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A PROJECT On

A STUDY ON EMPLOYEE MOTIVATION AT

Submitted in partial fulfillment of the requirement For the award of

MASTER DEGREE IN BUSINESS ADMINISTRATION


(Session 2008-2010)

Under Supervision of: Mr. ASHOK KUMAR Sr. H.R. Manager

Submitted By: KAPIL MALIK Roll No-820

PANIPAT INSTITUTE OF TEXTILE & ENGINEERING

KURUKSHETRA UNIVERSITY, KURUKSHETRA

DECLARATION

I Kapil Malik Roll no 820 M.B.A. final year (III semester) student of Panipat Institute of Engineering and Technology, Samalkha hereby declare that the project report entitled A STUDY ON EMPLOYEE MOTIVATION AT OSRAM is an original work and the same has not been submitted to any other institute for the award of any other degree. The suggestions as approved by the faculty are duly incorporated.

(Kapil

Malik)

MBA 820

ACKNOWLEDGEMENT
The Submission of this Project Report gives me an opportunity to convey my gratitude to all those whove helped me reach a stage where I had immense confidence to launch my career in the competitive world of Management. First and foremost, I would like to express my profound gratitude to Mr. Ashok Kumar (Sr. Manager, Osram Sonepat) for his guidance and encouragement without which the satisfactory completion of my project would not have been possible. They have been a constant source of inspiration to me, showing all the patience and abundant encouragement throughout the project duration. I pay my sincere thanks to Ms. Puja Walia (HoD M.B.A) for giving me opportunity to have practical exposure in a manufacturing concern which has added to my practical concepts in H.R.

Last but not the least I am also thankful to my Ms. Nidhi (faculty M.B.A) my honorable internal project guide who has been a constant source of inspiration to me.

(Kapil

Malik)

MBA 820

INDEX
Certificate Declaration Acknowledgement TABLE OF CONTENTS
CHAPTER CHAPTER- 1 Title 1.1 Introduction to industry 1.1.1 Competitors of Osram in India A. Philips Electric company B. Havells India Ltd. C. Surya Global Ltd. 1.2 Introduction to Osram 1.2.1Management of Osram 1.2.2 Osram in India 1.2.3 Osram India Pvt. Ltd. 1.2.4 Company Profile 1.2.5 History of Osram Page No.

1 2 2-3 4-5 6 7 8-9 10 12 13 14-16 17-18 19-22 23 23 23 4

1.2.6 Vision ,Mission & Values of Osram 1.2.7 List of Awards 1.2.8 Description of Products 2.1 Introduction to the topic 2.2 Motivation as a concept 2.3 Nature of Motivation

CHAPTER- 2

2.4 Objective of Motivation 2.5 Types of Motivation 2.6 Importance of Motivation 2.7 Steps of Motivation 2.8 Motivational Theories 2.9 Techniques of Motivation 2.10 2.11 Motivation & Performance Prevailing system of Motivation in Osram 2.11.1 Financial Motivators 2.11.2 Non-Financial Motivators
CHAPTER- 3

24 25-26 27 28-29 30-31 32-33 34 35 35 35-38 39 39 39-40 40 41 41 41 42-56 57-58 59 60

3.1 Research Methodology 3.2 Objective of study 3.3 Research Designs 3.4 Data Collection 3.5 Scope of study 3.6 Justification of study 3.7 Limitation 4.1 Data Analysis & Interpretation

CHAPTER - 4 CHAPTER- 5

5.1 Findings 5.2 Suggestion 5.3 Conclusion

Bibliography Questionnaire

LIST OF TABLES

Sr. no
Table: 4.1

Description
Percentage of Satisfied & Dissatisfied employees for working grade.

Page. No 42

Table: 4.2 Table: 4.3

Working environment in the organization. Percentage of response of employees for dyadic relationship.

43 45

Table: 4.4 Table: 4.5 Table: 4.6 Table: 4.7 Table: 4.8

Frequency of meetings organized by senior. Attention towards employees suggestions. Satisfaction regarding salary package. Satisfaction with employees benefit and Welfare. Percentage of response for the adequacy programmes. of Training

46 48 49 50 52

Table: 4.9

Percentage of response for Job rotation programs.

53

Table: 4.10

Percentage of response for disbursement of rewards.

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LIST OF FIGURES

Sr. No.

Description

Page. No.

Fig: 4.1 Fig: 4.2 Fig: 4.3

Percentage of Satisfied & Dis-satisfied employees for working grade. Working environment in the organization. Percentage of response of employees for dyadic relationship. Frequency of meetings organized by senior.

42 44 45 47

Fig: 4.4

Fig: 4.5

Attention suggestions.

towards

employees

48 49 51 52

Fig: 4.6 Fig: 4.7

Satisfaction regarding salary package. Satisfaction with employees benefit and Welfare. Percentage of response for the

Fig: 4.8

adequacy of Training programmes. Fig 4.9 Percentage of response for Job rotation programs. Fig: 4.10 Percentage of response for 55 disbursement of rewards.

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1.1

INTRODUCTION TO INDUSTRY

The lighting industry begins with invention of lamp by Edison in 1879. Edison invented lamp, gas lighting and established the lightning industry. Incandescent lamps was developed in the era to make light by using electricity to heat a thin strip of material (called a filament) until it gets hot enough to glow. Between the years 1878 and 1892 the electric light industry grow in terms of installed lights but shrinked in terms of company competition as both Thomas Edison and George Westinghouse determined to control the industry and its advancement. At that time following companies dominated the market. American electric company Brush electric company Edison electric light company Edison & swan united electric light company General electric company Swan electric light company Westinghouse Electric Company The emerging market of India is now also switching to energy-saving lamps. The research magazine Pictures of the Future reports that Osram has become the worlds first lamp manufacturer to participate in a United Nations climate protection program that involves exchanging used light bulbs for energy-efficient lighting units. The CFL lamps will lower electricity bills in hundreds of thousands of Indian households, while helping to stabilize the power outage-prone Indian power grid and reduce CO2 emissions. In return for providing this replacement service, Osram receives emission certificates from the UN that the company can sell as it wishes.

