Employee Motivation

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD
2013
ABSTRACT
The study is about Employee Motivation, which refers to motivate the employees at work place. The study is to find out whether the employees are satisfied with the motivational methods of M.R.K Co Operative Sugar mills Limited and what are the strategies adopted by the organization to retain employees.
The research methodology used in this study is both descriptive and exploratory. Exploratory research was conducted by collecting secondary data such as previous records, websites, books, magazines, journals, articles. The descriptive research was conducted through direct interviews questionnaire with respondents. Research design
was undertaken to access the employees of M.R.K Co Operative Sugar mills Limited. The respondents are employees of M.R.K Co Operative Sugar mills Limited at sethiyathope. The sample size was 50. The data was analyzed by cross tabulation, pie charts, and bar charts, Chi-square test.
Ultimately most of the employees are satisfied with the Employee Motivation system. And the strategies and practices adopted by the organization are good.
DEPARTMENT OF BUSINESS ADMINISTRATION
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD CHAPTER I
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INTRODUCTION
1.1 ABOUT THE TOPIC Human beings are a resource to an organization. Like another resource they represent an investment whose development and utilization require proper managing. There is a fundamental trust the people are organizations most important assets. Performance results from the interaction of physical, financial and human resource. The first two are inanimate; they are translated into productivity only when human element is introduced. In dealing with employees, however an intangible factor of will, violence or freedom of choice is introduced, and workers can increase or decrease their productivity as they choose. This human quality gives rise to need for motivation. Motivation is one of the most important factors affecting human behavior. Motivation not only affects other factors like perception and Learning but also affect the total performance of an individual in organizational setting. This is the reason why managers attach great importance to motivation in an organization. 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 reached, 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 to management, where by the needs and motivations of employees become the primary focus of managers (Bedeian, 1993).
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1.2 COMPANY PROFILE
The Sugar Mill was registered under Tamil Nadu Cooperative Society Act 1961 by commissioner of sugar, Chennai with Registration o. D.S7/1987. This mill was started its function from 25.11.1987. Raw sugarcane obtained from the nearby areas 2.5Kms. Total area factor is 95.26 acres. The production capacity of the mills is 2500 tons of per day.
It is situated at Sethiathope, CuddaloreDist, TamilNadu. Normally the Crushing period starts from October to November.Their crushing time of minimum of 160 days and maximum of 180 days per every season. Every season they are crushing minimum of 4,00,000tones of cane. Maximum recovery they reach at 8.33% per every season.
Productivity norms are fixed by the sugar board headed by the commissioner of sugar. Under the control of Tamil Nadu Sugar Corporation of 16 co-operative sectors and 3 public sectors. There are several, varieties of Cane are used to produce a sugar. 1. 2. 3. 4. 5. 6. COC86032 COC97009 COC98061 COC99061 CO86249 CO8021
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7. 8. 9. 10.
COC90063 COS195071 COS198071
CO-GENERATION
The government of Tamil Nadu has permitted the mills to go in for generating a cogeneration for plant. The industry eared additional income of generating co-gen.
Installed capacity of co-gen 7.5 mega watts for Factory consumption they used 2.5 mega watt of co-gen and the remaining 5 Mega watt co-gen, the use 3 Mega watt of power is supply to the TNEB per day. The export, 60,000 units of power to TNEB Factory generate 52 Tons of steam per hour. 17 tons of steam is used for mill drives and 22 tons of power for factory and 13 tons of power for process. CO-GEN PROCESSING Cane Baggage BoilerStream generate BI-PRODUCT UTILISATION In a sugar factory, nothing is treated as a waste. Every is used as a bi produce for manufacturing. BI PRODUCTS ARE 1. Biogases It is used as a raw material for generating co-gen It is also utilized as raw material for manufacturing paper. DEPARTMENT OF BUSINESS ADMINISTRATION 4|Page
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2.
Molasses It is utilized for spirit & send to distillery. It is also utilized for cattle field and IdhayamNalaiainnar and also used for manufacturing
chocolate. ECI parry chocolate manufacture (or) purchase molasses front sugar factory. 3. Press Mud It is used as fertilizers for producing cane. Farmers purchase pre mud from the sugar factory waste into source is a Mantra. In every sugar factory.Due to the presence of this sugar mills.Sethiathope has gained on industrial status. Area of Operation The area of operation of mills entire taluk of Chidambaram and Kattumannarkoil, as detailed below,
SL.NO 1 2 3 4 5
CHIDAMBARAM TALUK Bhuvanagiri Sethiathop Thirvakulam Paragipettai Chidambaram
KATTUMANNARKOIL TALUK Sri Mushnam Kumarachi KattumannarKoil T. Puthoor Udayarkudi
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FUNCTIONAL DEPARTMENT
The following are the functional department which are efficiently operating in the mill Administrative and Accounts department Cane department Engineering department Manufacturing department
The man power strength, surplus and vacancy position of mills as on 31.05.2004 are as follow: Approved Sl.No Department Strength 1 2 3 4 5 6 7 Administration Account Cane Engineering Manufacturing Supervisory staff Officers Total 54 14 93 197 77 25 35 495 Position 72 19 114 183 58 12 33 491 10 1 15 43 29 14 5 117 28 6 36 29 10 1 3 113 In Vacant Surplus
In addition to this, 117 casual laborers called N.M.Rs are in the mills lists, who are employed during the season on the basis of daily requirement. DEPARTMENT OF BUSINESS ADMINISTRATION 6|Page
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SALIENT FEATURES OF THIS ORGANIZATION
In Tamil Nadu, M.R.K Co-operation sugar mill is a pioneer plant for co-generating. It also used as a capital for this productive purpose. They supply 50,000 unit of power to the TNEB per day. It provides additional income to this mill of cost Rs. 23 lakes per year. One of the salient feature of this mills they use their wastages into source. For e.g. Molasses are utilized for chocolate manufacturing and spirit manufacturing. It is also export item which is exported to various foreign countries.
Bagasse is used as raw material for generating Co-Generation. It will enter to get addition income to this mill. Press mud is sued for dfert9ilizers for cultivation purpose. One of the salient feature of this mill is they are entered into in house cultivation programme in effective way. One of the feature of this mill is crushing over the above 4 lakes of cane every season or every year.
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ORGANIZATIONAL CHART
Administration
Office Manager Chief Accountant
Chief Welfare Officer
Chief Chemist Officer
Chief Engineer
Chief Cane
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FACTORY LAYOUT
Cane Yard
Weight Bridge
Cane Carrier Crystallizer Centrifugals Mill
Certification
Crystallizer Centrifugals Hopper
Evaporation
Graders Bins & Godowns
Pans
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1.3 RESEARCH PROBLEM
The research problem in this study is associated with the motivation of employees of
