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ACKNOWLEDGEMENT
I take this privilege to express a few words of gratitude and respect to all those who
helped me in completion of this project.
I am bound to express my gratitude to our honorable C hairman Er. S.Selvamani for his
constant encouragement in my project.
I mention my profound gratitude to the Principal Prof.Dr.G.Kamaraj for giving me
permission to do the project.
I express my hearty and sincere gratitude and thanks to Mr.K.Krishna moorthy, Assistant
Professor and Head, Department of Management Studies , E.S.College of Engineering and
Technology For his keen interest and encouragement for the completion of this study.
I am extremely grateful to my guide, Ms.D.Anbarasi , Lecturer in Department of
Management Studies, E.S.College of Engineering and Technology for her invaluable guidance
during the entire research process. It was because of her suggestions and insight that this work
could be completed successfully.
Our sincere thanks to the Mr. SAKTHI KUMAR& VEL KUMAR Managing Director,
& all the Staff members of SVS OIL VEG REFINERY, VILLUPURAM for providingopportunity and guidance do the project work in their esteemed concern.
I thank all the Teaching and Non-Teaching Staff of the Department of Management
Studies, E.S.College of Engineering and Technology for their unstinting help and support
during my period of study.
Finally, I would be remiss if I did not thank my Family and Friends . I remain forever
grateful for their constant support, silent sacrifices and I am humbled by their unwavering
confidence in my ability
Place: Villupuram
Date: S. USHA
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E.S ENGINEERING COLLEGE, VILLUPURAM
DEPARTMENT OF MANAGEMENT STUDIES
Chennai Trunk Road, E S Nagar, Villupuram (DT)
Certified that this project report titled A STUDY ON EMPLOYEES MOTIVATIONIN SVS VEG OIL REFINERY IN VILLUPURAM who carried out the research under my
supervision. Certified further, that to the best of my knowledge the work reported here does not
form part of any other project report or dissertation on the basis of a degree or award was
conferred on an earlier occasion on this or any other candidate.
Supervisor Head of the Department
Submitted to Project and Viva examination held on _____________.
Internal Examiner External Examiner
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A STU DY ON EMPLOYEES MOTIVATION IN SVS VEG OIL REFINERY INVILLUPURAM .
By
S. USHA
(Reg. No.421011631031)
Of
E.S COLLEGE OF ENGINEERING AND TECHNOLOGY,
VILLUPURAM (DT)
A PROJECT REPORT
Submitted to the
Faculty of Management Science
In partial fulfillment of the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY CHENNAI
CHENNAI - 600 113
AUGUST-2012
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DECLARATION
I do hereby declare that the Project entitled, A STUDY ON EMPLOYEES
MOTIVATION IN SVS VEG OIL REFINERY IN VILLUPURAM. , submitted to E.S
College of Engineering and Technology, E S nagar, Villupuram in partial fulfillment of the
requirement for the award of the Degree of Master of Business Administration is a record of
original work done by me during the period of my study in the Department Of Management
Studies, E.S College of Engineering and Technology under the supervision of
Ms.D.ANBARASI, Lecturer, Department Of Management Studies, and the dissertation has not
formed the basis of award for any Degree/Diploma / Associate ship / Fellowship or similar title to
any candidate of any University.
Place : Villupuram
Date: (S. USHA)
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CONTENTS
Abstract iAcknowledgement iiList of Tables iii
List of Charts iv
CHAPTER NO PARTICULARS PAGE NO
1. INTRODUCTION
1.1 Introduction to the topic
1.2 Company Profile
1.3 Statement of the Problem
1.4 Objectives of the Study
1.5 Scope of the Study
2. MAIN THEME OF THE STUDY
2.1 Review of Literature
2.2 Research Methodology
2.3 Limitations of the Study3. DISCUSSIONS, RESULTS AND CONCLUSION
3.1 Analysis and Interpretation
3.2 Findings From the Study
3.3 Suggestions and Recommendations
3.4 Conclusion
APPENDICES
Questionnaire
References
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LIST OF TABLES
TABLE NO TITLE PAGE NO
3.1.1
3.1.2
3.1.3
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LIST OF CHARTS
CHART NO TITLE PAGE NO
3.1.1
3.1.2
3.1.3
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CHAPTER I
INTRODUCTON ABOUT THE TOPIC
EMPLOYEE MOTIVATION
INTRODUCTION:
Motivation is the psychological feature that arouses an organism to action toward a
desired goal and elicits, controls, and sustains certain goal directed behaviors. For instance: An
individual has not eaten, he or she feels hungry, and as a response he or she eats and diminishes
feelings of hunger. There are many approaches to motivation: physiological, behavioural,
cognitive, and social. It is the crucial element in setting and attaining goals and research showsthat subjects can influence their own levels of motivation and self-control. According to various
theories, motivation may be rooted in a basic need to minimize physical pain and maximize
pleasure, or it may include specific needs such as eating and resting, or a desired object, goal,
state of being, ideal , or it may be attributed to less-apparent reasons such
as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation is distinct
from volition and optimism. Motivation is related to, but distinct from, emotion.