1.1.1 Competitors of Osram in India


As lightning industry has a vast coverage for the purpose of out line of the Industry a few companies has been chosen for this work.

A) Philips Electrical company (India) pvt. ltd.

Philips started operations in India at Kolkata (Calcutta) in 1930. Established as Philips Electrical Co. (India) Pvt. Ltd, the company comprised a staff of 75 and was a sales outlet for Philips lamps imported from overseas. In keeping with the Philips philosophy of promoting the industrial development of emerging economies, Philips India set up its first Indian lampmanufacturing factory in 1938 in Kolkata. Subsequently, Philips decided to produce radio receivers in India to make this product readily and widely available to the Indian consumer. In 1948, after the Second World War, Philips started manufacturing radios in Kolkata. The first valve-based Philips set was well received by the consumers. This was a major turning point for Philips India, and marked the beginning of the company's subsequent growth in the world of electronics. In 1957, the company is converted into a public limited company, renamed Philips India Ltd. In 1965 (3 April), the millionth Philips radio is manufactured in India. In the same year Philips pioneers the concept of son-et-lumiere shows in India with the installation of such a lighting and electro-acoustic system at the Red Fort in Delhi. In 1970 a new consumer electronics factory is started in Pimpri near Pune. Come 1982, Philips brings colour television transmission to India with the supply of four outdoor broadcast vans to Doordarshan during the IX Asian Games. The company also completes a prestigious turnkey project by handling the lighting and electro-acoustic installations of stadia built specially for the IX Asian Games. In 1983, Philips launches the Compact Disc and revolutionizes the way 9

the world listens to music. In 1985, Philips inaugurates its consumer electronics factory at Salt Lake, Kolkata.1993 sees Philips launching its domestic appliance business in India and in 1995 Philips introduces compact fluorescent lamps into the country. In 1996, the Philips Software Centre is established in Bangalore. In 1998, Philips launches Flat Televisions and CDrecorders - both firsts in India. As is seen, throughout the 1900s Philips continued to bring the Indian consumer new and innovative products backed by the latest technology and bearing the renowned Philips stamp of quality. Philips Lighting is a leading provider of solutions and applications for both professional and consumer markets. The Lighting sector is dedicated to introducing innovative end-user-driven and energy-efficient solutions and applications for lighting, based on a thorough understanding of the customer needs, both in public and private context with the new lighting technologies, such as LED technology, and the increasing demand for energy efficient solutions, Philips will continue shaping the future with groundbreaking new lighting applications. Philips address lighting needs in a full range of environments - indoors (homes, shops, offices, schools, hotels, factories, and hospitals) as well as outdoors (public places, residential areas and sports arenas). Philips also meet people's needs on the road, by providing safe lighting in traffic (car lighting and street lighting).

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B) Havells India ltd.


Havells India Ltd. is a billion-dollar-plus organization, and is one of the largest & India's fastest growing electrical and power distribution equipment manufacturer with products ranging from Industrial & Domestic Circuit Protection Switchgear, Cables & Wires, Motors, Fans, Power Capacitors, CFL Lamps, Luminaires for Domestic, Commercial & Industrial applications, Modular Switches, & Bathfittings covering the entire gamut of household, commercial and industrial electrical needs. Havells owns some of the prestigious global brands like Crabtree, Sylvania, Concord, Luminance, Linolite, & SLI Lighting. With 91 branches / representative offices and over 8000 professionals in over 50 countries across the globe, the group has achieved rapid success in the past few years. Its 8 state-of-theart manufacturing plants in India located at Haridwar, Baddi, Noida, Sahibabad, Faridabad, Bhiwadi, Alwar, Neemrana, and 7 state-of-the-art manufacturing plants located across Europe, Latin America & Africa churn out globally acclaimed products. Havells is a name synonymous with excellence and expertise in the electrical industry. Its 20000 strong global distribution network is prompt to service customers. The company has acquired a number of International certifications, like BASEC, CSA, KEMA, CB, CE, ASTA, CPA, SEMKO, SIRIUM (Malaysia), SPRING (Singapore), TSE (Turkey), SNI (Indonesia) and EDD (Bahrain) for various products. Today, Havells and its brands have emerged as the preferred choice of electrical products for discerning individuals and industrial consumers both in India and abroad. In an attempt to transform itself from an industrial product company to a consumer products company, Havells launched consumer electrical products such as CFLs, Fans, Modular Switches & Luminaires. The company has been consistent in its brand promotion with

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sponsorship of Cricket events like T20 World Cup, India-Australia Series and IPL Season 1 and 2. The company has also taken the initiative to reach directly to the consumers through "Havells Galaxy" a one stop shop for all electrical and lighting needs. Social and environmental responsibility has been at the forefront of Havells operating philosophy and as a result the company consistently contributes to socially responsible activities. For instance, the company is providing mid-day meal in government schools in Alwar district, covering 15000 students per day. Besides this company has acquired land for constructing a larger kitchen with all the modern facilities to serve freshly cooked food to 50000 students in the area. Havells runs a mobile Medical Van, equipped with a trained doctor and necessary medicines in the rural areas of Delhi & NCR for the very poor and needy villagers. Havells also set up free medical check-up camps. In the past also, the company has generously contributed to the society during various national calamities like the Bihar Flood, Tsunami and Kargil National Relief Fund etc. The essence of Havells success lies in the expertise of its fine team of professionals, strong relationships with associates and the ability to adapt quickly and efficiently, with the vision to always think ahead.