M.R.K Co Operative Sugar mills Limited. There are a variety of factors that influence a
persons level of motivation. Some of these factors include 1. The pay and benefits 2. The perceived fairness of promotion system within a company 3. Quality of the working conditions 4. Leadership and social relationships 5. Employee recognition 6. Jobsecurity 7. Career development opportunities etc. Motivated employees are a great asset to any organization. It is because the motivation and JobSatisfaction is clearly linked. Hence this study is focusing on the employee motivation inthe organization.
1.4 SIGNIFICANCE OF THE STUDY:
The study is intended to evaluate motivation of employees in the organization. A good motivational program is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization. The organizations can achieve the efficiency also to develop a good organizational culture.
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programs and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.
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1.5 OBJECTIVES OF THE STUDY:
To analyze and examine the effectiveness of Motivation Programmes in M.R.K Co Operative Sugar mills Limited To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. To study the effect of job promotions on employees. To study the employees opinion on the Motivation in M.R.K Co- Operative Sugar mills Limited
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1.6 LIMITATIONS OF THE STUDY:
The project is done for the period of 30 days the information gathered may not be cent percent accurate and thus have the following limitations.
1. This study covers those employees who are working at MRK Sugar Mills. 2. The understand and knowledge may vary from person to person. The replied gives by the respondents are taken for granted, though they are not uniform. 3. Since names are mentioned in most of questionnaires, most of the employees answered favorable to the company. This might have led to wring finding in the study. 4. The interpretation being based on percentage method is not definite. 5. The report is subjects to changes with fast changing scenario.
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CHAPTER II REVIEW OF LITERATURE
Rensis Likerthas called motivation as the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates. It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed .A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase
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efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities.
The concept of motivation:
The word motivation has been derived from motive which means any idea, need or emotion that promotes a man into 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. There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior.
Meaning of motivation:
Motivation has been variously defined by scholars. Usually one or more of these words are included in the definition: desires, wants, aims, goals, drives, movies and incentives. Motivation is derived from the Latin word Move on which means to move. Human motives are internalized goals within individuals. A motive is an inner state that energies activates, or moves and directs or channels behavior towards goals.
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Definition: 1. Motivation is the complex forces starting and keeping a person at work in the organization. 2. Motivation is the various drives within or environmental forces surrounding individual that stimulate or attract them in a specific manner. 3. Motivation is the art of understanding motives satisfying them to direct and sustain behavior towards the accomplishment of organization goals. 4. Motivation is the process of operating organizational conditions which will impel employees of any emotion or desire operation ones will and prompting or driving at it to action. Motivation consists of the three interaction and interdependent elements of needs, drives and goals. Needs: These are the deficient, and create whenever there is a physiological or psychological imbalance. Drive or motives: These are set to alleviate needs. These are action oriented and provide an energizing thrust toward goal accomplishment. They are the very heart of the motivation process. Goal: Goals are anything which will alleviate a need and reduce a drive. Nature of motivation: Following are some of the characteristics of motivation derive from the definitions given by various authors.
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1. Based on motives: Motivation is base on individuals motive which are internal to individual. These motives are in the form of feeling that the individual lacks something. 2. Goal directed behavior: Motivation Leads to goal directed behavior. A goal directed behavior is one which satisfied the causes for which behavior takes place. Motivation has profound influence on human behavior. 3. Related to satisfaction: Motivation is related to satisfaction. Satisfaction is refers to the contentment experiences of an individual which we derives out of needs fulfillment. 4. Complex process: Motivation is a complex process; complexity emerges because of the nature if needs a types of behavior that need attempted to satisfied those needs. Significance of Motivation: Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated. 1. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labors turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.
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5. The number of complaints and grievances will come down. Accident will also be low. 6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.
Types of needs: There are many needs which an individual may have and there are various ways in which may be classified? Needs may be natural, biological phenomenon in an individual or these may develop over the period of time through learning. Thus, need may be grouped into 3 categories:
1. Primary need 2. Secondary need 3. General needs
1) Primary needs: These are also known as physiological, biological, basic, or unclear needs. These needs are common in human beings through their intensity differs. 2) Secondary needs: As contrast to primary needs, these are not natural but are learned by the individual through experience and interaction. Emergency of these needs depends in learning. 3) General needs: Through a separate classification for general needs is not always given, such a category seems necessary because there are a number of needs which lie in the grey area between the primary and secondary needs. In fact, there are certain needs such as need for competence, curiosity, manipulation, affection, etc.
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Theories of Motivation:
Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six major approaches that have led to our understanding of motivation are McClellands Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. McClellands Achievement Need Theory: According to McClelland there are three types of needs Need for Achievement (n Ach): This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement. Need for Power (n Pow): It is the desire to control the behavior of the other people and to manipulate the surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style.
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Need for affiliation (n Aff): It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.
Behavioral Modification Theory: According to this theory people behavior is the outcome of favorable and unfavorable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives. More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior. The water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise.
Abraham Maslow's hierarchy of human needs :