MEANING OF MOTIVATION :
The term motivation originally is originated from the Latin word `movere which means
`to move. It is derived from the word `motive. A motive is an inner state that energies, activities
and directs behavior. Thus the motivation is ones willi ngness to exert efforts towards the
accomplishments of his/her goals.
DEFINITION:
According to RICK PITINO:
"The only way to get people to like working hard is to motivate them. Today, people must
understand why they're working hard. Every individual in an organization is motivated by
something different."
According to" G. JONES& J.GEORGE:
"Psychological forces that determine the direction of a person's behavior in anorganization, a person's level of effort and a person's level of persistence." G. Jones and J. George
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Rational_selfishnesshttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Motivation#Models_of_behavior_changehttp://en.wikipedia.org/wiki/Optimismhttp://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Optimismhttp://en.wikipedia.org/wiki/Motivation#Models_of_behavior_changehttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Rational_selfishnesshttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Ideal_(ethics)http://en.wikipedia.org/wiki/Objective_(goal)7/27/2019 ug project report.docx
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IMPORTANCE OF MOTIVATION:
Motivated employees look for better ways to do a job
Motivation increases performance level.
It lowers employee turnover and absenteeism
It improves the efficiency of operation.
It facilitates effective utilization of organizations resources..
Motivated employees care about their customers
Motivated employees take pride in their work.
Motivated workers are more productive.
MOTIVATIONAL THEORIES:
Incentive theory:
Incentive theory in psychology treats motivation and behavior of the individual as they are
influenced by beliefs , such as engaging in activities that are expected to be profitable. Incentive
theory is promoted by behavioral psychologists , such as B.F. Skinne r and literalized by
behaviorists, especially by Skinner in his philosophy of Radical behaviorism, to mean that a
person's actions always have social ramifications: and if actions are positively received people are
more likely to act in this manner, or if negatively received people are less likely to act in this
manner.
For example, a person has come to know that if they eat when hungry, it will eliminatethat negative feeling of hunger, or if they drink when thirsty, it will eliminate that negative feeling
of thirst..
Drive-reduction theory :
Drive theory has some intuitive or folk validity. For instance when preparing food, the
drive model appears to be compatible with sensations of rising hunger as the food is prepared,
and, after the food has been consumed, a decrease in subjective hunger. There are several
problems, however, that leave the validity of drive reduction open for debate. The first problem is
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/Philosophyhttp://en.wikipedia.org/wiki/Radical_behaviorismhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Hunger_pangshttp://en.wikipedia.org/wiki/Hunger_pangshttp://en.wikipedia.org/wiki/Socialhttp://en.wikipedia.org/wiki/Radical_behaviorismhttp://en.wikipedia.org/wiki/Philosophyhttp://en.wikipedia.org/wiki/B.F._Skinnerhttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Beliefshttp://en.wikipedia.org/wiki/Behaviorhttp://en.wikipedia.org/wiki/Psychology7/27/2019 ug project report.docx
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that it does not explain how secondary reinforces reduce drive. For example, money satisfies no
biological or psychological needs, but a pay check appears to reduce drive through second-order
conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the
drive a homunculus being a feature criticized as simply moving the fundamental problem
behind this "small man" and his desires.
Need hierarchy theory:
The content theory includes the hierarchy of needs from Abraham Maslow and the two-
factor theory from Herzberg
According to Maslow, he should try to satisfy the lower level needs before he tries to
satisfy the upper level needs or the employees will not be motivated. Also he has to remember
that not everyone will be satisfied by the same needs. A good manager will try to figure out which
levels of needs are active for a certain individual or employee. The basic requirements build the
first step in his pyramid. If there is any deficit on this level, the whole behavior of a human will
be oriented to satisfy this deficit. Subsequently we do have the second level, which awake a need
for security. Basically it is oriented on a future need for security. After securing those two levels,
the motives shift in the social sphere, which form the third stage. Psychological requirements
consist in the fourth level, while the top of the hierarchy comprise the self- realization
The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as
follows:
Physiology (hunger, thirst, sleep, etc.) Safety /Security/ Shelter /Health Belongingness /Love /Friendship Self-esteem /Recognition/ Achievement Self actualization
Herzberg's two-factor theory:
Frederick Herzberg' s two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that
certain factors in the workplace result in job satisfaction, but if absent, they don't lead to
dissatisfaction but no satisfaction. The factors that motivate people can change over their lifetime,
but "respect for me as a person" is one of the top motivating factors at any stage of life.
http://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Homunculus#Homunculus_argumenthttp://en.wikipedia.org/wiki/Content_theoryhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Recognition_(sociology)http://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two-factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Two-factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Self_actualizationhttp://en.wikipedia.org/wiki/Recognition_(sociology)http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Lovehttp://en.wikipedia.org/wiki/Belongingnesshttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Securityhttp://en.wikipedia.org/wiki/Safetyhttp://en.wikipedia.org/wiki/Physiologyhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Content_theoryhttp://en.wikipedia.org/wiki/Homunculus#Homunculus_argumenthttp://en.wikipedia.org/wiki/Second-order_conditioninghttp://en.wikipedia.org/wiki/Second-order_conditioning7/27/2019 ug project report.docx
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He distinguished between:
Motivators; (e.g. challenging work, recognition, responsibility) which give positive
satisfaction, and
Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate
if present, but, if absent, result in demotivation.