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C) Surya Global ltd

Surya is one of the foremost corporate conglomerates in the country. It is already a Rs. 8000 Million (178million US $ ) enterprise , and has set a target of Rs. 10000 Million (222 million US $ ) by the year 2002. Surya's products run across both industrial and household segment. Surya is the only lighting company of India with 100% backward integration. It is the single largest manufacturing company of Lamps in the country. The company also has one of the biggest steel tube manufacturing units in Asia. Surya maintains its leadership in the export of fluorescent tubes and has achieved high brand visibility in over 45 countries. Surya has also rightfully earned its place as a global player in the steel pipe industry. The company is one of the pioneers in this industry to have assimilated the concept of total quality management. No wonder, Surya possesses two state-of-the-art plants at Malanpur and Kashipur for lighting products set up in 1984 and 1992 respectively. Both the plants have deservedly won ISO 9002 certification. Surya GLS also conforms to prestigious European safety standard "CE". Surya Roshni has two subsidiaries abroad i.e. Surya Roshni, Inc. (incorporated in the state of New York, U.S.A) and Surya Roshni (H K) Ltd., HongKong .

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1.2 INTRODUCTION

TO OSRAM

OSRAM India is one of the leading lamp manufactures in the country. The innovative range of OSRAM comprises over 5000 lighting products. These products are available across the country from our sales offices and through our wide network of dealers/distributors. Currently OSRAM India has 43500 employees and turnover of Euros 4.6 billion approximately (to the end of September). The company is a pioneer of innovative and high quality products in General Lighting, Display Optics, Electronic Control Gear and Light Emitting Diodes (LED's). Lamps and lighting systems from OSRAM provide the basis for a beautiful view of things, ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years, OSRAM has been "passionate about intelligent light". As a globally operating company, we also explicitly encourage socially and environmentally responsible policies around the world as well as sponsoring art and culture at home and abroad.

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1.2.1 MANAGEMENT

OF OSRAM

Martin Goetzeler (CEO) Johannes Nrger (CFO)

Claus Regitz (CTO)

Charlie Jerabek
15

(President and CEO of OSRAM SYLVANIA)

Kurt Gerl (CSO & Executive Vice President HR)

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1.2.2 OSRAM

IN INDIA

OSRAM India is a young & vibrant company and started its operation in India in early 1994, it is wholly owned subsidiary of Osram Gmbh, Germany, which in turn is a group company of Siemens AG, Germany. With in one year of Osram entering India, the local manufactures of compact fluorescent lamps was commenced, followed by acquisition of ECE lamp division in oct 98, expanding the local production range to incandescent- and fluorescent lamps. Very soon Osram India will also be locally producing slim, energy efficient Tri-phosphor Lumilux plus Fluorescent lamps. OSRAM India is one of the leading lamp manufactures in the company. Light from Osram shines in all 32 states and union terrotories, currently Osram India has 1200 employees and sales of over I billion. The company is a pioneer of innovative products in General Lighting, Automative Lighting, Photo Optics and Electronic Control Gear. The OSRAM plant in Sonepat is the fourth in India and the seventh in the world to be awarded the Best4 (Business Excellence Sustainability Task) Integrated Management certification by

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RINA. This indicates compliance with international standards ISO 9001(quality), ISO 14001 (environment), OHSAS 18001 (health and safety) and SA 8000 (social accountability).

1.2.3 OSRAM

India Pvt. Ltd. Sonepat

The plant of OSRAMzx India Pvt. Ltd. Sonepat was established by Birla Group of company as ECE Industries Sonepat in the year 1973 in collaboration with M/s Tungsram, Hungary. It is situated 45 km from Delhi, in industries-oriented environment of Sonepat (Haryana). In Oct. 1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales and marketing operations in India. The company has got three regional offices at Bombay, Calcutta & Banglore in addition to 14 other distribution centers. The total turnover of OSRAM India Pvt. Ltd. were worth Rs.42 crore in acquisition, innovation and expansion has been regular feature of this plant. Currently a high speed CFL manufacturer line and slim tube manufacture line have been brought from (Germany). With this new induction, total investment at this to approximately Rs.100 crore.

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1.2.4 COMPANY PROFILE


OSRAM GmbH is one of the three leading lamp manufacturers in the word with its headquarter at Munich (Germany). It is a company working with strong international outlook, competent and farsighted management, and team spirit working, among 43500 employees throughout the world. The world wide sales for the year 2008 amount to approximately Rs 16,000 crore. Of this huge amount, 88% was earned outside Germany, which emphasizes the companys strong international existence. Today OSRAM is 103 years young the history of this world present giant can be traced back to year 1919, when three companies - AEG, Siemens & Halske AG, and Duetsche Gasgluhlicht (Auer Gasellschaft) - pooled their resources for producing filament lamps. Today, Siemens AG is the sole stakeholder in OSRAM GmbH. The OSRAM trademark was registered back in 1906, making it one of the oldest internationally recognized trade names. The name 'OSRAM' had been derived from "OSMIUM" and "WOLFRAM" the two German words for metals required for manufacturing the filaments. The division with largest turnover is general Lighting. Innovation products as halogen lamps, compact fluorescent lamps, and metal halide lamps continue to show healthy growth. OSRAM is today world's largest manufacturer of automotive lamps. It has also an excellent position in the field of photo optic lamps. As an ISO 9002 certified company; OSRAM has got 51 production facilities in 18 countries, catering the needs of customers in 146 countries. The company was awarded the technical Oscar in March 1988 by the academy of motion picture arts and science for the invention and continuous improvement in HMI lamps for the professional motion pictures. Currently,

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company is spending 4% of its turnover R&D activities. It is at top in Europe and second largest lamp producer in North America (as OSRAM SYLVANIA). In addition to Europe and North America, Asia is one of the most important growth centers for OSRAM's innovation products. Specially, in 1994 Indian subcontinent become a potential market for energy efficient lighting products. So, due to strong urge to explore the market here, OSRAM GmbH set up OSRAM India Pvt. Ltd. in 1994 for sales and marketing operations. The company has 100% foreign equity.