This theory is the most widely discussed theory of motivation. The theory can be summarized as thus: Human beings have wants and desires which influence their behavior; only unsatisfied needs can influence behavior, satisfied needs cannot. Since needs are many, they are arranged in order of importance, from the basic to the complex.
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The person advances to the next level of needs only after the lower Level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show. The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as
follows:
Self actualization Self esteem Social Safety & security Physiological

J.S Adams Equity Theory :
Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation. Vrooms Expectation Theory: Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.
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Two Factor Theory: Douglas McGregor introduced the theory with the help of two views; X assumptions are Conservative in style Assumptions are modern in style. X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. People prefer to be directed
Y Theory People view work as being as natural as play and rest People will exercise self direction and control towards achieving objectives they are Committed to People learn to accept and seek responsibility.
Types of motivation: There are 2 types of motivation. They are 1. Positive motivation. 2. Negative motivation. Positive motivation is a process of attempting to influence others to do your will through the possibility of gain or reward. Incentive motivation is the pull mechanism. Negative motivation or fear motivation is based force or fear. Fear causes person to act in a certain way because they are afraid of the consequences if they dont Fear motivation is the push mechanism. The objective of motivation is to create condition in which people are willingly to work with zeal, initiative, interest and enthusiasm, with a high personal and group.
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Moral satisfaction with a sense of responsibility, loyalty and discipline and with pride and confidence in a most cohesive manner so that the goal of an organization are achieved effectively.
EMPLOYEE MOTIVATION IN THE WORK PLACE: The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motive employees. To understand motivation one must understand human nature itself. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite of effective employee motivation in the workplace and therefore effective management and leadership. Motivation is the key to performance improvement: Performance is considered to be a functional improvement: Job performance =f (ability) (motivation) Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand it can be improved quickly. As a guideline, there are broadly 7 strategies for motivation. Positive reinforcement Effective discipline and punishment Treating people fairly Satisfying employee needs Setting work related goals Restructuring job Based rewards on job performance 22 | P a g e
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Basic principles to remember by manager for motivating employees:
1. Motivating employees starts with motivating yourself 2. Always work to align goals of the organization with goals of employees 3. Key to support the motivation of your employees understands what motivates each of them. 4. Recognize that supporting employees motivation is a process, not a task. 5. Support employees policies by using motivation by organization systems. Worker motivation must also be viewed from 2 perspectives: 1. Inner drive 2. Outer (external) motivators. A persons inner drives push and propel him/her towards an employer, a particular job, career, line of study, or other activity. The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the cream of the crop of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs individual workers have. Most workers need to: 1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel 2. Save for and enjoy old age security benefits 3. Have medical and other insurance coverage 4. Acquire friends at work 5. Win recognition
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6. Be acknowledge and rewarded for special efforts and contributions 7. Be able to advance in life and career-wise 8. Have opportunities for self-development 9. Improve their skills, knowledge, and know-how 10. Realize their ideal(s)
The employer responds to those needs by offering and providing: 1. Employment 2. Adequate pay 3. Assistance to workers for their special needs (such as child care arrangements, transportation, flexible work schedule). 4. Job security 5. Clear company policies 6. Clear and organized work procedures 7. A safe work environment 8. Medical coverage and other benefits 9. An atmosphere of team work and cooperation 10. Social activities 11. Reward and recognition programs 12. Open lines of communication programs 13. Systematic feedback 14. Motivation programs 15. Opportunities for promotion
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16. Company/business information 17. Information on customer feedback 18. Sharing of company goals and objectives 19. Information on the market situation and industry 20. Future expectations It is important that the employer discover other extraordinary needs applicants have before hiring them and know beforehand whether she/he can satisfy those needs or not. An employee may have: Family responsibilities and be unable to work shifts, over time, or weekends. Heavy financial responsibilities which he/she can meet only by working at 2 jobs, leading to exhaustion, sick leave, a deficient work performance A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions.
In addition to needs and drives, workers have expectations from their employer-they expect: A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job description Two-way communication Effective management and supervision Positive discipline Good company repute 25 | P a g e
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Good customer relations Company survival Opportunity for personal growth Company growth A share in the companys success.