Alderfer's ERG theory:
Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory
posits that there are three groups of core need existence, relatedness, and growth, hence the
label: ERG theory. The existence group is concerned with providing our basic material existence
requirements. They include the items that Maslow considered to be physiological and safetyneeds. The second group of needs is those of relatedness- the desire we have for maintaining
important interpersonal relationships. These social and status desires require interaction with
others if they are to be satisfied, and they align with Maslow's social need and the external
component of Maslow's esteem classification. Finally, Alderfer isolates growth needs' an intrinsic
desire for personal development. These include the intrinsic component from Maslow's esteem
category and the characteristics included under self-actualization.
Self-determination theory:
Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the
importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory
and others that built on it, SDT posits a natural tendency toward growth and development. Unlike
these other theories, however, SDT does not include any sort of "autopilot" for achievement, but
instead requires active encouragement from the environment. The primary factors that encourage
motivation and development are autonomy, competence feedback, and relatedness
Broad theories:
The latest approach in developing a broad, integrative theory of motivation is Temporal
Motivation Theory (TMT). Introduced in a 2007 Academy of Management Review article, it
synthesizes into a single formulation the primary aspects (including time as a fundamental
term) of several other major motivational theories, including Incentive Theory, Drive Theory,
Need Theory, Self-Efficacy and Goal Setting. The original researchers note that, in an effort to
keep the theory simple, existing theories to integrate were selected based on their shared
http://en.wikipedia.org/wiki/Motivatorhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Edward_L._Decihttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Edward_L._Decihttp://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Motivator7/27/2019 ug project report.docx
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attributes, and that these theories are still of value, as TMT does not contain the same depth of
detail as each individual theory. However, it still simplifies the field of motivation and allows
findings from one theory to be translated into terms of another.
Benefits of Employee Motivation:
Puts human resources into action:
Every concern requires physical, financial and human resources to accomplish the goals. It
is through motivation that the human resources can be utilized by making full use of it. This can
be done by building willingness in employees to work. This will help the enterprise in securing
best possible utilization of resources.
Improves level of efficiency of employees:
The level of a subordinate or a employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and willingness has to
be filled which helps in improving the level of performance of subordinates. This will result into-
Increase in productivity, Reducing cost of operations, and
Improving overall efficiency. Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors take place :-
There is best possible utilization of resources, There is a co-operative work environment, The employees are goal-directed and they act in a purposive manner,
Goals can be achieved if co-ordination and co-operation takes place simultaneously which can
be effectively done through motivation.
Builds friendly relationship:
Motivation is an important factor which brings employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for the benefit of the employees. This could
initiate the following things:
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Monetary and non-monetary incentives, Promotion opportunities for employees, Disincentives for inefficient employees.
TYPES OF MOTIVAION :
1. POSITIVE MOTIVATION:
It refers to the provision of incentives monetary and non monetary. Monetary incentives
include the wages, salaries, pay, and increment. Non monetary incentives consist in status,
recognition of work, increasing responsibilities.
2. NEGATIVE MOTIVATION:
This motivation is based on force, fear and threats. The activities such demotion, fear of
suspension, wage cut, etc., can also motivate employees to do their work effectively and
efficiently.
3. INTRINSIC MOTIVATION:
It is concerned with the feeling of having accomplished something worthwhile. That is
the satisfaction one gets after doing ones work level.
GUIDELINES FOR MOTIVATING EMPLOYEES:
1. Recognise individual differences in employees.
2. Place people in jobs which suit their personalities.
3. Set specific goals for employees.
4. Provide employees with immediate feedback on how they are performing.
5. Ensure that employees perceive goals as attainable.
6. Link rewards clearly to performance.
7. Always remember that motivation theories are culture bound.
8. Ensure the principle of internal equity is honored in the companys reward system.
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COMPANY PROFILE
SVS PROFILE
S.V.S Veg oil refinery is one of the leading largest producers of vegetable oil in Tamil
Nadu. S.V.Sivalingam Nadar has established his reputed company in the year 1987 at Villupuram.
S.V.S is a ISO 9001-2008 certified company. S.V.S is a partnership firm. The partners are Sakthi
Kumar and Vel kumar. S.V.S is a producer of sunflower and Groundnut oil. Through the modest
and sincere efforts of employees it is quite possible for the company to encounter vast demands
successfully.
S.V.Sivalingam Nadar, is shortly called as S.V.S worked at Madras Vanaspathi Limited,
Chennai from 1967 to 1987.In the mean while he has started a cotton industry in Chennai. His
hard work and efficiency in management improved the cotton industry and expanded his business
by offering him the required courage to establish a new oil company entitled his name in
Villupuram.
Initially, the company has produced only refined groundnut oil. 10 years of studies and
stupendous work enabled him to introduce SVSRO containing , 1,5,15 liters pack. He had
lightened the life of 100 workers by giving them employment. This company land extends up to 5
acres.
SECTORS
The union has four sectors.