1.2.5

History of Osram

86.924: This was the register number in the Trademark Directory, the start of an exciting story in the history of German industry. It is one of the most traditional brand names in the world, synonymous with light around the globe and first saw the light of day one hundred years ago. On April 17, 1906 the brand name of OSRAM was entered in the Trademark Directory of the Imperial Patent Office in Berlin. Who would have thought 103 years ago that one day OSRAM will produce with more than 38.000 employees worldwide in about 49 production facilities in 19 countries sales of 4.3 billion euros? Who would have thought hundred years ago, that the electronic in light sources not exclusively in light emitting diodes (LED) and other opto-semiconductor products - will play a bigger role in the lighting market? The brand name of OSRAM was "born" in 1906 and registered by the Deutsche GasglhlichtAnstalt (also known as Auer-Gesellschaft). The world famous name from 1906 was created from the names of the two materials that were needed at the time to produce filaments initially Osmium and later Wolfram (or tungsten as it is now more commonly known). 13 years later (on July 1, 1919) it became part of a company name: OSRAM Werke GmbH Kommanditgesell- schaft. At the time, Auer-Gesellschaft, AEG and Siemens & Halske AG combined their lamp production activities; since 1978 Siemens has been the sole shareholder.

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In 1919, the world famous picture logo with the light bulb also made its first appearance. Today, the stylised lamp in our picture logo is a symbol not only for light but also for good ideas and our passion for intelligent light. In 1985 OSRAM integrates as the first manufacturer the electronic ballasts (ECG). Today OSRAM Dulux EL Longlife energy-saving lamps last ten years or more. And consume up to 80% less energy than ordinary light bulbs.

1.2.6

Vision, Mission and Values

Vision: - The expectations and targets of company are reflected in its policy and continuous
efforts for expanding its share in the market. The OSRAM India Vision 2005 proves to be the statement of its goals and would shape its future in India. The highlights of OSRAM India Vision 2005 are: OSRAM No.-2 in lamps business in India. OSRAM India sales over INR 3 billion. OSRAM India leader in CFL, FO and ECG. OSRAM the most respected brand name in the country. OSRAM products available in all parts of India. Cost leadership in halogen, TS Luminux, CFL, NAV super and HQL.

Mission:Better Technology Better Quality

Better Tomorrow 21

VALUES OF THE COMPANY


a. Customer Satisfaction. b. Commitment to Total Quality. c. Cost and Time Consciousness. d. Innovation and Creativity. e. Trust and Team Spirit. f. Respect for the Individual Integrity. g. Customer Satisfaction. h. Commitment to Total Quality.

Transforming VISION into REALITY


Team of highly motivated and entrepreneurial staff with continuous learning and training. Product availability at competitive cost through local world-class production of focus items of high quality. Brand awareness via mass media a point of sale and innovative image through seminars and technical workshop. Total quality management. Widespread sales and distribution network to cover the entire country and make OSRAM lamps available in over 100000 retail outlets. Our passion of customer satisfaction withholding out motto We wont let you down.

QUALITY POLICY
Management is committed to 22

The company provide best quality and service to the customers from the beginning. The company strive for continuous improvement and show zero tolerance to defects. The company set priorities and are consistent in achieving our targets. The company focus is driven by the customers` expectations. The company encourage and honor initiative, creativity and commitment. The company build on the capabilities of each other and value working in teams.

SAFETY POLICY
OSRAM has always focused on high product quality & the health & safety of the customer and its products. The new directive on the product safety, which came into force on jan 15, 2004 creates the same condition in all EU member states & standardises the safety requirement relating to products. The directives promises greater safety and transparency for the consumer. To meet our obligation arising from this directive, the company provide information on our products on themselves, on the packaging and on the leaflets enclosed with the products. Because there are so many different language in the EU we use.

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1.2.7

LIST OF AWARDS

The awards we have already received recognising our activities show that responsible environmental protection pays in many ways.

May 2004 - Presentation of the Bavarian Energy Award by the Ministry of Trade and Commerce for the sustainable energy concept in the production of LEDs.

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July 2003 OSRAM shape the future of light

In the corporate culture of OSRAM Opto Semiconductors, the most important characteristic is innovation. It provide a workplace atmosphere in which innovation is encouraged offering the employees the freedom to develop new lighting solutions. The experience of working in a highly creative atmosphere, each day coupled with the intuition, inspiration and enthusiasm of every individual ensures that our lighting ideas are always a step ahead. vironment Award by the City of Regensburg.

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Osram Opto Semiconductors is a member of the Bavarian Environmental Pact. Its goal is to raise the ability of business to innovate and to promote environmentally sound economic growth following the principle of sustainability

1.2.8

DESCRIPTION OF PRODUCTS

Osram India Pvt. Ltd. has taken over lamp division of ECE industries limited satiated at Sonepat (Haryana) on Oct 1998. Osram India Pvt. Limited is now owner of the factory. Here different luminary products are manufactured in the following plants:-

PRODUCT OF GLASS PLANT


(1) Glass shells (2) Tubular shells 60 mm round and 60 mm mushroom 36.2 mm to 38 mm diameter.

PRODUCT OF LAMP PLANT


(1) Fluorescent tubes 02 feet and 04 feet

PRODUCT OF COIL PLANT


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(1) Filament and lead in wire Now total production of fluorescent of fluorescent tubes is about 900000 tubes per month and different kinds of GLS production is about 3100000 bulbs per month.

PRODUCTS OF GLS PLANT


(1) BC, CC, GLS (2) BC, SC, GLS, MW (3) ES, SC, GLS, HW 25W, 100W (230 volts) 150W, 200W (250 volts) 300W, 500W (250 volts)

Incandescent lamps Tungsten halogen lamps Compact fluorescent lamps/Energy saving lamps Fluorescent lamps High intensity discharge (HID) lamps Special lamps Display and signal lamps and lamps for traffic light installations LED systems Automotive lamps

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Display/Optic UNDER CONSTRUCTION Control gears Luminaires

Home Lighting
Incandescent lamps count as so-called temperature emitters. The coil, consisting of tungsten wire is brought to glow through an electrical current and thus will gleam. Incandescent lamps are dimmable without restrictions and possess a life duration of about 1000 hours. This corresponds to 1 year at the typical burning rate of 2 hours/day in a private household. Incandescent lamps Tungsten Halogen lamps Energy-Saving Lamps

Luminaires
Our fundamental knowledge on the interaction of lamps and electronical control gear leads to the exemplary luminaries of OSRAM. Result of our development are luminaries with more comfort, more security and less energy consumption. And a timelessly beautiful design. This is how our lighting ideas conquer various application areas in known OSRAM quality.