Most of these needs, expectations and aspirations are unexpressed-it is up to the employer to develop a good system of company communications, employee relations, Motivation that will lead to an environment of openness, cooperation, team work, and motivation that will benefit all the parties involved. Motivational methods: 1. Building confidence: Facing a challenge, meeting it and mastering it help build confidence. 2. Team building: Team unite and work together when they identify a common purpose whether the aim is the tallest tower made out of newspaper, or a game of rounders on the park. Competition in teams or groups creates teams and ignites team effort 3. Coaching and Training: Games and activities provide a perfect vehicle for explaining the Motivation process (train the trainer for example) to managers, team leaders and trainers. 4. Personal motivation style and learning: Everyone is different. Taking part in new games and activities outside of the work situation illustrates peoples different strengths and working style preferences. Mutual respect develops when people see skills and attributes in others that they didnt know existed.
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5. Continual development: Introducing people, staff or employees to new experiences opens their minds to new avenues of personal development, and emphasizes the opportunity for continuous learning that is available to us all. 6. Improving empathy and communications for motivation To communicate we must understanding the other person. Empathy and intuitive skills are right-side brain of the brain, which we use when we communicate and understand others. Team activities and games promote communications and better mutual understanding-essential for good organizational performance.
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD CHAPTER III RESEARCH METHODOLOGY: Research: Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new facts in any branch of knowledge.
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Research Methodology: The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting and evaluating data. Methods are the ways of obtaining information useful for assessing explanations.
Design of Study: The Research Design undertaken for the study is Descriptive one. A study, which wants to portray the characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly qualitative in nature.
Data Collection Method: Survey method is considered the best method for data collection of data and the tools used for data collection are Questionnaire. This method is quite popular particularly in case of big enquires. Private individuals, research works, private and public organizations and even government are adopting it. DEPARTMENT OF BUSINESS ADMINISTRATION 28 | P a g e
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In this method a questionnaire is sent to the persons concerned with a request to answer and return the questionnaire. A questionnaire consists of a number of question involves both specific and general questions relating to needs for training. Sources of Data: The two sources of data collection are namely Primary & Secondary. Primary Data Questionnaires are prepared and personal interview was conducted. Most of the questions are consist of multiple choices. The structured interview method was undertaken. The interview was conducted in English as well as in Tamil. Proper care was taken to frame the interview schedule in such a manner it should be easily understood in view of educational level of the employees. Generally 30 questions are prepared and asked to the employees of the MRK Sugar Mills.
Secondary Data Secondary data was collected from Internets, various books, Journals, and Company Records. QUESTIONNAIRE CONSTRUCTION Questionnaires were constructed based on the following types Open ended questions Close ended questions Multiple choice questions
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Period of the Study: The period for the study is done for 4 weeks. Sample Design: Universe Sample Element Sample Size Sample Test Sample Media : 499 : Employees : 50 samples : Percentage Method : Questionnaire
Statistical tools used: o Percentage method
PERCENTAGE METHOD In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula No of Respondent Percentage of Respondent = Total no. of Respondents From the above formula, we can get percentages of the data given by the respondents. x 100
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CHAPTER-IV DATA ANALYSIS AND INTERPRETATION
Table 4.1: Gender of the respondent
S.NO 1 2
PARTICULAR Male Female TOTAL
FREQUENCY 43 07 50
PERCENTAGE 86.0 14.0 100.0
INTREPRETATION:
From the above table it is inferred that, 86% of the respondents are male, 14% of the respondents are female.
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Chart 4.1: Gender of the respondent
100 90 80 70 PERCENTAGE 60 50 40 30 20 10 0 Male GENDER Female
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Table 4.2: Age group of the respondents
S.NO 1 2 3
PARTICULAR 35 -45 Years 46 50 Years Above 50 Years TOTAL
FREQUENCY 25 13 12 50
PERCENTAGE 50.0 26.0 24.0 100.0
INTREPRETATION:
From the above table it is inferred that, 50% of the respondents are in the age group between 35 45 years, 26% of the respondents are in age group between 46 50 years, 24% of the respondents are in age group above 50 years.
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Chart 4.2: Age group of the respondents
50 40 PERCENTAGE 30 20 10 0 35 -45 Years 1 46 50 Years 2 AGE GROUP Above 50 Years 3
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Table 4.3: Educational qualification of the respondents
S.NO 1 2 3 4
PARTICULAR Below SSLC SSLC 12th STD Degree/Diploma Post-Graduation TOTAL
FREQUENCY 6 21 17 8 50
PERCENTAGE 12.0 42.0 34.0 12.0 100.0
INTREPRETATION:
From the above table it is inferred that, 42% of the respondents are in the qualification between SSLC 12Th standard, 34% of the respondents are degree / diploma, 12% of the respondents are belongs to post graduation, 12% of the respondents are in the qualification of below SSLC.
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Chart 4.3: Educational qualification of the respondents
45 40 35 30 25 20 15 10 5 0 Below SSLC SSLC 12th STD Degree/Diploma Post Graduation
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Table 4.4: Monthly salary drawn by the respondents
S.NO 1 2 3
PARTICULAR Rs. 5000 Below 5000 10000 Above 10000 TOTAL
PERCENTAGE 4.0 52.0 44.0 100.0
