards.

Targets, rewards and incentives: It is generally accepted that having targets to work

towards, as long as they are realistic, is one of the most effective ways of improving

performance.  Hitting targets improves morale and self-confidence but remember that

those who consistently underachieve will end up feeling de motivated. Target

achievement can be rewarded not only with financial incentives but perhaps with the

offer of increased responsibility or even promotion. 

1.2 CHAPTERISATION

The study is proposed to be undertaken in the following six chapters.

The first chapter contains the introduction about the selected topic.

The second chapter covers the industrial profile, company profile, product

profile.

The third chapter deals with the review of literature.

The fourth chapter is research methodology which includes title of the project,

objectives of the study, data collection, research design, tools and techniques,

sample size, sample universe, sample design and limitation.

In chapter five is research analysis and interpretation.

The chapter six gives the overall summary of findings, suggestion and

conclusion.

And then explains the Reference and Appendix which include questionnaire.

CHAPTER – 2

PROFILE

2.1 INDUSTRIAL PROFILE

"Ayurveda" or "Science of Life" the origin of most forms of natural and

alternative medicine has its mention in one of the oldest (about 6,000 years)

philosophical texts of the world, the Rig Veda. The Sutrasthana of Charaka Samhita, a

much referred Ayurvedic text, says; "The three, body, mind and soul are like a tripod,

the world stand by their combination; in them everything abides. It is the subject matter

of Ayurveda for which the teachings of Ayurveda have been revealed." 1In its broader scope, Ayurveda in India has always sought to prepare mankind

for the realization of the full potential of its self through a psychosomatic integration. A

comprehensive health care is what this natural and alternative medicine prescribes for

the ultimate self-realization. "Life (ayu) is the combination (samyoga) of body, senses,

mind and reincarnating soul. Ayurveda is the most sacred science of life, beneficial to

humans both in this world and the world beyond."

The verses of Rig Veda, the earliest source of Ayurveda, refer to

panchamahabhut (five basic elements of the entire creation), and the three doshas or

primary forces of prana or vata (air), agni or pitta (fire) and soma or kapha (water and

earth) as comprising the basic principles of Ayurveda. One branch of Indian philosophy

—Sankhya states that there are 24 elements, all of which constitute the foundation of

the gross world: earth, water, fire, air and either. These five elements in different

combinations constitute the three body types/doshas—vata dosha (air and ether), pitta 1 Charaka Samhita, Sutrasthana, 1.42-43.

dosha (fire) and kapha dosha (earth and water). The panchamahabhut and the dosha

theories are the guiding factors of Ayurveda as a therapeutic science. The Rig Veda also

mentions organ transplants and herbal remedies called soma with properties of elixir.

This science or knowledge of healing, as mentioned in the Rig Veda, was

revealed to Rishi Bharadvaja from the great Cosmic Intelligence. The knowledge

consists of three aspects known as the Tri-Sutras of Ayurveda, which are—etiology or

the science of the causes of disease, symptomatology or the study and interpretation of

symptoms and medication and herbal remedies.

Approximately, during 4000 to 3000 BC, Sam Veda and Yajur Veda, the second

and third Vedas came into being. Chanting of mantras and performance of rituals were,

respectively, dealt in these two Vedas. And, during 3000 to 2000 BC Atharva the fourth

Veda was authored, of which Ayurveda is an upaveda (subsection). Though it had been

practiced all along, it was around this time that Ayurveda in India was codified from the

oral tradition to book form, as an independent science. It enlists eight branches/divisions

of Ayurveda: Kayachikitsa (Internal Medicine), Shalakya Tantra (surgery and treatment

of head and neck, Ophthalmology and Otolaryngology), Shalya Tantra (Surgery),

Agada Tantra (Toxicology), Bhuta Vidya (Psychiatry), Kaumarabhritya (Pediatrics),

Rasayana (science of rejuvenation or anti-aging), and Vajikarana (the science of

fertility). The oldest treatise available on this codified version is Atreya Samhita.

Around 1500 BC Ayurveda was delineated into to two distinct schools: Atreya

—The School of Physicians, and Dhanvantari—The School of Surgeons. This made

Ayurveda a more systematically classified medical science, hereafter. Dhanvantari, who

is considered to be a reincarnation of Lord Vishnu, was the guiding sage of Ayurveda.

He made this science of health and longevity popular and widely acceptable. In fact,

these two schools of thought led to the writing of two major books on Ayurveda—

Charaka Samhita and Susruta Samhita.

These two Samhitas were written in the early part of 1000 BC. The great sage-

physician Charaka authored Charaka Samhita revising and supplementing the text

written by Atreya, which has remained the most referred Ayurvedic text on internal

medicine till date. Susruta, following the Dhanvantari School of Thought, wrote Susruta

Samhita, comprising the knowledge about prosthetic surgery to replace limbs, cosmetic

surgery, caesarian operations and even brain surgery. He is famed for his innovation of

cosmetic surgery on nose or rhinoplasty. Around 500 AD, Vagbhatt compiled the third

major treatise on Ayurveda, Astanga Hridaya. It contained knowledge comprising the

two schools of Ayurveda.

From 500 AD to 1900 AD, sixteen major Nighantus or supplementary texts on

Ayurveda like Dhanvantari Bhavaprakasha, Raja and Shaligram among others were

written incorporating new drugs, expansion in applications, discarding of old drugs and

identification of substitutes. These texts mention about 1814 varieties of plants in

vogue.

Evidences show that Ayurveda had nurtured almost all the medical systems of

the world. The Egyptians learnt about Ayurveda long before the invasion of Alexander

in the 4th century BC through their sea-trade with India. Greeks and Romans come to

know about it after the famous invasion. The Unani form of medical tradition came out

of this interaction. In the early part of the first millennium Ayurveda spread to the East

through Buddhism and greatly influenced the Tibetan and Chinese system of medicine

and herbology. Around 323 BC, Nagarjuna, the great monastic of Mahayana Buddhism

and an authority on Ayurveda had written a review on Susruta Samhita. In 800 AD

Ayurveda was translated into Arabic. The two Islamic physicians Avicenna and Razi

Serapion, who helped form the European tradition of medicine, strictly followed

Ayurveda. Even, Paracelsus considered being the father of the modern western

medicine toed the line of Ayurveda, as well.

Its unique understanding of the similarities of natural law and the working of

human body, as well as its holistic treatment methods, help it to strike a balance

between the two. This gives Ayurveda an edge over other healing systems. Perhaps

that's the reason behind Ayurveda being the longest unbroken medical tradition in the

world, today.

TRIDOSHAS

According to ayurveda, the human body is composed of 3 fundamental elements

called, "DOSHAS" which represents the physico - chemical and physiological activities

of the body. There are 3 kinds of doshas. They are 'Vata', 'Pitta'and 'Kapha', which may

not be equal and same in all people. Our food habits, lifestyle etc., can be adjusted

according to the body type, to maintain perfect health.

PANCHAKARMA

Panchakarama is the sacred manthra of rejuvenation. Panchakarma in Ayurveda

means five type of therapeutic way of treatment to eliminate toxins from the body and

to replenish the tissues of the patient. 

The common procedure of Panchakarma includes Emesis (Vamanam), Purgation

(Virechanam), Medication Oil Enema (Snehavasthi),Enema with herbal decoction, oils,

honey etc (Kashayavasthi) and Installation of medicines through nose (Nasyam).