Automotive Lighting
We are number 1 in the world in automotive lamps. The Automotive Lighting division contributed 16 percent to OSRAM sales during the year under review 2004. For this reason this 28

division is our second largest business sector. The product range includes 400 lamp types for cars, trucks, motorcycles and bikes, manufactured in America, Europe and China.

General Lighting
The General Lighting section is a real heavyweight at OSRAM with 51 percent of sales. From factory buildings to department stores, from mines to oil platforms, from housing to the street: all are covered by General Lighting. Tungsten Halogen Lamps Compact Fluorescent Lamps Fluorescent Lamps High pressure discharge lamps UV/IR

Electronic Control Gear


OSRAM develops and manufactures electronic control gear (ECG) for the various types of lamps in order to provide optimal functionality of each lamp/control gear system: QUICKTRONIC for fluorescent lamps, HALOTRONIC for low voltage tungsten halogen lamps and POWERTRONIC for high pressure discharge lamps.

Display / Optic Lighting


The lamps of our Display/Optic division thus set standards of entertainment and architainment lighting in the fields of video, data and cinema projection, as well as in diverse special applications - from the production of micro-chips to the navigation lights in airport runways.

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2.1

INTRODUCTION TO TOPIC

Motivation is an important factor which encourages persons to give their best performance and help in reaching enterprise goals. A strong positive motivation well enables the increased output of employees but a negative motivation will reduce their performance. In order to make any managerial decision really meaningful. It is necessary to convert it into an effective action, which the manager accomplishes by motivating his subordinates. To motivate means to produce goals oriented behavior since increase in productivity is the ultimate goal of every industrial organization, motivation of employees at all levels is the most critical and baffling function of the management. Almost every human problem the manager faces throughout the firm has motivational elements.

2.2

Motivation : As a concept

The term motivation has been derived form Latin word-Movers which means to move. In our languages of management it implies something that energies an individuals or a group of individuals to work. W.G. SCOTT Motivation means a process of stimulating people to action to accomplish desired goals BREECH says Motivation is a general inspirational process which gets the members of the team to pull their weight effectively, to give their loyalty to the group, to carry out properly the tasks that they accepted and generally to play an effective part in the job that the group has undertaken.

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2.3

Nature of Motivation

Motivation is a psychological concept that generates within an individual. It is a inner felling which energizes a person to work more. The emotions or desires of a person prompt him for doing a particular work. Man has innumerable wants to satisfy & three are unsatisfied needs of a person which disturb his equilibrium. All the wants cannot be satisfied at one time where one want is satisfied other may emerge. Satisfaction of wants is an unending process. Hence, motivation is also an unending process. A person moves to fulfill his unsatisfied needs by containing his energies. There are dormant energies in a person which are activated by channelising them into actions. A man works to achieve some individual goals. After the goal is achieved he is no longer interested in work. Goal means satisfaction of needs. Therefore, it is very essential for the management to know the goals or motives or needs of each individual, so that they may be pushed to work by directing them towards achievement of their goals.

2.4 Objective of Motivation


1. The purpose of motivation is to create conditions, in which people are willing to work with zeal,initiative , interest and enthusiasm with a high personal and group moral satisfaction, with a sense of responsibility, loyalty and discipline and with pride and confidence in a most cohesive manner so that the goals of an organization are achieved effectively. 2. 3. Motivational techniques are utilized to stimulate employee growth, He said you can buy a mans time, you can buy a mans physical presence at a

given place; you cannot even buy a measured number of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy initiative , you cannot buy loyalty, you cannot buy devotions of hearts, minds and souls. You have to ear these things. 31

4. If a manager wants to get work done by his employees, he may either hold out a promise of a reward for them for doing work in a better or improved way, or he may constrain them, by instilling fear in them or by using force, to do the desired work. In other words, he may utilize a positive or a negative motivation. Both these types are widely used by management.

2.5

Types of Motivation

When a manager wants to get more work from his subordinates then he will have to motivate them for improving their performance. They will either be offered incentives for more work, or may be in the shape of rewards, better reports, recognition etc, or he may in still fear in them or use force for getting desired work. The following are the types of motivation.

1.

Positive Motivation :- Positive Motivation is based or reward. The workers are


offered incentives for achieving the desired goals. The incentives may be in the shape of more pay, promotion, recognition of work etc. according to Peter Drucker , the Real and positive motivators are responsible for placement, high standards of performance,information adequate for self control and the participation of the workers as responsible citizen in the plant community. Incentive motivation is the pull mechanism.

2.

Negative Motivation :- Negative or fear motivation is based on force or fear.


Fear causes employees to act in a certain way. In case, workers do not act accordingly then they may be punished with demotions or lay offs. The fear act as a push mechanism. Moreover it may result in lower productivity because it tends to dissipate such human assets as loyality, co-operation and esprit de corps. Moreover, the imposition of punishment frequently results is frustration among those punishment, leading to the development of mal adaptive behavior.

3.

Extrinsic Motivation:- It is concerned with external motivators which


employees enjoy-pay,promotion, status, benefits,retirement plans, health insurance 32

schemes, hodiday and vacations etc. by and large these motivations are associated with financial rewards. 4.

Intrinsic Motivation:- On the other hand, is concerned with the feeling of


having accomplished something worth while, i.e. the satisfaction one gets after doing ones work well. Praise, responsibility, recognition , esteem,power,status, competition and participation are examples of such motivation.

5.

Self Motivation:- before one can motivate others one must motivate oneself.
One must overcome a certain amount of ones nature interia. One of the most common deterrents to human action is that of tired feeling. This tired feeling is due to emotional reactions within oneself. The thing that effect the conscious mind and are generally known as anxiety are : Monotonous work. Driven by boss. Bad physical conditions. Financial troubles. Under constant strain.