INTREPRETATION: From the above table it is inferred that, 52% of the respondents are in the monthly income between 5,000 10,000, 44% of the respondents are in the monthly income of above 10,000, 4% of the respondents are in the monthly income of below 5000.
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Chart 4.4: Monthly salary drawn by the respondents
45 40 35 PERCENTAGE 30 25 20 15 10 5 0 Below SSLC SSLC 12th STD Degree/Diploma Post Graduation EDUCATIONAL QUALIFICATION
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Table 4.5: Experience of the respondents
S.NO 1 2 3 4
PARTICULARS 5 Year and below 6 10 Years 11 15 Years 16 20 Years TOTAL
FREQUENCY 12 04 18 16 50
PERCENTAGE 24.0 08.0 36.0 32.0 100.0
INTREPRETATION:
From the above table it is inferred that, 36% of the respondents are in the work experience between 11 15 years, 32% of the respondents are in the work experience between 16 20 years, 24% of the respondents are in the work experience of below 5years, 8% of the respondents are in the work experience between 06 10 years.
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Chart 4.5: Experience of the respondents
40 35 30 PERCENTAGE 25 20 15 10 5 0 5 Year and below 6 10 Years 11 15 Years 16 20 Years AGE GROUP
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Table 4.6: Marital status of the respondents
S.NO 1 2
PARTICULAR Married Unmarried TOTAL
FREQUENCY 50 0 50
PERCENTAGE 100 0.0 100.0
INTREPRETATION: From the above table it is inferred that, 100% of the respondents are married.
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Chart 4.6: Marital status of the respondents
100 80 PERCENTAGE 60 40 20 0 Married MARITAL STATUS Unmarried
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Table 4.7: Family type of the respondents
S.NO
PARTICULAR
FREQUENCY
PERCENTAGE
Joint family
27
54.0
Individual family
23
46.0
TOTAL
50
100.0
INTREPRETATION: From the above table it is inferred that, 54% of the respondents are belongs to joint family, 40% of the respondents are belongs to individual family.
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Chart 4.7: Family type of the respondents
54 52 PERCENTAGE 50 48 46 44 42 Joint family FAMILY TYPE Individual family
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Table 4.8: Satisfaction of supporting of HR department
S.NO 1 2 3
PARTICULAR Satisfied Neutral Dissatisfied TOTAL
PERCENTAGE 48.0 40.0 12.0 100.0
INTREPRETATION: From the above table it is inferred that, 48% of the respondents are satisfied with the HR department, 40% of the respondents are neutral with the HR department, 12% of the respondents are dissatisfied with the HR department in supporting the employees.
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Chart 4.8: Satisfaction of supporting of HR department
50 45 40 35 PERCENTAGE 30 25 20 15 10 5 0 Satisfied Neutral SATISFICATION OF HR DEPT Dissatisfied
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Table 4.9: Management interest on motivation
S.NO 1 2 3 4
PARTICULAR Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL
FREQUENCY 22 18 08 02 50
PERCENTAGE 44.0 36.0 16.0 04.0 100.0
INTREPRETATION:
From the above table it is inferred that, 44% of the respondents are satisfied that management interest towards motivation, 36% of the respondents are neutral that management interest towards motivation, 16% of the respondents are dissatisfied that management interest towards motivation, 4% of the respondents are highly dissatisfied that management interest towards motivation.
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Chart 4.9: Management interest on motivation
45 40 35 PERCENTAGE 30 25 20 15 10 5 0 Satisfied Neutral Dissatisfied Highly dissatisfied
MANAGEMENT INTEREST ON MOTIVATION
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Table 4.10: Type of incentives received from the management
S.NO 1 2
PARTICULAR Financial Motives Non-Financial Motive TOTAL
FREQUENCY 28 22 50
PERCENTAGE 56.0 44.0 100.0
INTREPRETATION: From the above table it is inferred that, 56% of the respondents are receiving financial motives, 44% of the respondents are receiving non-financial motives by the organization.
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Chart 4.10: Type of incentives received from the management
60 50 PERCENTAGE 40 30 20 10 0 Financial Motives Non-Financial Motive INCENTIVE TYPE
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Table 4.11 Satisfaction of the incentives provided by the organization
S.NO 1 2 3 4
PARTICULAR Satisfied Neutral Dissatisfied Highly Dissatisfied TOTAL
FREQUENCY 20 25 03 02 50
PERCENTAGE 40.0 50.0 06.0 04.0 100.0
INTREPRETATION: From the above table it is inferred that, 50% of the respondents neutral with the incentives provided by the organization, 40% of the respondents satisfied with the incentives provided by the organization, 6%of the respondents are dissatisfied with the incentives provided by the organization, 4% of the respondents highly dissatisfied with the incentives provided by the organization.
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Chart 4.11 Satisfaction of the incentives provided by the organization
50 45 40 35 PERCENTAGE 30 25 20 15 10 5 0 Satisfied Neutral Dissatisfied Highly Dissatisfied
SATISFICATION LEVEL
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Table 4.12: Motivation increase the productivity
S.NO 1 2
PARTICULAR Yes No TOTAL
FREQUENCY 29 21 50
PERCENTAGE 58.0 42.0 100.0
INTREPRETATION:
From the above table it is inferred that,58% of the respondents are agree that motivation increase the productivity, 42% of the respondents are disagree that motivation does not increase the productivity.
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Chart 4.12: Motivation increase the productivity
70 60 50 PERCENTAGE 40 30 20 10 0 Yes OPINION No
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Table 4.13: Loyal valued and take care off
S.NO 1 2
FREQUENCY 27 23 50
PERCENTAGE 54.0 46.0 100.0
INTREPRETATION:
From the above table it is inferred that, 54% of the respondents are say yes that the company has the loyal value and caring, 46% of the respondents are say no that the company does not have the loyal value and caring towards the employees.
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Chart 4.13: Loyal valued and take care off
No
Yes
42
44
46
48
50
52
54
56
PERCENTAGE
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Table 4.14: Effective motivation leads to higher performance .