The person who requires Ayurvedic treatment is assessed for his/her physical

and mental requirements and treatment is prescribed for various purposes like curative

treatments, disease prevention, rejuvenation and revitalization. Some of the general

types of treatments are as given below: 

ABHAYANGAM 

It means oil massage. Medicated oil according to the needs of the individual is

massaged over the body. The person undergoing Abhayangam reclines in seven

positions and usually the same lasts between 45 to 60 minutes. This treatment is found

highly effective in reducing mental tension and in increasing the strength and functional

efficiency of the body muscles. Other beneficial effects of Abhayangam include better

body circulation, improving vigor and vitality, better and sound sleep and reduced

nervous weakness.

UDHHVARTHANAM

It means to raise or elevate. Fine medicated powder is applied over the whole

body with upward strokes of massage, quite opposite of the usual Ayurvedic massages.

The same seven positions of Abhayangam are followed here also and the treatment

usually lasts for 45 minutes. Udhhvarthanam is well known for its capability to induce

perspiration, reduce obesity, diminish body odor, and improve skin complexion and also

to provide better mobility to the body joints. Treatment is to be done for 7 to 14 days to

attain desired effects and is of good help in treating specific diseases where oil is contra

indicated or in the case were patient suffer from oil allergy. 

NJAVARAKIZHI

It involves the fomentation of the body by applying linen bags filled with

‘Njavara’ rice cooked in milk and medicated decoction made primarily from

‘Kurumthotti’ all over the body. Ti is very important to maintain a constant temperature

while applying the linen bags and the paste of medicine is removed after specific period

of application with palm leaf scrappers. This treatment is found effective in treating the

degenerative changes in musculo-skeletal structure and is found to enhance strength,

vitality and complexion of body. Njavarakizhi also prevents the complication due to old

age debility."Shira Veda" (vein puncture), "Jalooka Avacharana" (leech application)

etc. are the methods commonly used for this. Using leeches in the treatment of many

skin diseases is well known and accepted all over the world. Leech application is used

in treating diseases like eczema, non-healing ulcers, varicose veins, pigment disorders,

hematomas, etc.

PIZHICHIL

In this treatment warm medicated oil is squeezed over the whole body of the

patient using a piece of cloth that is dipped in medicated lukewarm oil from the height

of 3 to 4 fingers. A rhythmic pattern is followed while applying the oil, which is

followed by gentle massage. This therapy is effective in treating all types of nervous

degenerative diseases including all types of paralysis. A treatment that stimulates body

and its functional systems, Pizhichil is performed by Masseurs positioned at both sides

of the dhroni.

SWEDANAM

It is another form of sudation therapy where herbal steam is applied evenly on

the entire body to produce perspiration. The head region is excluded from the treatment

by admitting the patient into a specially made steam chamber for 15 to 20 minutes.

Before going the treatment the person undergoing the therapy is given cool liquids to

prevent dehydration. Swedanam can be effectively utilized in treating muscular stiffness

and numbness and is found to enhance the body’s blood circulation.

THAKARADHARA

It is a form of Dhara (pouring) where medicated buttermilk is poured over the

forehead and scalp continuously in an oscillating pattern for a period of 45 to 60

minutes. It is found effective in rejuvenating the brain cells thereby improving memory.

It is frequently used to cure sleeplessness, mental tension, all types of headaches,

premature graying and hair falling. Thakaradhara is also found to be very effective in

treating skin diseases like psoriasis.

TAILADHARA

It is another form of Dhara known as Snehadahara also, which uses medicated

lukewarm oil that is poured allover the body. A variation of this treatment is known as

Sirodhara , which is very popular where a vessel with a hole in the bottom is used to

pour oil on the scalp and forehead continuously for 45 to 60 minutes. This will be

repeated for 7 to 14 days. This therapy is very effective in maintaining the equilibrium

of body and mind. It is also found to increase the memory, clear voice tone and to

provide relief from all types of stress and strain.

KSHEERADHARA

One more form of dhara therapy where medicated lukewarm milk is poured over

the body to induce perspiration. Usually cow’s milk is utilized for the treatment, but

occasionally buffalo milk is also used in this treatment for diseases caused by the

disorders of ‘pitha’. The pouring of milk is done by using a special pitcher with nozzle

and is continued for 45 to 60 minutes and is repeated for 7 to 14 days as per the

patient’s requirements. This treatment is found to be very effective in treating paralysis

and body weakness.

VASTI

It is one of the most important treatments of Ayurveda where vitiated doshas and

toxins are eliminated through anus by applying medicated enema. Herbal oils and

decoctions are introduced into colon through rectum. Vasti has a place of great

prominence in Panchakarma as the cleaning of alimentary canal is one sure shot way of

eliminating the body of its harmful toxins. ‘Vasti’ means bladder in Sanskrit sand a

special device consisting of a bladder and a tube is used to administer the medicine.

Vasti is done either using processed oil or by a mixture of medicated oil, decoction of

herbs, honey and medicinal pastes. This treatment is effective against hemiplegia and

other paralytic conditions.

NASYAM

It is indicated that form of therapy where herbal oils, decoctions and powders

are applied through nasal openings. The process is usually carried out after applying oil

and steam on the face of the patient. Ayurveda considers nostrils as the pathway to the

brain and hence this therapy is very effective in purifying and rejuvenating the brain

cells. The therapy is very significant in Ayurveda as it is found to be very useful in

curing some of the serious ailments like loss of consciousness, stupor, insomnia,

hysteria, hemiplegia, and facial paralysis. It is also used to treat less serious disorders

relating to neck and shoulders.

2.2 COMPANY PROFILE

Pankajakasthuri Herbals India Ltd.

Pankajakasthuri, the name synonymous with the ancient system of medicine,

believed and proved to be correct that hard work and dedication would culminate in

making others wonder about its colossal achievements that too within a short span of

time. The uniqueness of any individual or institution is appreciated on the basis of his or

its capability to overcome fate.

 Pankajakasthuri offers only natural resources and ways of treating disorders and

promoting health. It emphasizes prevention and empowers everyone to take

responsibility for their own well being. This helped Pankajakasthuri achieve greater

heights during the past 2 decades in Ayurveda.  In fact it was dreamt of, envisaged and

made a reality by a great visionary, Dr. J Hareendran Nair. His untiring efforts,

dedication and commitment paved the way for its amazing and stupendous growth from

a small makeshift research and development centre and clinic to one of Kerala’s largest

corporate.

Pankajakasthuri has established an overwhelming presence across the globe with

a vast range of products and services in Ayurvedic sector. Pankajakasthuri has a well

diversified product range and good number of institutions that too under the aegis of Dr.

J Hareendran Nair.  The company was established under the name and style of

‘Pankajakasthuri Herbals India (P) Ltd. in 1988. It is   Kerala’s first ISO 9000 certified

company in Ayurvedic medicine. It could make its presence globally and undertakes

various projects in Manufacturing, Research and Development, Education, Healthcare,

Health tourism etc.

Pankajakasthuri Herbals India (P) Ltd. is vowed to explore the vast Indian flora

to bring out life saving herbal preparations with no side effects and 100% efficiency. 

The dedication and enthusiasm shown by Dr Hareendran Nair and a battery of

researchers have made themselves capable in curing diseases which other systems of

medicines presumed incurable.

The products are marketed by various divisions of the group.  The over-the-

counter division deals with 11 products, the FMCG division 9 products, Ethical division

13 products and the classical division more than 440 products. After establishing itself

in India, Pankajakasthuri has over a very short period succeeded in carving a niche for

itself in the international markets with products being marketed in more than 15

countries.  In all these countries product acceptance was spontaneous.