6.

Group Motivation:- The motivation of a group is an important as selfmotivation, A group can be motivated by improving human relations and dealing with people in a human being, by encouraging people to feel involvement in there work and by giving them an opportunity to improve there performance and by complimenting or praising them. In dealing with others, it must be borne in mind there the greatest returns can be obtained when each member of a group is properly motivated.

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2.6 IMPORTANCE OF MOTIVATION


Management tries to utilize all the sources of production in a best possible manner. This can be achieved only when employees cooperate in this task. Efforts should be made to motivate employees for contributing their maximum. The efforts of management will not bear fruit if the employees are not encouraged to work more the following is the importance of motivation. Motivated employees are always looking for better ways to do a job. It is the responsibility of the mangers to make employees look for better ways of doing their jobs. Motivated employees will put maximum efforts for achieving organizational goals. Better performance will also result in higher productivity. The cost of production can also be brought down if productivity is raised. The employees should be offered more incentive for increasing their performance. Motivation will act as a stimulate for improving the performance of employees. A motivated employees,generally , is more quality oriented. This is true weather we are talking about a top manager spending extra time on data gathering & analysis for a report. Highly motivated workers are more productive than apathetic workers. The productivity of workers becomes a question of the management ability to motivate its employees.An appreciation of the nature of the motivation is highly useful for manager. A good motivational system will create job satisfaction among employees. The employees will try to contribute their maximum and management will offer them 34

better service condition and various other incentives.There will be an atmosphere of confidence among employees and employers. It will lead to better industrial relations. Every organization requires human resources in addition to financial and is significant to the organizations. o People must be attracted not only to join the organization but also to remain in it. o people must perform the task for which they are hired and must do so in a dependable manner. o People must go beyond their dependable role performance and engage in some form of creative , spontaneous and innovative behaviour at work

2.7 STEPS OF MOTIVATION


The management should concentrate on two things to motivate its employees. 1. 2. Working method of motivation i.e. it should determined as to what ought to be done. The tools of motivation i.e. it should be determined as to when and how a job is to be done. 1. Knowledge of position of employees :First of all knowledge should be obtained regarding the needs of the employees who are to be motivated. Different persons have different needs. So , different methods are to be used for motivating different persons. Both the individuals and the group should be kept in mind while assessing the conditions. 2. Development of tools of motivation :- After obtaining the knowledge of the employees needs managers should do the job of selecting and using specific tools or techniques of motivation. The managers should determine the following issues through their own experience of others and through the experience of others and through the experience of the personnel department. 35

a) b)

Which employee is to be motivated and by which technique of motivation ? Under what conditions is hello/she to be motivated ?

Selection of tools of motivation :Selection of tools of motivation is a difficult task. Following observation are to be made

for the purpose a) b) c) Who is to be motivated ? Which technique succeeded or failed in the past ? Are requisite efficiency, means and time needed for the use of that technique available or not ? Thus, after the determination of the technique its use should be considered. It should be decided as to when and how the motivation is to be used. The employees should immediately get the reward or appreciation can spoil the effect of motivation. 4 Communication media :- The technique of motivation should be brought into the notice of employees. Communication media should be good enough for this purpose. If the management cannot communicate its viewpoint to the employees, it cannot motivate them as well. 5 Follow up action :- The manager should assess, from time to time, whether the employees have been motivated or not through a technique of motivation. If one technique fails, others can be made use of. This type of assessment can bring to light the shortcomings of present technique by removing its shortcomings.

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2.8 1.

MOTIVATIONAL THEORIES
Maslow needs hierarchy :- Motivation is influenced by the needs of a person.

There is a priority of certain needs over others. The importance of needs will influence the level of motivation. A.H.Maslow has categorized human needs into five categories. b) c) d) e) Physiological :-Hunger, thirst, shelter, sex & other needs. Safety :- includes security, and protection from physical and emotional harm. Social :- includes affection, belongingness, acceptance and friendship. Esteem :- includes internal esteem factors such as self respect, authority and achievement and esteem factors such as status, recognition and attention. f) Self actualization :- The drive to become what one is capable of becoming; includes growth, achieving ones potential and self fulfillment.

2 Motivation Hergbers theory :- He gives two factor theory of motivation. First


factors includes company policy and administration,technical supervision, interpersonal relations with supervisor, salary, status, job security and personal life . These factors were found to be only dissatisfied and not motivators. These are hygiene factors. Second type of factor is motivational factor,which includes achievements, recognition,advancements work itself,possibilities of personal growth, responsibility . According to this theory,attention should be given to the job content to motivate the employees of the organization. 37

3 X & Y Theory :- After viewing the way in which managers dealt with employees ,
Mc. Gregor concluded that a managers view of the nature of human being is based on certain grouping of assumptions. He proposed two distinct view of human being, one basically negative theory X which assumes that the employees dislike work are lazy, dislikes responsibility and must be coerced to perform and the other basically positive labeled theory Y which assumes that employees like work are creative, seek responsibility and can exercise, self direction. Mc Gregor himself held to the belief that theory Y assumptions are more valid than theory X. Therefore he proposed such ideas as participation , decision making, responsible and challenging job and good group relations as approaches that would maximize an employees job motivation. As, already mentioned, Maslows need hierarchy theory states that every human being there exits hierarchy of five needs- physiological, safety, social, esteem and self actualization and as each is sequentially satisfied , the need becomes dominant. From the stand point of motivation, if you want to motivate someone, you need to understand at what level in hierarchy that person currently is and then focus on satisfying those needs at above that level. Different needs dominate different people at different time, workers will be dominated by lower order needs like physiological , safety and social needs while on the other hand staff members whos lower order needs like esteem and self actualization needs. The staff members whos lower order needs like esteem and self actualization needs. The reason behind this difference can be variable such as education, family background and cultural environment. But the important aspect, which should be taken care, is fulfillment of desired needs at every level. If the organization fails to fulfill needs of its employees ultimately it results in non-fulfillment or targeted results. For example to fulfill esteem needs ( particularly recognition needs ) an employee work hard to bring better results out of his work. He leaves no stone unturned in achieving the set target in the best possible manner. In return of this hard and dedicated labour the employee looks forward to have recognition within the department and in the organization as a whole. The recognition encourages the employee to put more of his labour in fulfilling the task

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still in the better way. Apart from this he also becomes an example for others. As a result they are to motivate. On the contrary, if this employee not rewarded appropriately that will result in lower morale and employee will not repeat this enthusiastic behavior again, simultaneously effecting the organization target. So in the present scenario, this is responsibility of HR department to find out what are various need of employees, what are the policies and procedures from which the employees are not satisfied and accordingly suitable steps should be taken to boost the morale of employee.