S.NO 1 2 3 4 PARTICULAR Agree Strongly Agree Neutral Dissatisfied TOTAL FREQUENCY 17 02 27 04 50 PERCENTAGE 34.0 04.0 54.0 08.0 100.0
INTREPRETATION:
From the above table it is inferred that, 54% of the respondents are neutral that effective motivation leads to higher performance, 34% of the respondents are neutral that effective motivation leads to higher performance, 8% of the respondents are dissatisfied that effective motivation leads to higher performance, 4% of the respondents are strongly agree that effective motivation leads to higher performance
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Chart 4.14: Effective motivation leads to higher performance
60 54 50 40 34 30 20 10 4 0 Agree Strongly Agree Neutral Dissatisfied
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Table 4.15: Reason for joining for the organization
S.NO 1 2 3 4
PARTICULAR Promotion Salary Working facility Environment TOTAL
FREQUENCY 08 28 10 04 50
PERCENTAGE 16.0 56.0 20.0 08.0 100.0
INTREPRETATION: From the above table it is inferred that, 56% of the respondents are joined in the organization for salary, 20% of the respondents are joined in the organization for working facility, 16% of the respondents are joined in the organization for promotion, 8% of the
respondents are joined in the organization for environment.
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Chart 4.15: Reason for joining for the organization
Environment, 8 Promotion, 16
Working facility, 20
Salary, 56
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Table 4.16: Relationship with the boss
S.NO 1 2 3
PARTICULAR Good Very good Neutral TOTAL
PERCENTAGE 74.0 16.0 10.0 100.0
INTREPRETATION: From the above table it is inferred that, 74% of the respondents are have good relationship with their boss and 16% of the respondents are having very good relationship with their boss and remaining 10% of the respondents are have neutral level relationship with their boss.
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Chart 4.16: Relationship with the boss
80 70 60 PERCENTAGE 50 40 30 20 10 0 Good Very good RELATIONSHIP WITH BOSS Neutral
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Table 4.17: Relationship with the co-workers
S.NO 1 2 3
PARTICULAR Good Very good Neutral TOTAL
PERCENTAGE 58.0 26.0 16.0 100.0
INTERPRETATION: From the above table its inferred that, 58% of the respondents are have good relationship with their coworker, 26% of the respondents are have very good relationship and remaining 16% of the respondents are have an neutral level of their relationship with Co workers.
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Chart 4.17: Relationship with the co-workers
60 50 40 30 20 10 0 Good Very good RELATIONSHIP WITH CO WORKER Neutral
PERCENTAGE
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Table 4.18: Career development support from supervisor/ management
S.NO 1 2
FREQUENCY 34 16 50
PERCENTAGE 68.0 32.0 100.0
INTREPRETATION: From the above table it is inferred that, 68% of the respondent are opinion that Management and supervisor are support for career development and remaining 32% of the respondents are opinion that Management and supervisor are not support for career development.
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Chart 4.18: Career development support from supervisor/ management
80 70 60 PERCENTAGE 50 40 30 20 10 0 Yes OPINION No
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Chart 4.19: Positive motivation at all time
S.NO 1 2
FREQUENCY 40 10 50
PERCENTAGE 80.0 20.0 100.0
INTREPRETATION: From the above table it is inferred that, 80% of the respondents are agreed that management do have positive motivation at all time and 20% of the respondents are not agreed that management do positive motivation at all time.
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Chart 4.19: Positive motivation at all time
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Table 4.20: Incentives and benefits will influence our performance
S.NO 1 2 3
PARTICULAR Influence Does not influence No opinion TOTAL
PERCENTAGE 46.0 12.0 42.0 100.0
INTREPRETATION: From the above table it is inferred that, 46% of the respondents are agreed that incentives and other benefits will be influence their performance and 42% of the
respondents are no opinion and remaining 12% of the respondents are opinion that does not influence.
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Chart 4.20: Incentives and benefits will influence our performance
No opinion
Does not influence
Influence
10
20
30
40
50
PERCENTAGE
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Table 4.21: Management decision making towards the department
S.NO 1 2
FREQUENCY 37 13 50
PERCENTAGE 74.0 26.0 100.0
INTREPRETATION:
From the above table it is inferred that, 74% of the respondents are opinion that management decision making towards the department and remaining 26% of the respondents are opinion that management decision making towards not the department.
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Chart 4.21: Management decision making towards the department
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Table 4.22: Periodical increase of salary
S.NO 1 2 3
PARTICULAR 1 Year 2 5 Year 10 Year TOTAL
PERCENTAGE 62.0 28.0 10.0 100.0
INTREPRETATION:
From the above table it is inferred that, 62% of the respondents are opinion that salaries increased in every year and 28% of the respondents are opinion that salary increased in 2-5 years of duration and remaining 10% of the respondents are have opinion that salary increased in 10 years of duration.
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Chart 4.22: Periodical increase of salary
70 60 50 PERCENTAGE 40 30 20 10 0 1 Year 2 5 Year INCREASE OF SALARY 10 Year
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Table 4.23: Performance appraisal activity are motivated
S.NO 1 2
FREQUENCY 26 24 50
PERCENTAGE 52.0 48.0 100.0
INTREPRETATION:
From the above table it is inferred that,52% of the respondents are opinion that performance appraisal activity are motivated and remaining 48% of the respondents are opinion that performance appraisal activity is not motivated.
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Chart 4.23: Performance appraisal activity are motivated
52 51 50 percentage 49 48 47 46 Yes opinion No
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Table 4.24: Company recognizes and acknowledges our work
S.NO 1 2
FREQUENCY 26 24 50
PERCENTAGE 52.0 48.0 100.0
INTREPRETATION: From the above table it is inferred that, 52% of the respondent are opinion that company recognize and acknowledge of their works and remaining 48% of the respondents are opinion that organization not recognize and acknowledge of their works.
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Chart 4.24: Company recognizes and acknowledges our work
52 51 50 49 48 47 46 Yes opinion No
percentage
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Table 4.25: Safety measures adopted by the organization
S.NO 1 2
FREQUENCY 26 24 50
PERCENTAGE 52.0 48.0 100.0
INTREPRETATION:
From the above table it is inferred that, 52% of the respondents are accepted that safety measures is adopted by the organization, and remaining 48% of the respondents are no accepting that safety measures is adopted by the organization.
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Chart 4.25: Safety measures adopted by the organization
52 51 50 49 48 47 46 Yes opinion No
percentage
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Table 4.26: Changes need for workplace
S.NO 1 2 3
PARTICULAR Agree Neutral Disagree TOTAL
FREQU0ENCY 16 28 06 50
PERCENTAGE 32.0 56.0 12.0 100.0
INTREPRETATION:
From the above table it is inferred that, 56% and 32% of the respondents are opinion that changes is expecting from workplace, and 12% of the respondents are not expecting the changes at workplace.