Pankajakasthuri is equipped with highly sophisticated machinery for

manufacturing various products with greater quality.  The manufacturing division is

housed in spacious buildings with more than 1, 50,000 sq. ft built up area.  The

company gives utmost importance to quality.  Quality management plays a key role. 

That is why it could rise up to the level of any other modern pharmaceutical company. 

To ensure that products are safe and effective, manufacturing processes are subject to

strict adherence of quality standards.

 Pankajakasthuri prides itself on being a completely research oriented company. 

Indeed it is this emphasis on R&D that allows it to produce safe, efficacious and

consistent remedies using basic principles of Ayurveda.  The R&D Department is

focused on product development, quality control and standardization. Raw materials are

sourced from the best plantations, which are found on the slopes of Himalayas and

various parts of India.  A team of dedicated scientists and technologists ensure that raw

materials and finished products undergo comprehensive testing. It is engaged in

fundamental research on the efficiency of Ayurvedic medicines, establishment of

acceptance standards for raw materials, process control, toxicological and clinical

studies.  Many Ayurvedic medicines developed here are well accepted by the populace

and are providing cure and relief to millions all over India and abroad.

In his effort to fulfill his long cherished ambition, Dr Hareendran Nair

established the first self financed Ayurveda Medical College in Kerala.  It is located at

Kattakada which is 18 kms away from the capital of Kerala, Trivandrum.  It provides

Ayurvedic education facilities to 250 students.  It is blessed with sophisticated training

facilities, state of the art laboratory.  Each department is headed by eminent

personalities in the field of Ayurveda.

The hospital attached to the Medical College combines the principles of

Ayurveda with the technological advances to ensure the finest in alternate medical

health care to every patient.  It is a 150 bedded hospital and offers lasting cure to

patients from all over the world with many diseases classified as non-curable by other

systems of medicine.  The patients hailing from economically backward families are

given humanitarian considerations and provided with free medical treatment.

Pankajakasthuri Panchakarama Centre is an institution dedicated to authentic

Ayurveda treatment strictly adhering to its age old practices providing miraculous cures

to all those who seek the healing touch of nature.   Panchakarama therapy is practiced in

olden days as a method for cleansing the body to stay healthy.  Besides, it is now quite

affordable through Pankajakasthuri with a large number of centers all over the world. 

Pankajakasthuri Herbals India (P) Ltd. is a foot to forge ahead with the sole

intention of ensuring harmony of body, mind and soul. The company has an inspiring

and ambitious vision for future growth. The vision 2020 targets the systematic

popularization of Ayurveda so that by 2020 every human being shall use Ayurveda at

least for meeting a part of his or her general health care needs and healthy build up.

Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality

offerings that provide consumers the true benefits of Ayurveda’s holistic goodness.

Motto: Help us to build human being a healthy future

 Vision: To be the number one Ayurvedic medicine manufacturing company in India.

QUALITY POLICY

To uphold legacy to time and Ayurveda by producing and developing quality medicines

using scientific methods and innovative.

QUALITY OBJECTS

To objectives of the quality system of are the following.

Work for the achievement of leadership in the field of Ayurvedic products by

the company.

Ensure preventive measures to avoid wastes and non conformance in the process

of production of medicines

MANAGEMENT

Mr. J. Mahendran Nair - Chairman.

Dr J Hareendran Nair - Managing Director

Mr. V. Sreekumar - Finance Director

Mrs Asha Hareendran - Director.

Mr. Arun Visakh Nair - Director (Sales & Marketing)

Er. MGK Nair - Chief Operating Officer

PANKAJAKASTHURI DIVISIONS

Pankajakasthuri Life - Ayurvedic Therapy Center

“Where body, mind and

soul are in Harmony

And the Being is in

rhythm with Divine

Consciousness

Life evolves into an

everlasting melody

Tuned perfectly by Nature’s abundance.”

Life', the authentic ayurvedic experience from Pankajakasthuri, offers a unique

concept of protocol-based Ayurvedic experience packages across the world.

 "Life' brings the true essence of Ayurveda, the ancient science of holistic

healing, setting a treatment protocol that is in strict adherence to the sacred tenets of

Ayurveda, albeit very relevant to the present-day lifestyle.

'Life' lets you unravel an authentic ayurvedic experience. It applies Ayurveda -

the ancient science of life, longevity and rejuvenation - in the most modern environ, to

refresh the body, mind and soul and to let you reinvent yourself. 

 'Life' presents customized packages of original ayurvedic therapies that are a

unique symphony of pure tradition and adaptability with modern times. It preaches

oneness with all that is pure and natural, detoxifies the body of chemicals, cleanses the

mind of discordance and conflict and purifies the soul deep within. Every component is

designed to relax the body, soothe the mind and let tranquility descend upon the soul. 

 Life' uses its very own Ayurvedic products (Pankajakasthuri), grown in its

herbariums and manufactured to international quality standards in its state-of-the art

production facility. With ISO, GMP and ETC certifications, the quality of its products

and services meets the highest standards set by international resorts and their privileged

customers.

 'Life' ensures authentic Ayurveda, practiced in its purest form. Each individual

is given a personalized regimen of treatment and diet after an in-depth evaluation by an

Ayurvedic Physician. The cleansing massages with fragrant oils and reviving baths at

the hands of professionally trained masseurs transform drained and exhausted bodies

and psyches into vibrant, refreshed and totally relaxed beings.

 'Life' also lets you plunge into a voyage of self discovery, by helping you reach

your inner space to experience a new plane of awareness, vitality and self realization so

that your body, mind and soul blossoms with renewed energy and the urge to start life a

new. 

AYURVEDA – the science of life. Ayurveda is known to be the most dated

back method of healing; the most ancient scientific system of medicine in the world. It

is the traditional form of healing ailments in the body, the holistic way.

The Pankajakasthuri group has always taken initiative to bring Ayurveda closer

to people. Our new initiative is to help people learn this traditional cure, a treatment

methodology that has originated in this beautiful land of ours. The Pankajakasthuri

Ayurveda Medical College opens its doors to all.

In the year 2001, the Govt. of Kerala issued sanctions for opening self financing

ayurveda colleges in the state. This move was a shot in the arm for Pankajakasthuri

Herbals India Ltd., which was the first and the only group in the state to achieve the

standards of ISO 9002 certification. Within no time the group obtain consent to open an

Ayurveda Medical College, thanks to the enterprising and dynamic leadership of its

Managing Director, Dr. J. Hareendran Nair. At present, all the departments of Ayurveda

Medical College are fully functioning according to the norms of the Central Council of

Indian Medicines (CCIM); with the state –of- the-art infrastructure and highly

professional and qualified teaching faculty. The CCIM, after insection of its educational

committee, has granted permission to start the Pankajakasthuri Ayurveda Medical

College, with an intake of 50 students, from the year 2002-2003.

2.3 PRODUCT PROFILE

Pankajakasthuri today offers a wide variety of products developed to enhance the

qualityof life. In spite of some similarities, these products are classifiedsinto four

categories. They are OTC Products, Classical Products, FMCG Products, Ethical

Products

OTC Products

Due to the shrinking of bronchioles in lung, asthma causes difficulty in

breathing.Pankajakasthuri, the first product presented by PKHIL, is a combination of

rare herbs used inancient remedies. The drug is available both as granules and tablets.

Pankajakasthuri is proven effectivefor bronchitis, eosinophilia, frequent sneezing and

prolonged cough and for buildingresistance against diseases.

Pankajakasthuri migraine oil: This is a sure remedy against migraine. Prepared using

special ingredients like tribala, juice of thumba and koovalathila, this oil provides

permanent relief from even the oldest caseof migraine. Pankajakasthuri Migraine Oil

offers effective cure for headache and chronicmigraine.