SECTORS
PERSONNEL FINANACE MARKETING PRODUCTION
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DETAILS OF TIMINGS AND SHIFTS
TIMING OF WORKERS
DAY: 8.00 A.M to 1.00 P.M
NIGHT: 2.00 P.M to 5.00 A.M
SHIFTS
3 shifts
6 A.M 2 P.M
2 P.M 8 P.M
8 P.M 6 A.M
OBJECTIVES OF THE COMPANY:
Aim to expand the business by introducing new machines and equipments. The company is about to introduce Gingerly oil and Vanaspathi. In addition to these, the company plan to enter in to a new product line, in the
manufacturing of detergents.
SWOT Analysis
STRENGTH
Quality of products
Employees
Communication
between managementand employees
WEAKNESS
Manual working
Lack of advertisement
OPPORTUNITY
Entering invanaspathi
production
Entering into globalenvironment
THREATS
Competitors
Entering into new
technology
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A UNIFIED MANAGEMENT PHILOSOPHY
1. Recruit the most talented people
2. Priority on training
3. Develop career mobility
S.V.S VEG OIL REFINERY BELIEVE AND PRACTICES
1. Respect for Customers
2. Respect for Employees
3. Respect for Process
4. Respect for Performance
VALUES OF THE GROWTH
1. TRUTH
Make honest commitments and strive to deliver.
Give and receive honest feedback about performance and potential
2. COURAGE
Empower teams and hold them responsible.
Accept failures and learn from them
Stand up for what is right
3. CARING
Coach the team and create opportunity for development
Recognize contribution
THE ENVIRONMENT
1. The company is committed to making continuous improvements in the management of
environmental impact and to the longer-tern goal of developing a sustainable business.
2. The company will work in partnership with others to promote environmental care,
increase understanding of environmental issues and disseminate good practice.
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PERSONNEL POLICIES OF S.V.S
HOURS OF WORK
The Working hours of all staff members will normally comprise 48 hours per week. There
will be weekly off for the employees. All the employees are required to report for duty on or
before the prescribed timings.
HOLIDAYS
National and Festival Holidays Employees are entitled for the National/ Festival holiday
of 8 days per year with salary. In case of any emergency, if required, employees will be requested
for work with extra payment and the same is on voluntary basis.
ANNUAL LEAVE/ PRIVILEGE LEAVE/ EARNED LEAVE
As per Factories Act, annual leave / privilege leave / earned leave are granted based on the
working days of previous year. If the employee works for more than 240 days in a calendar year,
he / she are eligible for 1 day leave for every 20 days worked.
Leave entitled for a calendar year will be credited at the beginning of each year. The staff
member can utilize this entitlement at any time during the year, mutually convenient to the
factory. Annual leave is sanctioned only with prior approval of 15 days before the leave
sanctioning of leave will be at the discretion of the management based on the work.
If any employee wants to en-cash the leave, it may be allowed on yearly basis and the
amount will be sanctioned during the beginning of the year.
WAGES
Employees are monthly and daily basis paid category. Wages are based on the attendanceand same will be paid on monthly and daily basis. Wages consists of Basic/ HRA / Conveyance
and deductions are ESI / PI and advance, if any.
DISCIPLINE AND TERMINATION
In case of any employee involves in any mis-conduct / in-disciplinary activity or indulge
in any act against the policy of the company or instigates any employee directly or indirectly for
any misconduct or in-disciplinary activity, appropriate disciplinary will be initiated against theemployee / employees.
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1.3 ORGANIZATIONAL CHART
CHAIRMAN
MANAGING DIRECTOR
EXECUTIVE DIRECTOR
ACCOUNT OFFICER WORKS MANAGER HR MANAGER
CASHIER ACCOUNTANT TYPIST DEPUTY
MANAGER
CHEMIST
PLANT
OPERATOR
PLANT MAINTENANCE
ENGINEER
SUPERVISOR
WORKERS
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Objectives of the Study
Primary Objective:
To study employees motivation in SVS Oil Refinery Company.
Secondary Objectives:
To find the various types of motivation techniques followed in this organization.
To know the effectiveness of motivation.
To identify the factors which are influencing motivation.
To find the awareness of employees about motivation.
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SCOPE OF THE STUDY
1. The present study aims to find out the level of employee motivation.
2. The study employees the views expressed by the respondents about motivation providing
solutions in an attempt to develop a better system.
3. The study is conducted taking into consideration only the worker of SVS OIL REFINERY.
4. The importance of studying employee is to understand the internal satisfaction in the minds of
every employee.
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Need of the study
1. There is no such research work was carried before.2. The management was in the position to know whether the existing employee motivation system is
effective or not.
3. To measure the satisfaction level of the employees.4. To get suggestions from the employees for further improvement in existing and motivational
system.
5. To contribute to the growth of the organization.
REVIEW OF LITERATURE
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1.Motivating employees is not a one-time deal.
Motivation needs to be ongoing process.
Dayton Business Journal by Dean Mcfarlin
Date: Monday, September 4, 2000, 12:00am EDT
These reactions are understandable since motivation is often perceived to be the
foundation for outstanding performance. In fact, the word "motivation" comes from the Latin
word movere -- "to move." And managers often view motivation in exactly those terms ("I need
to get my people moving!").