2.9 Techniques of motivation


Every management tries to spacing certain motivational techniques which can be employed for improving performance of its employees. The techniques may not be similarly useful in all types of concern. Some techniques may be suitably employed in one concern, others may be useful in another concern and so on. Motivational techniques may be of two types i.e. financial and non-financial.

Financial motivators
Financial motivators may be in the form of more wages, salaries, profit sharing, leave with pay, medical reimbursement bonus, company paid insurance of any other things that may be given to employees for performance. Money is the most important motivator to people who are young and raising their families. For some persons money remains to be a motivator and for others it may never be. Besides all money can motivate people if their wages are related to their performance.

Non-financial motivators
These motivators are in the nature of better status, recognition, participation, job security etc. Some of these motivators are discussed here: Recognition :- Every person wants his work to be recognized by his superiors. When he knows that his performance is known to his boss then he will try to improve it more and more. The recognition may be in the form of a word of praise, a pat on the back, a 39

word of praise, a latter of appreciation, entry in annual confidential report etc. There may also be awards, certificates plaque etc. The recognition may be for better output, saving the time, improving quality of products, suggestions for better ways of doing things etc Participation :- Participation has been considered a good technique for motivation. It implies physical and mental involvement of people in decision making process. It satisfies ego and self esteem of persons. They feel important when asked to made suggestions in their field of activity. Status :- It refers to a social status of a person and it satisfies egoistic needs. A management may create some status symbols in the organization. This can be done by way of giving various facilities to the persons. These may be superior furniture, carpets on the flood, attachment of peons, personal assistant etc. To get these facilities a person will have to show a certain amount of performance. When a person achieves certain facilites then he tries to get better status by working more. In this way status needs act as motivator. Competition :- In some organizations competition is used as a motivator. Various persons are given certain objectives and everybody tries to achieve them head of others. There may be praises, appreciation letters, financial incentives to those who reach the goals first. The competitions encourages persons to improve their performance. Job Enrichment :- Job enrichment has been recognized as an important motivator by various researches. The job is made more important and challenging for the workers, may be given wide latitude in deciding about their work methods. The employees will also perform the management functions of planning and control so far as the work is concerned.

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2.10 MOTIVATION AND PERFORMANCE


Motivation is necessary for work performance because if people do not feel inclined to engage themselves in work behaviour, they will not put it necessary efforts to perform well. However, performance of an individual in the organization depends on a variety of factors besides motivation. Therefore, it is desirable to identify various factors which affect individual performance and the role that motivation plays in this. Factors affecting individual Performance :Observation show that (1) various individuals perform differently in the same work situations, and (2) the same individual performs differently in different work situation. We can derive from that individual performance depends on the following factors. 1. 2. 3. 4. 5. Motivation of individual. his sense of competence, his ability his role perception and organization resources.

Motivation Ability
Role Perception

Performance Organisational resources

Reward

Sense of Competence

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2.11

PREVAILING SYSTEM OF MOTIVATION

IN OSRAM
Given the complexities of human behaviour, existence of multiple needs and goals among employees, differences in the priorities of individual goals and differential expectations , it is imperative that the strategies to be adopted for motivating employees should be multipronged and multifaceted. Motivational techniques may be classified into two categories i.e. financial and non-financial .

2.11.1 Financial Motivators


Financial motivators may be in the form of more wages and salaries, bonus, profit sharing, leave with pay , medical reimbursements, company paid insurance of any other things that may be given to employees for performance. Money is most important motivator to people who are young and raising their families than to those who have allinged at a stage when money needs are less. Money needs go on changing from time to time. A person may be satisfied with modest house at one time. He may like to have a comfortable house late on, For some persons money remains to be a motivator and for others it may never be.

2.11.2 Non- Financial Motivators


Under non- financial motivators the employees is not given more money. He is rather given more chances of promotion , job security , respect and appreciation under non-financial incentives. Thus , non financial incentives include all those factors which do not give directly more money to the employee, no matter indirectly he may be receiving financial benefits. Modern managers make use of all types of motivators i.e. positive , negative, financial , non financial. Motivational techniques are utilized to stimulate employee growth. The purpose of motivation is to develop conditions in which people are willing to work with zeal,interest and enthusiasm. 42

Though the various techniques adopted by OSRAM COMPANY, for the upliftment of employees through motivation is not up to mark but in accordance to various motivation is not up to mark but in accordance to various organization it can be competitive.

Self Motivation :In OSRAM self motivation exists to a great extent, the urge or desire that should come form within the individuals exists in the employees of the organization. The employees believe in themselves that they are capable of performing the given task smartly and efficiently arrives from with in the individuals not from some one else. Incentive Motivation :An incentive or reward can be anything that attracts a workers attention and stimulates him to work, when the question comes of incentive motivation, the answer cannot be said to be a perfect one but satisfactory. It is said that people work for incentives in the form of Ps which are as follows Praise. Prestige. Promotion. Praise :The first motivator praise exists to a great extent in OSRAM COMPANY. Everytime an employee does the work upto the mark,a word of praise is being given and the employee feel like performing the next task with much more enthusiasm. Promotion :The employees in OSRAM COMPANY are promoted on the regular basis. The promotion is not generally based on experience but on work done basis and hence acts as one of the techniques of motivation.There are various schemes, policies, contributions and compensation for the employees working in the organization.