Classical Products

The entire classical range contains,Arishtams,Kashayams,Lehyams,Choornams.

Ethical Products

LIVE-CARE PLUS TABLET

It restores the functional efficiency of the liver by protecting the biopathic parenchyma

and promoting hepto cellular regeneration. Effective for jaundice, all typesofhepatitis

and gall bladder stone and alcoholic liver diseases. As a daily health supplement,Live-

Care plus improves appetite, digestion and strengthens the liver.

FEMINO -CARE CAPSULES

Femino-care is a potent Ayurvedic remedy to be very effective against leucorrhoeaand

menstrual disorder. A rich combination of natural ingredients like sathavari, usheera

andamalki, this medicine improves general health, stimulates appetite and relieves

complication.

PEPT -O-TONE CAPSULES

The anti ulceric effect of the constituents of Pept±O-Tone enhances neutralization

of gastric acid and helps to relieve hyper acidity. It helps to relieve the symptoms of

dyspepsia.It tones up digestion and improves appetite.

ORTHONERVIN TABLETS

 Orthonervin tablet possess analgesic and anti arthritic properties. By regulating

themediators of inflammation, Orthonervin tablets exists significant anti-inflammatory

activity.The anti-inflammatory effect of Orthonervin tablets reduces inflammation,

swelling andtiendness.

UROTONE CAPSULES

An urotone capsule is a potent remedy for urinary disorders and removes kidney

and bladder stone. They are also ideal for treating disease like burning maculation,

cystitis,habitual urinary tract infection etc.

Fast Moving Consumer Goods (FMCG) Products

KAVERI HAIR TONIC

Kaveri hair tonic is a highly effective remedy for falling hair and premature graying.Use

it and rejuvenate hair from the root up.

KAVERI BABY FAIRNESS OIL

Kavery Baby Fairness Oil is 100% herbal based beauty care solutions for young one.It

preserves baby and makes it fairer and smooth. This Ayurvedic

preparation is uniquecombination of some of the rarest of the

natural ingredients carefully blended to make baby skin glow.

KAVERI NO PIMPLE CREAM

Kaveri No Pimple Cream protects face from the damages of

pimples and gets the skinsmooth and shinning appearance. Kaveri No Pimple Cream is

a rare Ayurvedic preparationthat includes turmeric, saffron and milk and is very

effective in treating pimples and blackheads. It found useful in all types of pimples,

melarma, black heads, white heads etchelps to protect the complexion from darkening

rays of the sun.

KAVERI FAIRNESS CREAM (FOR

NORMAL SKIN)

A unique combination of herbal ingredients

which protects skin from all types of  black

discoloration like periorbutal melanosis,

melanosis, melasma, ageing spots, black headsand white heads besides removing the

black discoloration of the skin within six weeks. It also protects human beings skin and

ensures that skin remains fairer and healthy.

KAVERI FAIRNESS MILK CREAM (FOR DRY SKIN)

Enriched with natural ingredients like milk cream, turmeric and red sandalwood,Kaveri

lightens the complexion while protecting the skin from harmful ultraviolet rays.

Moreover it helps to reduce all types of skin pigmentation like periorbutal, melanois,

ageingspots, black heads, white heads and also black discoloration of the skin within six

weeks.

KAVERI HERBAL SOAP

Kaveri Herbal Soap provides the much needed protection to skin against all alimentslike

dandruff, scabies, itching and fungal infections. It also reduces pimples.

KASTHURI HERBAL SOAP

Kasthuri Herbal Soap is strongly recommended remedy for many skin diseases

likeitching, scabies, dandruff and all kinds of fungal infections. It is also effective in

reducingand resisting pimples. A mind variation of this product to suit and protect the

skin of babiesagainst infections and nappy rashes, by the name Kasthuri Herbal Baby

Soap is also available.

CHAPTER – 3

REVIEW OF LITERATURE

1. Effectiveness of Employee Cross-Training as a Motivational Technique:

Vidya Gawali , While high employee turnover reflects on low morale and lack of

motivation, interestingly, seen from another angle, the absence of turnover quickly

results in de-motivation, because the possibility of lateral and forward-motion is

withhold from employees. It is against human nature to remain static, performing the

same duties day in day out, without expectation of change in routine or opportunities for

advancement. Moreover, the mundane methods of employee motivation such as

monetary rewards and perks have been left behind in preventing employee turnover.

This article reports effectiveness of employee Cross-Training as a motivational

technique compared to other motivational factors like performance based compensation,

working environment, leadership, perks and perquisites. For this purpose a survey was

conducted on 100 executives and managers from 20 different companies. The results

revealed that cross training substantially prevents turnover.

Reference: Vidya Gawali (VID at MIM). ASBM Journal of Management. Bhubaneswar: 2009. Vol. 2, Iss. 2; pg. 138, 9 pgs

2. Man Not Machine:

Tom Stevens, The machine continues to be the dominant metaphor of the work place. 

Experiences each day reinforce this perception of life-as-machine. People step on the

gas pedal and their cars move faster. They push a button and documents are copied

collated and stapled. Executives continue to look for that metaphorical lever, pedal, dial

or button that will motivate people, get them to change or increase morale. It's the

wrong thing to be looking for because it's the wrong metaphor. People aren't machines.

When it comes to people, think cultivate like a garden, not operate like a machine.

Cultivate goals; structure, skill and culture with care, and watch the value from the

people in your organization grow.

Reference: Tom Stevens (American professor). Print Professional. Philadelphia: May 20, 2010. Vol. 48, Iss. 5; pg.19, 1 pgs

3. THE 4 RS OF MOTIVATION:

Michael Maccoby, Daniel H. Pink, author of Drive: The Surprising Truth about What

Motivates Us believes that what most motivate people at work are the "intrinsic"

rewards of mastering a task that engages them. Before you decide that you are better off

not trying to motivate your team, the authors consider the proposition that Pink's thesis

fits some people in some contexts, but not others. This is what he observed over fifty

years of studying motivation, starting with research on concept formation

for his honors thesis at Harvard. The anxious students did better at problem solving

when there were no rewards, but those with low anxiety did better when stimulated by

the possibility of gaining a reward. The pressure seemed to motivate them. In Why

Work? (1988, 1995), he suggested that to motivate followers, leaders should employ a

mix of four Rs: Responsibilities, Relationships, Rewards, and Reasons.

Reference: Michael Maccoby (psychoanalyst and  anthropologist).  Research  Technology Management.  Arlington:  Jul 2010.Vol.53, Iss. 4; pg. 60, 2 pgs

4. Human Resources Motivation in a Workplace:

Kodjo Ezane Joseph, Changjun Dai. Interdisciplinary Journal of Contemporary

Research In Business studied that, In organizations, the managerial workers tend to

influence their subordinates in aligning their own motivation with the needs of the

organization. Motivating employees begins with the way to influence

worker's behavior.  The understanding of this phenomenon is conducive to the results

expected by the organizations and the workers. The thrust of this article is to utilize a

descriptive survey approach to depict the scope of a certain numbers of factors

that stimulate employees in the workplace.  Data was collected from a Utility Company

in Abidjan, Cote d'Ivoire. There were 143 participants and 120 (85 males and 35

females) out of this number participated in the research. This represents an83.91%

response. The results of this paper are noteworthy within acceptable limits as they

indicate that interesting work; good pay; full appreciation of work done and job security

are outstanding drivers for employee motivation.