Of course, managers need to know what will spark employees' best efforts, whether it bemoney, responsibility, bigger challenges or interesting work. That's an important piece of the
motivation equation. Sometimes, however, managers focus too much on what might get
employees moving (such as the possibility of snaring a hefty bonus or a coveted promotion) rather
than thinking about how to keep them moving in the right direction once they've started. In other
words, some managers treat motivation like a light bulb -- once you flip the switch, the light stays
on and you can walk away. But most experts see motivation as an ongoing process -- one in
which managers need to continually focus on how to successfully channel or support employees
once they "get moving.
2.Understanding Employee Motivation .
At one time, employees were considered just another input into the production of goods
and services. What perhaps changed this way of thinking about employees was research, referred
to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This
study found employees are not motivated solely by money and employee behavior is linked to
their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach tomanagement, whereby the needs and motivation of employees become the primary focus of
managers (Bedeian, 1993).
3.A Confirmatory Factor Analysis Of Employee Motivation And Retention.
Motivation has an impact on latest retention with job satisfaction and perceptions of
management on career development as indicator variables for the former and burnout,loyalty and
turnover intent as indicator variables for the latter.Implications for management in developingstrategies for the retention of employees are provided.
http://www.google.co.in/url?sa=t&rct=j&q=employee%20motivation%20journal&source=web&cd=5&sqi=2&ved=0CGcQFjAE&url=http%3A%2F%2Fwww.joe.org%2Fjoe%2F1998june%2Frb3.php%2F&ei=8NAHULCfDYTJrAeo-NHaAg&usg=AFQjCNFuDeXbG4MD8ErS1qj8gEvXd8WImghttp://www.google.co.in/url?sa=t&rct=j&q=employee%20motivation%20journal&source=web&cd=5&sqi=2&ved=0CGcQFjAE&url=http%3A%2F%2Fwww.joe.org%2Fjoe%2F1998june%2Frb3.php%2F&ei=8NAHULCfDYTJrAeo-NHaAg&usg=AFQjCNFuDeXbG4MD8ErS1qj8gEvXd8WImg7/27/2019 ug project report.docx
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4.The Relationship between Rewards and Employee Motivation in Commercial Banks.
By Kalim Ullah Khan .
This paper seeks to investigate the role played by rewards in the process of motivating
employees. The study explored factors determining rewards and their impact on employee
motivation and endeavors to influence the commercial banks for a consideration of a more
systematic and structured approach to acknowledge employees efforts which would in turn
flourish high performance culture in commercial banks.
5.Putting 'Employee Motivation' In Its Place.
By Mary McCoy
Externally-based motivation methods like this do have their place as they can be highly
effective for quick, short-term projects but they often falter when applied to longer-term or day-
in/day- out work. Because they dont know what else to do, h owever, many managers spend a lot
of their time tweaking these short-term motivators in an effort to gain long-term results but only
end up with lackluster outcomes.
6.Motivating Employees Is Your Key to Success.
Employee Incentives b y Corey L. Massella
Motivation and incentives can range from awards and prizes for high customer service
awards to commissions for your sales force. What motivates workers? Appreciation, recognition,
acknowledgement, and money.Whats important for a business owner is that incentives are tied to
key company goals. They vary from business to business but can include sales, customer
satisfaction, production efficiencies and volume, among others. These goals and the incentives
tied to reaching them, can and should be set for individuals, departments and firm-wide if
possible.
7.Employee Motivation by Regina Creech (1995).
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The article is an informative presentation of employee motivation concepts. It starts with a
brief description of motivation. According to the article, motivation is something which gives
impetus to our behavior by arousing, sustaining, and directing it toward the attainment of goals
(Wortman and Loftus 1992 cited in Creech 1995). The article is meant to be a guide for managers
and leaders in motivating employee. Abraham Maslows work on the subject on motivation was
cited by the author. According to Creech (1995) Maslows Hierarchy of Needs helps explain why
the process of motivation is not a simple process that can e externally administered. Motivation
according to Maslow in the result of needs within everyone that make people act the way they do.
8.How Employee Emotions Affect Your Organisation To Compete.
By David Lee
Today, research on how emotions affect creativity, productivity, and career success has
put a new spin on the subject. Books such as Emotional Intelligence and Executive EQ are
heightening Corporate Americas awareness that employee emotions arent something that ca n be
- or should be - left at home.
Instead, management is waking up to the fact that their success is directly related to their
ability to work productively with employee emotions. They are realizing that how well they elicit
and sustain positive emotiona l states in their employees plays a major role in their organizations
success or failure.
9. Business Owners Try to Motivate Employees.
By Sarah E. Needleman
Some business owners say their employees after months of dealing with layoff worries,
wage cuts or scaled-back hours are stressed out and in need of extra attention.
In November, Nancy Jackson was able to hire a new full-time salesperson for the
company she co-owns, Architectural Systems Inc. in New York, but found herself facing an angry
19-person staff. "I couldn't believe their reaction," she says. Just a few months earlier, some had
seen their workweeks reduced or salaries scaled back; two colleagues had been laid off
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10.Importance Of Motivation Factors Of Employees.
By Author James R.Linder
Interesting work and good pay are key to higher employee motivaion.Carefully designed
reward systems that include job enlargement,job enrichment,promotions,internal and external
stipends,monetary and non monetary compensation sholud be considered.