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Chart 4.26: Changes need for workplace
60 50 40 30 20 10 0 Agree Neutral CHANGES NEED FOR WORKPLACE Disagree
PERCENTAGE
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Table 4.27: Ranking the factors that motivate
S.NO 1 2 3 4 5
PARTICULAR Salary Increase Promotion Leave Motivational Talks Recognition TOTAL
FREQU0ENCY 12 07 06 10 15 50
PERCENTAGE 24.0 14.0 12.0 20.0 30.0 100.0
INTREPRETATION: From the above table it is inferred that, respondents are rating the present motivation factors are motivate that is
1. Recognition 2. Salary increase 3. Motivation talks 4. Promotion 5. Leave
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Chart 4.27: Ranking the factors that motivate
30 25 PERCENTAGE 20 15 10 5 0 Salary Increase Promotion Leave RANK THE FACTOR Motivational Talks Recognition
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CHAPTER- V FINDINGS 86% of the respondents are male 50% of the respondents are in the age group between 35 45 years were working in the company. 42% of the respondents are educationally qualified with 12Th standard. 52% of the respondents are drawing their monthly income between 5,000 10,000 by the company. 36% of the respondents have their work experience between 11 15 years in the company. 100% of the respondents are married. 54% of the respondents are belongs to joint family system. 48% of the respondents are satisfied with the HR department functioning. 56% of the respondents opinion that the management provides the financial motives. 50% of the respondents are satisfied with the incentives provided by the organization. 58% of the respondents are agreed that motivation increasing the productivity. 54% of the respondents are saying yes that the company has the loyal value and caring. 54% of the respondents are neutral that effective motivation leads to higher performance. 56% of the respondents are joined in the organization for salary aspect only. 74% of the respondents are having good relationship with their boss. 58% of the respondents are having good relationship with their co worker. 68% of the respondents opinion that, Management and supervisors were supporting for their career development. DEPARTMENT OF BUSINESS ADMINISTRATION 85 | P a g e
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80% of the respondents are agreed that, the positive motivation by the management work at all time.
46% of the respondents are agreed that incentives and other benefits were influencing their performance.
74% of the respondents opinion that while taking the decisions individual department suggestion should be considered.
62% of the respondents are agreed that the salaries were increased in year-by-years. 52% of the respondents opinion that performance appraisal activity are helps to motivated to their work.
52% of the respondent is accepted that the company recognizes and acknowledge of their works.
52% of the respondents are accepted that the good safety measures system is adopted by the organization.
56% of the respondents expectations were need changes in workplace environment.
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD CHAPTER VI SUGGESTIONS
2013
Most of the employees agree that the performance appraisal activities are helpful to get motivated, so the company should try to improve performance appraisal system,so that they can improve their performance.
Non-financial plans should also be implemented; it can improve the productivity level of the employees.
Organization should give importance to communication between employees and
gain co-ordination through it. Skills of the employees should be appreciated. Better carrier development opportunities should be given to the employees for their improvement If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD CHAPTER VII CONCLUSION
2013
The study concludes that, the motivational program procedure in M R K Co-Operative sugar mills Limited is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. Thus tudy was conducted among 50 employees and collected information through structured questionnaire. The Study helped to findings, which were related with employee motivational, programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD ANNEXURE I / QUESTIONNAIRE A STUDY ON STUDY EMPLOYEE MOTIVATION IN M.R.K CO-OP SUGAR MILLS LTD SETHIYATHOPE i. Name : ii. Gender : a) Male b) Female iii. Age : a) 18-25 b) 35-45 c) 41 50 d) Above 50 iv. Designation : v. Education qualification : a) Below SSLC b) SSLC 12th Std/ITI c) Degree/Diploma d) post graduation vi. Monthly salary : a) Rs 5000 Below b) 5000 10000 c) Above 10000 vii. Experience : a) 5 years and below b) 6 10 years c) 11 15 years d) 16 20 years e) Above 20 years viii. Marital status : a) Married b) Unmarried ix. Type of family : a) Joint family b) Individual family 2. Are you satisfied with the support from the HR department ? a) Satisfied b) Highly satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied DEPARTMENT OF BUSINESS ADMINISTRATION 89 | P a g e
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2013
3. Management is really interested in motivating the employee? a) Agree b) Strongly agree c) Neutral d) Dissatisfied e) Strongly disagree 4. Which type of incentives motivation you more? a) Financial motivates b) Non - Financial motivates 5. How far you are satisfied with the incentives providing in the organization? a) Satisfied b) Highly satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 6. Are you agree that motivation has increased your productivity? a) Yes b) No 7. Do you feel safe loyal valued and take care of? a) Yes b) No 8. Are you said effective motivation leading to higher performance? a) Agree b) Strongly agree c) Neutral d) Dissatisfied e) Strongly disagree 9. Why are you joining this organization? a) Promotion b) Salary c) Working facilities d) Environment 10. Which relationship with your boss? a) Good b) Very good c) Neutral d) Dislike 11. Which relationship with the co-workers? a) Good b) Very good DEPARTMENT OF BUSINESS ADMINISTRATION 90 | P a g e
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c) Neutral d) Dislike 12. Any career development support from supervisor or management? a) Yes 13. Are you agreed positive motivation will work all the time? a) Yes b) No 14. Do you think that the incentives and benefits will influence our performance? a) Influence b) Does not influence c) No opinion 15. Does the management involve you in decision making which are connected to our department? a) Yes b) No c) Occasionally 16. Any periodical increase in salary? a) 1 year b) 2 5 years c) 10 years d) Above 10 years 17. Performance appraisal activities are helpful to get motivated? a) Yes b) No 18. The companys attitude in recognize and acknowledge our work? a) Yes b) No 19. Good safety measures adapted in the organization? a) Yes b) no 20. What changes can be made to improve the work place environment? a) Agree b) Neutral 21. Rank the following factors which motivates you the most? ( rank 1,2,3,4.. respectively) S.NO 1. 2. 3. 4. 5. FACTORS SALARY INCREASE PROMOTION LEAVE MOTIVATIONAL TALKS RECOGNITION RANK
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD ANNEXURE I BIBLIOGRAPHY BOOKS REFFERED
2013
Wayne F. Cascio 2006, Managing Human Resources, TMH. Aswathappa, 2006, Human Resource Management, 4th edition, TMH K.Aswathappa, 2006, Organizational BehaviourText, Cases and games,
Himalaya Publishing House Curtis w. cook and Phillip L.Hunsaker, 2006, Management and Organizational Behaviour, Macgraw-Hill Irwin Jyothi P. and DN Venkatesh-2006, Human Resource Management, Oxford University press. HRM Review July 2010. by Dr.G C NAG Adjunct Professor, IBS Mumbai
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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD CHAPTER I