Reference: Kodjo Ezane Joseph (Author), Changjun Dai. Interdisciplinary Journal of ContemporaryResearch in Business. Belleville: Apr 2010. Vol. 1, Iss. 12; pg. 151, 9 pgs

5. Inspired Staff Can See You Through Hard Times:

Bill Santamour, talked about how hospital leaders can create an environment in which

staff are inspired by what they do and inspire those around them. She said that

employees know there are at least five intrinsic motivators that cause them to do  what 

they  do,  such  things  as  being  in  healthy  relationships  with  others, recognizing that

there's meaning to the work that produces a contribution, that they see progress in their

work, that they have choices and are involved in decision-making. If you have engaged

workers who are happy to be there, who feel happy about what they do, who feel

respected, who feel honored, and they treat people the same way. It ripples. Patients can

pick up unhappiness in employees within a nanosecond.

Reference: Bill Santamour (Managing Editor at H&HN Daily). Hospitals & Health Networks. Chicago: Mar 2009. Vol. 83,Iss. 3; pg. 10, 1 pgs

6. Leveraging Nonmonetary Factors to Attract Top Talent:

Healthcare organizations are experiencing a strong demand for employees, a situation

brought on, in part, by the aging population. With the gap between work force supply

and demand widening in the coming years, healthcare organizations should look for

ways to effectively manage the human resources piece of their organization. 

While hospitals should routinely evaluate their compensation structures, non-monetary

motivators also can be leveraged to attract top talent. An important first step is to

identify reasons a prospective employee would choose your organization

over one of your competitors.  Those reasons become the brand to promote in all

recruiting efforts. Other ways to promote your hospital include its physical structure.

Reference: Anonymous. Healthcare Executive. Chicago: Mar/Apr 2009. Vol. 24, Iss. 2; pg. 78, 1 pgs

CHAPTER – 4

RESEARCH METHODOLOGY

4.1 TITLE:

A Study on Motivation technique and its effects on employee with the Special

Reference to Pankajakasthuri Herbals India (p) Ltd.

4.2 COMPANY DETAIL

Pankajakasthuri Herbals India (p) Ltd . Started in 1988 by Dr J Hareendran Nair.

Kerala’s first ISO 9000 certified company in Ayurvedic medicine.

It a completely research oriented company

Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality

offerings that provide consumers the true benefits of Ayurveda’s holistic goodness.

Motto: Help us to build human being a healthy future.

Vision: To be the number one Ayurvedic medicine manufacturing company in India.

4.3 NEED OF THE STUDY:

The ultimate need of the study is to find the motivation techniques and its effects in

the organization. And to evaluate motivational level of employees

4.3 OBJECTIVES OF THE STUDY:

Primary Objective

To analyze the effects of motivational techniques among employees

Secondary Objective

To study the important factors which are needed to motivate the employees.

To study the effectiveness of motivation techniques

4.4 RESEARCH METHODOLOGY

METHOD OF STUDY

Descriptive research includes surveys and fact finding, enquiries of different kinds.

The main characteristics of this method are that the researchers have no control over

the variables. He can report what had happened or what is happening.

METHOD OF DATA COLLECTION:

Data collection is the process of enumeration together with the proper recording of

results. The researcher has collected both primary and secondary data.

Primary Data: Primary data were collected from primary and secondary source

Secondary Data: Those data which are already collected by someone for some

purpose and are available for the present study. And the Secondary data were

collected from website and reports of Pankajakasthuri Herbals (p) Ltd.

SAMPLE METHODS

Method of sampling: Simple random sampling method is used for the study

Sample size: Sample size considered for the study was 50

TOOLS FOR ANALYSIS:

The researcher has planned to carry on the analysis and interpretation with the

help of questionnaire, and statistical tools used for the research are Percentage

Analysis, Weighted Average Method and Chi-square Analysis.

4.5 LIMITATION OF THE STUDY:

1. Time is a limiting factor, getting more data within the specified time limit is

found difficult.

2. Lack of knowledge among the people about the brand.

3. Lack of response from the customers.

CHAPTER – 5

ANALYSIS AND INTERPRETATION

Personal Information

5.1. Table showing Age group of the Respondents

Table 5.1

Age group of the Respondents

Age Group No. of Respondents Cumulative Frequency Percentage

18-25

25-33

33-41

41-49

7

30

5

8

7

37

42

50

14%

60%

10%

16%

Total 50 100%

Source: Primary data

Figure 5.1Age group of the Respondents

Inference: Table 5.1 shows the age group of the respondents. It reveals that 14% of

the members are belongs the age group of 18 to 25, 60% of the members are belongs the

age group of 25 to 33, and 10%, 16% of the members belongs the category of 33 to 41

and 41 to 49 respectively.

It is found that majority of the members are coming under the age group of 26 to 33

years.

5.2. Table showing Monthly Income of the Respondents

Table 5.2Monthly Income of the Respondents

Group No. of Respondents

Cumulative Frequency

Percentage

Less than Rs 19,999

Rs 20000- Rs 29,999

Rs 30,000- Rs 39,999

Rs 40,000- Rs 49,999

Greater than Rs 50,000

2

33

7

4

4

2

35

42

46

50

4%

66%

14%

8%

8%

Total 50 100%

Source: Primary data

Figure 5.2

Monthly Income of the Respondents

Inference: Table 5.2 shows the Monthly Income of the respondents. It reveals that

4% of the members are belongs the monthly income group of Less than Rs 19,999, 66%

of the members are belongs the monthly income group of Rs 20000 to Rs 29,999, 14%

of the members are belongs the monthly income group of Rs 30,000 to Rs 39,999 and

8% of the members belongs the category of 34 to 41 and 42 to 49 respectively.

It is found that majority of the members are coming under the Monthly Income

group of Rs 20000 to Rs 29,999.

Other Information

5.3. Table showing period of current job of the Respondents

Table 5.3

Period of current job of the Respondents

Group No. of Respondents Cumulativ

e

Frequency

Percentage

Less than 1 year

2 to 4 year

5 to 7 year

8 to 10 year

Greater than 11 year

6

20

22

2

0

6

26

48

50

50

12%

40%

44%

4%

0%

Total 50 100%

Source: Primary data

Figure 5.3

Period of current job of the Respondents

Inference: Table 5.3 shows the group of the respondents. It reveals that 12% of the

members are belongs the group of Less than 1 year, 40% of the members are belongs

the group of 2 to 4, and 44%, 4% of the members belongs the category of 5 to 7 and 8 to

10 respectively.

It is found that majority of the members are coming under the group of 5 to 7 years.

5.4. Table showing working period per week in current job of the Respondents

Table 5.4

Working Period of current job of the Respondents

Group No. of Respondents Cumulative

Frequency

Percentage

Less than 10

11-20

21-30

31-40

41-50

0

0

0

18

32

0

0

0

18

50

0

0

0

36%

64%

Greater than 50 0 50 0%

Total 50 100%

Source: Primary data

Figure 5.4

Working Period of current job of the Respondents

Inference: Table 5.4 shows the working period of current job of the Respondents. It

reveals that 36% of the members are belongs the category of 31 to 40, and 41% of the

members belongs the category of 41 to 50.

It is found that majority of the members are coming under the group of 41 to 50.

5.5. Table showing opinion about the HR department support

Table 5.5

Opinion about the HR department support

Group No. of Respondents Cumulative

Frequency

Percentage

Highly Satisfied

Satisfied

Neutral

43

6

1

43

49

50

86%

12%

2%

Dissatisfied

Highly Dissatisfied

0

0

50

50

0%

0%

Total 50 100%

Source: Primary data

Figure 5.5

Opinion about the HR department support

Inference: Table 5.5 shows the opinion about the HR department support of the

respondent. It reveals that 86% of the members are highly satisfied, 12% of the

members are satisfied, and 2% of the members are belongs in neutral.