11. How Motivation is Affected in a Struggling Economy ?
We were curious about how employee motivation is affecting during the economic
downturn, so we asked leaders across industry sectors to comment about their current
experiences. We found some interesting responses, some of which surprised us. We also scanned
popular magazines and industry journals and found interesting information there as well. While
some may suspect employees motivation to diminish in the face of an economic downturn, our
findings say that this may not be the case.
CHAPTER 3
RESEARCH METHODOLOGY
3.1. Introduction:
Research is a systemized effort in gain knowledge. It can also be referred to as the
search of knowledge. Research methodology is a technique used to systematically solve a
research problem. It helps the researcher to know which research method and analysis could
be utilized to bring out a possible solution for a research problem. The researcher should
know why a particular technique to the project.3.2. Research Design:
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Research design acts as the blueprint for the research by using this framework the
researcher moves step by step in to the research process. It constitutes the basic forms for
the collection, measurement and analysis of data. Research design stands from the advanced
planning of the methods to be adopted for collection of relevant data. Moreover it explains
about the techniques to be used in the analysis, keeping in view the objective of the research
and availability of staff, time and money. This research design was selected based on the
objective on the study and keeping in mind the time and availability of recourses for the
research.
3.3. Type of Research:
The type of research design used in this project was the descriptive research. Because,
it helps to describe the characteristics of a particular group of people, working within a
company. The characteristics of a work group may differ in many ways in different
companies. Each group may have separate reasons for exhibiting such characteristics within
the company. The descriptive study was carried out to seek these reasons. Careful design of
descriptive studies was necessary to ensure the complete interpretation of the situation and
to ensure minimum bias in the collection of data.
3.4. Sources of Information:
It is necessary for every research to have both primary data and secondary data,
without which the research would be inefficient. In this research the primary data was
collected by means of a structured questionnaire. The questionnaire consisted of twenty-five
questions inquiring various factors related to their Welfare measures in SSP. The secondary
data was collected through company profile, journals, websites and other databases of the
company. All these data were helpful in carrying out the analysis.
3.5. Sampling Design:
Sample design lays down all the details to be included in a sample. It is a definite plan
for obtaining a sample from a given population. The sampling technique used was the
simple random sampling. It was the method by which each number of the population had a
chance of being selected.
3.5. Data Collection:
Primary data was collected from employees with the help of structures of questionnaire.
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3.6. Research Tool:
Tools used for the research is Chi-square test and Weighted average method with the
help of SPSS packages.
3.7. Description of statistical tools used:
Chi-square test Weighted average method.
3.8. Chi-Square Analysis:
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analysis the assumed data and calculated in the study. The
Chi-square test is an important test amongst the several tests of significant developed by
statistical. Chi-square, symbolically written as x 2 (Pronounce as Ki-Spare), is a statistical
measure used in the context of sampling analysis for comparing a variance to a theoretical
variance.
Formula:
O = Observed frequency
E = Expected frequency
3.9. Weighted average method:
The weighted average method can be calculated by the following formula. This
tool is used to find the rank given by the respondents to the welfare measures. It can be calculated
as
Formula:
Here,
XW represents the weighted average
X represents the value of variable
XW = WX / X
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W represents the weight given to the variable.
Limitations Of The Study
The employee of the company was so busy and not able to interact with them freely.
This study is focused only on S.V.S company during the time periodis low.
Difficulty of getting access to some important data due to its sensitivity and secretive nature.
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Marital status of the income
Table 3.1
Attributes No of respondents PercentageMarried 48 60%Unmarried 32 40%
Chart 3.1.1
0
10
20
30
40
50
60
70
80
90
No of the respondents Percentage
Unmarried
Married
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INFERENCE:
From the above table and diagram, it is found that 60% of the respondents were married, and 40% of therespondents were unmarried.
QUALIFICATION OF THE RESPONDENTS:
Table 3.2
Attributes No of the respondents PercentageSchooling 53 66%
College 25 32%Professional 1 1%Others 1 1%
Chart
INFERENCE:
0
10
20
30
40
50
60
Schooling College Professional Others
Percentage
No of the respondents
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From the above table and diagram, it is infereed that the educational qualificationsrespondents are schooling, 32% of the respondents are college, 1% of the respondents are professional,and1% of the respondents are others.
AGE OF THE RESPONDENTS :
Table
Attributes No of the respondents PercentageBelow 25 years 34 43%25-35 38 48%35-45 6 7%Above 45 2 2%
Chart
INFERENCE:
0
5
1015
20
25
30
35
40
45
Below 25years
25-35 35-45 Above 45
Percentage
No of the respondents
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From the above table and chart, it is identified that 48% of the respondents belongs tothe age of 25-35, 43% of the respondents belongs to the age of below 25 years, 7% of the respondents
belongs to the age of 35-45,and 25 of the respondents belongs to the age of above45.
EXPERIENCE OF THE RESPONDENTS :
Table
Attributes No of the respondents PercentageUpto 2 years 27 34%3 to 5 41 52%6 to 8 11 13%Above 9 years 1 1%
Chart
INFERENCE :
From the above table and diagram it is known that 52% of the respondents are having
3 to 5 years experience, 34% of the respondents are having upto 2 years experience, 13% of the
0
5
10
15
20
25
30
35
40
45
Upto 2 years 3 to 5 6 to 8 Above 9years
Percentage
No of the respondents
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respondents are having 6 to 8 years experience, and 1% of the respondents are having above 9 yearsexperience.