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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

1.2 COMPANY PROFILE

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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

COC90063 COS195071 COS198071

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

CHIDAMBARAM TALUK Bhuvanagiri Sethiathop Thirvakulam Paragipettai Chidambaram

KATTUMANNARKOIL TALUK Sri Mushnam Kumarachi KattumannarKoil T. Puthoor Udayarkudi

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

SALIENT FEATURES OF THIS ORGANIZATION

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

Office Manager Chief Accountant

Chief Welfare Officer

Chief Chemist Officer

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

Cane Carrier Crystallizer Centrifugals Mill

Crystallizer Centrifugals Hopper

Graders Bins & Godowns

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

1.3 RESEARCH PROBLEM

1.4 SIGNIFICANCE OF THE STUDY:

DEPARTMENT OF BUSINESS ADMINISTRATION

1.5 OBJECTIVES OF THE STUDY:

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

1.6 LIMITATIONS OF THE STUDY:

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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

CHAPTER II REVIEW OF LITERATURE

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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

The concept of motivation:

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A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

1. Primary need 2. Secondary need 3. General needs

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

Abraham Maslow's hierarchy of human needs :

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

Self actualization Self esteem Social Safety & security Physiological

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

DEPARTMENT OF BUSINESS ADMINISTRATION

A STUDY ON EMPLOYEE MOTIVATION IN MRK CO OPERATIVE SUGAR MILLS LTD

Basic principles to remember by manager for motivating employees:

DEPARTMENT OF BUSINESS ADMINISTRATION