It is found that majority of the members are coming under the group of highly

satisfied.

5.6. Table showing opinion about the incentive’s influence on respondents

Table 5.6

Opinion about the incentive’s influence on respondents

Group No. of Respondents Cumulative

Frequency

Percentage

Financial incentives

Non financial incentives

9

4

9

13

18%

8%

both 37 50 74%

Total 50 100%

Source: Primary data

Figure 5.6

Opinion about the incentive’s influence on respondents

Inference: Table 5.6 shows the opinion about the incentive’s influence on the

respondent. It reveals that 18% of the members are influenced by financial incentives,

8% of the members are influenced by non financial incentives, and 74% of the members

are belongs in both.

It is found that majority of the members are influenced by both financial and non

financial incentives.

5.7. Table showing opinion about the satisfaction of employees on incentives

Table 5.7

Opinion about the satisfaction of employees on incentives

Group No. of Respondents Cumulative

Frequency

Percentage

Highly Satisfied

Satisfied

30

20

30

50

60%

40%

Neutral

Dissatified

Highly Dissatisfied

0

0

0

50

50

50

0%

0%

0%

Total 50 100%

Source: Primary data

Figure 5.7

Opinion about the satisfaction of employees on incentives

Inference: Table 5.7 shows the opinion about the satisfaction of employees on

incentives. It reveals that 60% of the members are highly satisfied, and 40% of the

members are satisfied

It is found that majority of the members are highly satisfied.

5.8. Table showing opinion about the influence of salary increment on employees

Table 5.8

Opinion about the influence of salary increment on employees

Group No. of Respondents Cumulative

Frequency

Percentage

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

3

20

4

11

12

3

23

27

38

50

6%

40%

8%

22%

24%

Total 50 100%

Source: Primary data

Figure 5.8

Opinion about the influence of salary increment on employees

Inference: Table 5.8 shows the opinion about the influence of salary increment on

employees. It reveals that 6% of the members are strongly agree, 40% of the members

are agree, 8% of the members are belongs in neutral and 22%,24% people were

disagree, strongly disagree respectively.

It is found that majority of the members are coming under the group of agree.

5.9. Table showing opinion of respondent about nonfinancial and financial incentives

Table 5.9

Opinion about the financial and non financial incentives

Group No. of Respondents Cumulative

Percentage

Frequency

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly Disagree

6

15

4

13

12

6

21

25

38

50

12%

30%

8%

26%

24%

Total 50 100%

Source: Primary data

Figure 5.9

Opinion about the financial and non financial incentives

Inference: Table 5.9 shows the opinion about the financial and no financial

incentives of the respondent. It reveals that 12% of the members are strongly agreed,

30% of the members are agreed, 8% of the members are neither agree nor disagree, and

26%, 24% of the members are disagree and strongly disagree respectively.

It is found that majority of the members are coming under the group of agree.

5.10. Table showing opinion about the team spirit in the organization

Table 5.10

Opinion about the team spirit

Group No. of Respondents Cumulative

Frequency

Percentage

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly Disagree

13

37

0

0

0

13

50

50

50

50

26%

74%

0%

0%

0%

Total 50 100%

Source: Primary data

Figure 5.10

Opinion about the team spirit

Inference: Table 5.10 shows the opinion about the team spirit in the organization. It

reveals that 26% of the members are strongly agreed, and 37% of the members are

agreed.

It is found that majority of the members are coming under the group of agree.

5.11. Table showing the factors which affect the level of motivation towards work

Table 5.11

Opinion about the level of motivation towards work

Group No. of Respondents Cumulativ

e

Frequency

Percentage

Financial rewards

Public recognition

Job security

Praise and acknowledgment

others

6

23

16

3

2

6

29

45

48

50

12%

46%

32%

6%

4%

Total 50 100%

Source: Primary data

Figure 5.11

Opinion about the level of motivation towards work

Inference: Table 5.11 shows the opinion about the level of motivation towards

work. It reveals that 12% of the members are satisfied with financial rewards, 46% of

the members are satisfied with public recognition, 32% of the members are satisfied

with job security and 6%, 4% people were satisfied with praise and acknowledgement

and others respectively.

It is found that majority of the members are coming under the group of highly

satisfied.

5.12. Table showing opinion about the motivation level of employees by the changes

of company

Table 5.12

Opinion about the motivational level through changes

Group No. of Respondents Cumulative

Frequency

Percentage

YES

NO

25

25

25

50

50%

50%

Total 50 100%

Source: Primary data

Figure 5.12

Opinion about the motivational level through changes

Inference: Table 5.12 shows the opinion about the motivational level through

changes. It reveals that 50% of the members are satisfied, and 50% of the members are

not satisfied.

It is found that the people satisfied and not satisfied equally.

5.13. Table showing opinion about the job security of employees in the organization

Table 5.13

Opinion about the Job security of employees

Group No. of Respondents Cumulative

Frequency

Percentage

Strongly Agree 14 14 28%

Agree 17 31 34%

Neither Agree nor Disagree 12 43 24%

Disagree 5 48 10%

Strongly Disagree 2 50 4%

Total 50 100%

Source: Primary data

Figure 5.13

Opinion about the Job security of employees

Inference: Table 5.13 shows the opinion about the Job security in the organization.

It reveals that 28% of the respondents are strongly agreed, 34% of the respondents are

agreed, 24% of the respondents are neither agreed nor disagreed, 10% of the

respondents are disagreed about the job security, and 4% of the members are strongly

disagree.

It is found that majority of the people are coming under the group of agree.

5.14. Table showing opinion about the needs of improvement of management style

Table 5.14

Opinion about the needs of improvement of management style

Group No. of Respondents Cumulative

Frequency

Percentage

Yes

No

No opinion

20

29

1

20

49

50

40%

58%

2%

Total 50 100%

Source: Primary data

Figure 5.14

Opinion about the needs of improvement of management style

Inference: Table 5.14 shows the opinion about the needs of improvement of

management style. It reveals that 40% of the members are said yes, 58% of the

members are said no, and 1% of the member has no opinion.

It is found that majority of the members are coming under the group of no.

5.15. Table showing opinion about the motivation of top level management

Table 5.15

Opinion about the motivation of top level management

Group No. of Respondents Cumulative

Frequency

Percentage

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

28

21

1

0

0

28

49

50

50

50

56%

42%

2%

0%

0%

Total 50 100%

Source: Primary data

Figure 5.15

Opinion about the motivation of top level management

Inference: Table 5.15 shows the opinion about the motivation of top level

management. It reveals that 56% of the members are strongly agreed, 42% of the

members are agree, and 2% of the members are belongs in neutral.

It is found that majority of the members are coming under the group of strongly

agree.

5.16. Table showing opinion about the decision making process by top level

management

Table 5.16

Opinion about the decision making process

Group No. of Respondents Cumulative

Frequency

Percentage

Yes

No

Occasionally

17

16

17

17

33

50

34%

32%

34%

Total 50 100%

Source: Primary data

Figure 5.16

Opinion about the decision making process

Inference: Table 5.16 shows the opinion about the decision making process by top

level management. It reveals that 34% of the members are said yes, 32% of the

members are said no, and 34% of the members are belongs in occasionally.

It is found that majority of the members are coming under the group of occasionally

and yes.