MONTHLY OINCOME OF THE RESPONDENTS:
Table
Attributes No of respondents PercentageBelow 5000 5 7%5000-10000 73 91%10000-15000 2 2%Aboe 15000 - -
Chart
INFERENCE:
From tha above table and chart, it is known that 91% of the respondents are getting5000-10000 salary, 7% of the respondents are getting below 5000 salary, 2 % of the respondents aregetting 10000-15000 salary
JOB SATISFACTION LEVEL OF THE RESPONDENTS:
0
10
20
30
4050
60
70
80
Below 5000 5000-10000 10000-15000 Aboe 15000
Percentage
No of the respondents
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Table
Attributes No of the respondents PercentageStrongly agree 64 80%Agree 16 20%Strongly disagree - -Disagree - -
Chart
INFERENCE:
The above table 80% of the respoindents are strongly agree the job satisfaction and 20% of therespondents are agree the job satisfaction.
AWARENESS ABOUT THE MOTIVATIONAL TECHNIQUES:
Table
0
10
20
30
40
50
60
70
Stronglyagree
Agree Stronglydisagree
Disagree
Percentage
No of the respondents
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Chart
INFERENCE:
From the above table 100% of the respondents are awareness about the varioustechniques of motivation.
KINDS OF MOTIVATION PROVIDING BY THE ORGANISATION:
Table
Attributes No of the respondents PercentageMonetary benefits 27% 34%
Non monetary benefits 53% 66% None - -
0
10
20
30
40
50
60
70
80
90
1 2
No
yes
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Chart
INFERENCE:
From the above table 66% of the respondents are like monetary benefits and 34% of the respondents are like non-monetary benefits.
MONETARY BENEFITS IN THE ORGANISATION:
Table
Attributews No of the respondents PercentageBonus 14 17%Incentives 13 16%Increment 12 15%
None 41 52%
Chart
0%
20%
40%
60%
80%
100%
120%
140%
Monetarybenefits
Non monetarybenefits
None
Percentage
No of the respondents
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INFERENCE:
From the above table 52% of the respondents are none,17% of the respondents arelike bonus,16% of the respondents are like incentives, 15% of the respondents are like increment.
NON-MONETARY BENEFITS IN THE ORGANISATION:
Table
Attributes No of the respondents PercentagePromotional opportunities 20 25%Gift voucher 21 27%Certificates 30 37%Leave with salary 9 11%
Chart
0%
500%
1000%
1500%
2000%
2500%
3000%
3500%
4000%
4500%
B o n u
s
I n c e
n t i v e
s
I n c r
e m e n
t N o
n e
Percentage
No of the respondents
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INFERENCE:
From the above table 37% of the respondents are like certificates, 27% of therespondents are like gift voucher, 25% of the respondents are like promotional opportunities, and 11% of the respondents are like leave with salary.
MOTIVATION INCREASES PERFORMANCE TOWARDS THE JOB
Table
Attributes No of the respondents PercentageYes 80 100%
No - -
Chart
0
5
10
15
20
25
30
35
Promotionalopportunities
Gift voucher Certificates Leave withsalary
Percentage
No of the respondents
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INFERENCE:
From the above table and diagram it is inferred that all the employees are felt thatmotivation increases performance towards their job.
MOTIVATED EMPLOYEE WILL INCREASE THE PRODUCTIVITY LEVEL
Table
Attributes No of the respondents PercentageYes 80 100%
No - -
Chart
0
10
20
30
40
5060
70
80
90
No of the respondents Percentage
No
Yes
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INFERENCE:
From the above table and chart it is understood that, all the employees informed thatmotivation will increase the productivity level of the organization.
KINDS OF MOTIVATION EMPLOYEE LIKE MOST
Table
Attributes No of respondents PercentageMonetary enefits 40 50%
Non monetary benefits 40 50%
Chart
0
10
20
30
40
5060
70
80
90
No of the respondents Percentage
No
Yes
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INFERENCE:
From the above table and diagram, it is inferred that 50% of the respondents are likemonetary benefits and 50% of the employees are like non monetary benefits.
TIME DURATION TO GIVING MOTIVATIONAL OPPORTUNITIES TO THE EMPLOYEES
Table
Attributes No of the respondents Percentage3 months once 44 55%6 months once 22 28%Yearly once 9 11%
None 5 6%
Chart
0
10
20
30
40
5060
70
80
90
No of therespondents
Percentage
Non monetarybenefits
Monetary enefits
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INFERENCE:
From the above table and chart inferred that it is 55% of the respondents are 3months once duration, 28% of the respondents are 6 months once duration,11% of the respondents areyearly once duration,and 6% of the respondents are none duration.
SATISFACTION LEVEL ABOUT MOTIVATIONAL OPPORTUNITIES :
Table
Attributes No of respondents PercentageHighly satisfied 80 100%
Satisfied - -Highly dissatisfied - -Dissatisfied - -
Chart
0
5
10
15
20
25
30
35
40
45
50
3 monthsonce
6 monthsonce
Yearlyonce
None
Percentage
No of therespondents
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INFERENCE:
From the above table and diagram denoted 100% of the respondents are highsatisfied.
EMPLOYEES HAVING AWARENESS ABOUT MOTIVATIN:
Table
attributes No of the respondents PercentageYes 80 100%
No - -
Chart
01020304050
60708090
H i g h l y
s a t i s
f i e d
S a t i s
f i e d
H i g h l y
d i s s
a t i s f i
e d
D i s s a t i s
f i e d
Percentage
No of therespondents
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INFERENCE:
From the above table and diagram, inferred that 100% of the respondents areawareness about the motivation.
Table
Attributes No of the respondents PercentageHR 34 42%Production 19 24%Finance 21 27%Marketing 6 7%
Chart
0
10
20
30
40
5060
70
80
90
No of the respondents Percentage
no
yes
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INFERENCE :
From the above table and diagram inferred that 42% of the resp[ondents are HR department, 27% of the respondents are finance department,24% of the respondents are productiondepartment,7% of the respondents are marketing department.
FACTOR INFLUENCING MOTIVATIONAL OPPORTUNITIES
Table
Attributes No of the respondents PercentageImproper communication 28 35%Relationship betweensuperior&subordinates
32 40%
Lacking of employees interest 12 15% None 8 10%
Chart
0
5
10
15
20
25
30
35
40
HR Production Finance Marketing
Percentage
No of therespondents
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INFERENCE:
From tha above table and chart inferred that 40% of the employees are influenced byrelationship between superiors and subordinates, 35% of the respondents are influenced byimproper communication, 15% of the respondents are influenced by lacking of employees interest,10% of the respondents are influenced by none.
FINDINGS
1. Most of the respondents are married.2. Most of the respondents are finished schooling.3. Most of the respondents age are 25-35.4. Most of the respondents are 3-5 years exoerience.5. Most of the respondents incomes are 5000-10000.
6.
Most of the respondents are strongly agree the job satisfaction.7. Most of the respondents are know about the motivational techniques in the organization.8. Most of the respondents are know about the various techniques of the motivation.9. Most of the respondents are like non monetary benefits.10. Most of the respondents are increase the performance towards the job.11. Most of the respondents are highly motivated employee will increase the productivity
level.12. Most of the respondents are like monetary and non monetary benefits.13. Most of the respondents motivation time duration is yearly once in the organization.14. Most of the respondents are highly satisfied about the motivational techniques.15. Most of the employees are having awareness about the motivation.
0
5
10
1520
25
30
35
I m p r o p e r
c o m m u n
i c a
t i o n
L a c
k i n g o
f
e m p
l o y e e s
i n t e r e s
t
Percentage
No of therespondents
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16. Most of the production department employees are get motivational opportunities.17. The improper communication is influence for the motivational oppoetunities.
SUGGESTIONS
The management has to provide motivational facilities for employees.
The management should allow express the opinion of their employees.
Advertisement is required to attract more customers.
The management can enter into other types of oils production also because of capabilities.
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CONCLUSION
It is concluded that this study helped me to identify the overall process of S.V.S Veg oil
Refinery and flow of activities in all departments are smooth. I got practical knowledge of all
functions happening in the company and it helps me to how company manage those functions
efficiently.
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QUESTIONAIRE
1. Name :
2. Gender :
3. Marital status
a) Married b) Unmarried
4. Qualification
a) Schooling b) College c) Professional d) Others
5. Age:
a) Below 25 years b) 25-35 c) 35-45 d) Above 45
6. Experience:
a) Upto 2 years b) 3to5 c) 6to8 d) Aboe 9 years
7. Monthly income:
a) Below 5000 b) 5000to10000 c) 10000to 15000 d) Above 15000
8. State your level of satisfaction about your job?
a) Strongly agree b)Agree c)Strongly disagree d)Disagree
9. Do you know the motivational techniques followed in your organization?
a) Yes b) No
10. Do you know about the various techniques of motivation?
a) Yes b) No
11. Which kinds of motivation providing by your organization?
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a) Monetary benefits b) Non monetary benefits c) None
12. What are all the monetary befits provided in your organization?
a) Bonus b) Incentives c) Increment d) None
13.What are all the non monetary benefits provided in your organizations?
a) Promotion opportunities b) Gift voucher c) Certificates d) Leave with salary
14. Is the motivation increases performance towards your job?
a) Yes b) No
15. Do you think that a highly motivated employee will increase the productivity level?
a) Yes b) No
16. What type of motivation the employees mostly like?
a) Monetary benefits b) Non-Monetary Benefits
17. The time duration to giving motivational opportunities to the employees?
a) 3 months once b) 6 months once c) Yearly once d) None the these
18. State your satisfaction level about the motivational opportunities ?a) Highly satisfied b) Satisfied c) Highly dissatisfied d) Dissatisfied
19. Whether all the employees having awareness about motivation ?
a) Yes b) No
20. Which department employees get motivational opportunities?
a) HR b) Production c) Finance d) Marketing
21. Which factor influencing motivational opportunities?
a) Improper Communications b) Relationship between Superiors & Subordinates
c) Lacking of employees interest d) None
22. What are the motivations you feel should be improved? Kindly specify
_____________________________________________________
_____________________________________________________
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