5.17. Table showing opinion about the influence of incentives and other benefits

Table 5.17

Opinion about the incentives and other benefits

Group No. of Respondents Cumulative

Frequency

Percentage

Influence

Does not influence

No opinion

43

6

1

43

49

50

86%

12%

2%

Total 50 100%

Source: Primary data

Figure 5.17

Opinion about the incentives and other benefits

Inference: Table 5.17 shows the opinion about the incentives and other benefits. It

reveals that 86% of the members are influenced, 12% of the members are does not

influenced, and 2% of the members are belongs in no opinion.

It is found that majority of the members are coming under the group of influenced.

5.18. Table showing opinion about the priorities and objectives of the employees

Table 5.18

Opinion about the priorities and objectives of the employees

Group No. of Respondents Cumulative

Frequency

Percentage

YES

NO

35

15

35

50

70%

30%

Total 50 100%

Source: Primary data

Figure 5.18

Opinion about the priorities and objectives of the employees

Inference: Table 5.18 shows the opinion about the priorities and objectives of the

employees. It reveals that 70% of the members are said yes, and 30% of the members

are said no.

It is found that majority of the members are coming under the group yes.

5.19. Table showing opinion about the vision level of employees in the future

direction of the company

Table 5.19

Opinion about the vision level of employees in the future direction of the company

Group No. of Respondents Cumulative

Frequency

Percentage

YES

NO

No Opinion

29

20

1

29

49

50

58%

40%

2%

Total 50 100%

Source: Primary data

Figure 5.19

Opinion about the vision level of employees in the future direction of the company

Inference: Table 5.19 shows the opinion about the vision level of employees in the

future direction of the company. It reveals that 58% of the members are have the vision

in the future direction of the company, 40% of the members are not having the idea

about the future direction of the company, and 2% of the members are not having any

opinion about the future direction of the company.

It is found that majority of the members are coming under the group of having idea

about the future direction of the company.

5.20. Table showing opinion about the Company’s Communication level

Table 5.20

Opinion about the company’s communication level

Group No. of Respondents Cumulative

Frequency

Percentage

Highly effective

Fairly strong

Lacking in certain areas

poor

35

15

0

0

35

50

50

50

86%

12%

0%

0%

Total 50 100%

Source: Primary data

Figure 5.20

Opinion about the company’s communication level

Inference: Table 5.20 shows the opinion about the company’s communication

level. It reveals that 86% of the members are highly satisfied, 12% of the members are

satisfied, and 2% of the members are belongs in neutral.

It is found that majority of the members are coming under the group of highly

satisfied.

5.21. Table showing the respondent’s feeling about their work

Table 5.21

Respondent’s feeling about their work

Group No. of Respondents Cumulative Frequency

Percentage

Valuable to the company

Necessary, sometimes unrecognized

Does not contributes

Completely pointless

45

5

0

0

45

50

50

50

90%

10%

0%

0%

Total 50 100%

Source: Primary data

Figure 5.21

Respondent’s feeling about their work

Inference: Table 5.21 shows the opinion about the respondent’s feelings about their

work to the company. It reveals that 90% of the members are thinking that their work is

valuable to the company, and only 10% of the members are thinking that their work is

necessary, sometimes unrecognized.

It is found that majority of the members are thinking that their work is valuable to

the company.

Table 5.22. Chi - Square Analysis

5.22.1 Table showing the Chi-square Analysis on whether there is association

between two variables age group of the respondents and the factors which affects

the motivation towards work

H0 – There is no association between age group of the respondents and the factors

which affects the motivation towards work.

H1 – There is association between age group of the respondents and the factors which affects the motivation towards work.

Total

Age Group 7 30 5 8 0 50

Factors which affect the level of motivation towards work

6 23 16 3 2 50

Total 13 53 21 11 2 100

Calculating expected values

O E (O-E) (O-E)2 (O-E)2/E

7 6.5 0.5 0.25 0.038

30 26.5 3.5 12.25 0.462

5 10.5 -5.5 30.25 2.88

8 5.5 2.5 6.25 1.136

0 1 -1 1 1

6 6.5 -0.5 0.25 0.038

23 26.5 -3.5 12.25 0.462

16 10.5 5.5 30.25 2.880

3 5.5 -2.5 6.25 1.136

2 1 1 1 1

∑(O-E)2/E 11.03

HYPOTHESIS:Degree of Freedom [d.f] = (r-1) (c-1)

= (2-1) (5-1)

= 4

Significance level of 6 at 5%

Calculated value [C.V] = 11.03

Table value [T.V] = 9.488

The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,

the tabulated value is 9.488

CV>TV

Conclusion:

Since the calculated value is greater than the table value, the hypothesis is accepted. So

it is proved that there is association between the age group of the respondents and the

factors which affects the motivation towards work.

5.22.2 Table showing the Chi-square Analysis on whether there is association

between two variables monthly income of the respondents and the influence of

incentives on motivation of employees.

H0 – There is no association between the monthly income of the respondents and the

influence of incentives on motivation of employees.

H1 – There is association between the monthly income of the respondents and the influence of incentives on motivation of employees.

Total

Monthly Income 2 33 7 4 4 50

Influence of incentives on motivation of employees

43 6 1 0 0 50

Total 45 39 8 4 4 100

Calculating expected values

O E (O-E) (O-E)2 (O-E)2/E

2 22.5 -20.5 420.25 18.67

33 19.5 13.5 182.25 9.34

7 4 3 9 2.25

4 2 2 4 2

4 2 2 4 2

43 22.5 20.5 420.25 18.67

6 19.5 -13.5 182.25 9.34

1 4 -3 9 2.25

0 2 -2 4 2

0 2 -2 4 2

∑(O-E)2/E 68.52

HYPOTHESIS:Degree of Freedom [d.f] = (r-1) (c-1)

= (2-1) (5-1)

= 4

Significance level of 6 at 5%

Calculated value [C.V] = 68.52

Table value [T.V] = 9.488

The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,

the tabulated value is 9.488

CV>TV

Conclusion:

Since the calculated value is greater than the table value, the hypothesis is accepted. So

it is proved that there is association between the monthly income of the respondents and

the influence of incentives on motivation of employees.

Table 5.23. Weighted Average Method

Table showing Weighted average Method

Strongly

Agree

Agree Neither Agree

nor Disagree

Disagree Strongly

Disagree

Total

a. Influence of

salary

3 20 4 11 12 50

b. Financial and

non financial

Incentives

6 15 4 13 12 50

c. Team spirit in

the organization

13 37 0 0 0 50

d. Job Security 14 17 12 5 2 50

e. Motivational

level of top

management

28 21 1 0 0 50

Weighted Average = (X1W1 + X2W2 + X3W3 + --------)/N

a. Influence of Salary increment on Employees

= (3*5 + 20*4 + 4*3 + 11*2+12*1)/50

= (15+80+12+22+12)/50

=141/50

=2.82

b. Financial and non financial Incentives

= (6*5 + 15*4 + 4*3 + 13*2+12*1)/50

= (30+60+12+26+12)/50

=140/50

=2.8

c. Team Spirit in the organization

= (13*5 + 37*4 + 0*3 + 0*2+0*1)/50

= (65+148+0+0+0)/50

=213/50

=4.26

d. Job Security

= (14*5 + 17*4 + 12*3 +5*2+2*1)/50

= (70+68+36+10+1)/50

=185/50

=3.7

e. Motivational level of top Management

= (28*5 + 21*4 + 1*3 + 0*2+0*1)/50

= (140+84+3+0+0)/50

=227/50

=4.54

Rank Weighted Average Score

Rank Weighted Average Attributes

I 4.54 Motivation level of top Management

II 4.26 Team Spirit in the Organization

III 3.7 Job Security

IV 2.82 Influence of salary increment on employees

V 2.8 Financial and Non financial Incentives

INFERENCE:

From the table it is clear that among the opinion of employees in the organization ranks the motivation level of top management with 454 points resulting an average of 4.54 followed by team spirit in the organization with 426 points weighing an average of 4.26.

FINDINGS

The following findings were observed

It is inferred that the majority of 14% of the members are belongs the age group

of 18 to 25, 60% of the members are belongs the age group of 25 to 33, and

10%, 16% of the members belongs the category of 33 to 41 and 41 to 49

respectively.

It is reveals that 4% of the members are belongs the monthly income group of

Less than Rs 19,999, 66% of the members are belongs the monthly income

group of Rs 20000 to Rs 29,999, 14% of the members are belongs the monthly

income group of Rs 30,000 to Rs 39,999 and 8% of the members belongs the

category of 34 to 41 and 42 to 49 respectively.

It is inferred that majority of the members are working from 5 to 7 years at their

current job.

The table 5.4, shows that majority of the members are working from 41 to 50

hours per week.

It is inferred that 86% of the workers are highly satisfied with the support from

the HR department.

From the table 5.6, it is found that majority of the members are influenced by

both financial and non financial incentives.

The majority of the members are highly satisfied with the incentives.

30% respondents are agreed that nonfinancial and financial incentives are

influenced their work.

70% respondents are agreed that there is good team spirit in the organization.

It is found that majority of the members highly satisfied with the level of

motivation towards work.

Table 5.12 shows that the people satisfied and not satisfied equally with the

motivational level through changes.

It is shows the opinion about the Job security in the organization. In this

majority of the people are coming under the group of agree.

Respondents by 56% with strongly agreed with the motivation of top level

management.

The majority of the members are coming under the group of influenced by the

incentives and other benefit.

5.19. Table showing opinion about the vision level of employees in the future

direction of the company. In this majority of the members are coming under the

group of having idea about the future direction of the company.

The majority of the members are coming under the group of highly satisfied.

It is found that majority of the members are thinking that their work is valuable

to the company.

From Chi – Square analysis proves that there is association between the age

group of the respondents and the factors which affects the motivation towards

work.

By using Chi – Square analysis it is found that there is association between the

monthly income of the respondents and the influence of incentives on

motivation of employees.

The weighted average methods provides details among the opinion of employees

in the organization ranks the top level management motivation with 454 points

resulting an average of 4.54 followed by team spirit in the organization with 426

points weighing an average of 4.26.

SUGGESTIONS & RECOMMENDATIONS

Employees need more compensation from the company.

Some of the employees expect mutual relationship between co-workers.

Employee’s needs special training from the company related to their job during

working period.

Employees expect the quality of work to be measured periodically be the

company.

Most of them are not satisfied with the management style in the organization. So

it is better to provide better service for the employee.

It is need to provide job security to the employees.

The respondents take part in decision making for some times. If the superiors

engage them in decision making process can get better ideas and make them

more loyal to the organization

CONCLUSIONS

Pankajakasthuri is one of the largest and most widespread of the manufacturing

company and well planned in motivational tools, Pankajakasthuri have adopted various

techniques for all different level of management.

Communication was found to be a contributing factor in motivating employees,

and a company with effective communication will help make employees feel more

involved and appreciated. If employees have a greater respect for their company and are

satisfied with the way information is relayed to them, they will be more motivated in the

workplace and their work will improve as a result.

Long-term incentives such as opportunity for promotion, along with other like

incentives, are beneficial in influencing more overall productivity. Also, short-term

financial incentives could give motivation to only do what has been successful in the

past and not to be creative.

QUESTIONNAIRE

A STUDY ON MOTIVATION TECHNIQUES AND ITS EFFECTS

ON EMPLOYEE

Personal Data

What is your sex?

Male Female

What is your marital status?

Single Divorced

Married Widowed

What is your age range?

Less than17 17--25 25--33 33--41

41--‐49 49--57 57--65 greater than 65

What is your yearly income?

less than Rs19,999 Rs20,000--Rs29,999 Rs30,000--Rs39,999

Rs40,000--Rs49,999 greater than Rs50,000

Other Data

1. How long have you been at your current job?

Less than1 year 2--4 years 5--7 years

8--10 years greater than11years

2. How many hours per week do you work on average?

less than 10 11--20 21--30

31--‐40 41--50 greater50

3. Are you satisfied with the support from the HR department?

Highly satisfied Satisfied Neutral

Dissatisfied Highly Dissatisfied

4. Which type of incentives motivates you more?

Financial incentives Non-financial incentives Both

5. How far you are satisfied with the incentives provided by the organization?

Highly satisfied Satisfied Neutral

Dissatisfied Highly Dissatisfied

6. Do you agree with the salary increments given to employees who do their jobs

very well motivates them.

Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

7. Do you agree with the financial incentives you motivate more than non financial

incentives?

Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

8. Do you agree with the employees in the organization feel secured in their job?

Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

9. Do you agree with the statement that “I feel that my superior always recognizes

the work done by me?”

Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

10. Do you agree with that in this organization there is fair amount of team spirit.

Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

11. Do you find it to be most helpful when your boss gives you feedback regarding

your job performance on a _________ basis.

Yes No

If yes:

daily weekly monthly

quarterly Other

12.   What factors affect your level of motivation towards work?

 Financial rewards   Public recognition Fear

Job security   Praise and acknowledgment Others

13. Do you feel well compensated for your services?

 Yes   No

14. Have there been changes in the company that have affected your motivation?

Yes   No

15. Do you think the company's present management style needs improvement?

Yes   No

16. Do you have a clear vision of the future direction of the company?

Yes   No

17. Do you feel you have clear priorities and objectives?

Yes   No

18. Rate the statement “Top Management is interested in motivating the

employees”?

Strongly Agree Agree Neutral

Disagree Strong Disagree

19. Do you think that incentives and other benefits will influence your

performance?

Influence Does not influence No Opinion

20. Does the Top Management involve you in decision making which are connected

to your department?

Yes No Occasionally

21. Please provide the following rates.

(5- Strongly agree, 4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree)

No Factors Rates

i. Reasonable periodical increase in salary

ii. Job security exist in the company

iii. Good relationship with co-workers

iv. Effective performance appraisal system

v. Support from the co-worker is helpful to get motivated

vi. Company recognize and acknowledge your work

22. Communication at your company is_____________.

(A)highly effective and makes you feel like an intregal part of the team

(B) fairly strong and allows you to understand most of what is going on in the company

on a daily basis

(C) lacking in certain areas and could use some improvement

(D)poor and leaves me feeling left out and in--‐the--‐dark in many circumstances

23. You feel that your work ____________.

(A) is very valuable to the company

(B) is necessary but sometimes unrecognized

(C) does not contribute as much to the company as I would like it to

(D) is completely pointless

24. Can you name some of the motivational techniques which are used to motivate

you?

……………………………………………………………………………………….……

25. Any other suggestion to improve motivational levels in the organization?

……………………………………………………………………………………….……

BIBILIOGRAPHY

TEXT BOOKS

1. Human Factors and Motivation

2. Rao, VSP.(2005). Human Resource Management.New Delhi: Excel Books

3. Kothari,C.R.(2004).Research Methadology Methods and Technique.New Age

International Publishers

4. C.B Memoria, Personnel Management. Himalaya Publishing house

OTHER REFERENCE AND WEBSITES

1. http://www.pankajakasthuri.in/

2. http://managementhelp.org/leadingpeople/motivating-othes.htm#anchor160017

3. http://ayurvedaindustry.com