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Marriage Gift Scheme :With a view to promote cordial relations with the employees , the company has been giving gifts on the occasions of marriages of either the employees themselves or their dependent children under Marriage Gift Schemes. The scale of gifts, which are in the form of a gift cheques varies from level to level.

Wages and Salary :One of the most important technique of motivation is an appropriate wage and salary. The salary given to the employees are in accordance to their work and job.

Late sitting Allowance :The employees in OSRAM COMPANY also get allowance. Washing Allowance :The employees in OSRAM COMPANYS gets washing allowance on monthly basis. late sitting / overtime

Bonus :Generally 15% bonus is given to the employees earning below Rs. 3500 p.m. on their basic pay.

Suggestions and Reward Schemes:This scheme was introduced by the management to create an environment in which employees are encouraged and motivated to give constructive suggestions for improving the overall profitability of the company. The management believes that employees have tremendous capability and desire to make the company prosper in every field and to encourage them to make more and more efforts,the suggestions and reward scheme is being introduced.

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Production Incentive Scheme :This scheme was introduced for motivating the workers. Under this targets for production on per day basis are set, when the targets are achieved the workers are accordingly awarded. Employee of the year and Employee of the Month :Employee of the year and employee of the month are choosen on the basis of quality of production and behavioural aspects. This helps in motivating worker as they get monetary as well as non-monetary awards, which gives them recognition and praise. Conveyance Facility /Allowance :- The company provides conveyance facility to female workers from industrial establishment to their place of residence and male workers get conveyance.

Other financial motivators designed by OSRAM COMPANY includes


Leave with pay includes casual + Sick + earned leaves . Attendance Allowance. House Rent Allowance. Conveyance Allowance. Conveyance Reimbursement. Child Education Allowance. City Compensatory Allowance. Newspaper/Periodicals Reimbursemnet. Society Funds helps in providing loans. Provident Fund. Employees State Insurance Corporation Scheme. Death Relief Fund.

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3.1 RESEARCH METHODOLOGY


Meaning of research: Research Methodology is a way to systematically solve the research problem. In it, step-bystep methods are followed to solve a particular problem. It refers to a search for knowledge. It can also be defined as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation.

3.2 OBJECTIVE OF STUDY


MAIN OBJECTIVE: To study motivation level of employees in Osram. SUB OBJECTIVES: To study various factors and aspects of motivation. To analyze working style followed by higher authorities and their communication with employees. To study the working environment prevailing in Osram. To study the interpersonal relationship between the various levels of the organizations. To study satisfaction of employees on the pay package provided by Osram. To study proportion of attrition rate in Osram. To study job rotation practices. To study relation between work and reward. To provide data for deciding the action plan to enhance motivation of employees.

3.3 RESEARCH DESIGN


Research Design is the way in which the research is carried out. It works as a blue print. Research Design is the arrangement of conditions for the collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. 46

Type

of research design: descriptive research design is used in the study. As

questionnaire is used as a tool to collect the data. The major purpose of selecting descriptive research is the description of state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables. A reporter can only report what has happened or what is happening.

Sampling: Deliberate sampling is used to collect sample. This states that on the choice
of reporter the respondents are chosen.

Sample Size: 100 employees are chosen. Sample characteristics: Blue collar and white collar employees are chosen in equal
proportion.

Area of research: Osram Sonepat unit is selected for research.


3.4 DATA COLLECTION
Primary Data Secondary Data The study is based on both primary and secondary data.

a) Primary Data:- Primary data are those data , which is originally collected afresh.
In this project, Questionnaire Method has been used for gathering required information. However, some assistance was provided to respondents in filling it.

b) Secondary Data: - Secondary Data are those data which are already collected and stored
and which has been passed through statistical research. In this project, secondary data has been collected from following sources: Various motivational records to study schemes and policies adopted by the company Books

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Journal websites

3.5 SCOPE OF STUDY


The study covers the area of motivation, quality of work life, job satisfaction, working conditions. For future research following topics can be worked upon with review of above topics. A study on wage and salary administration Analysis of gap for training and development. Career planning

3.6 JUSTIFICATION OF STUDY


The project is done to touch every pillar of HR in a best possible manner so as to get practical exposure to HR issues and to study the prevailing culture and climate of the organization. This study has really made me to understand meaning of culture and climate in an organization. This project has also been useful to me for the purpose of getting experience of strategies to motivate the employees. It is necessary for a budding manger to get acquaintance with manufacturing environment before joining any industry. This industry exposure through my summer training has proved add on to my experience.

3.7 LIMITATION OF THE STUDY


There were few limitations which were encountered during the project. They are as follows. Some of the respondents were not genuinely helpful, co-operative and responsive. They were hesitant to fully disclose the information with the researcher. Most of the employees were busy, due to some work of the organization.

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A certain degree of fear and devotion towards the organization was major obstacle while conducting the project. For some employees the questionnaire was a source of showing their frustration. Latest data and reports concerned for the project was limited in OSRAM .

4.1
Q.1

DATA ANALYSIS & INTERPRETATION


Are you satisfied with the existing Working conditions, Cleanliness & sanitation

facilities. FACTORS WORKING AMBIENCE CLEANLINESS SANITATION SATISFIED 74 76 32 Table :-( 4.1) Percentage of Satisfied & Dis-satisfied employees for working grade DIS-SATISFIED 26 24 68

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Fig.(4.1) Percentage of Satisfied & Dis-satisfied employees for working grade

Interpretation The above figure depicts that 74% of the employees are satisfied with the working conditions and cleanliness. 68% of the employees are dissatisfied with sanitation facilities.76% of the employees are satisfied with cleanliness facilities. Therefore, Osram has a good working environment.

Q.2

How do you find working environment in Organization. 50

Factors Working environment in the organization

Formal 28

Semi Formal 70

Informal 2

TABLE:-(4.2) Working environment in the organization

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Fig: (4.2) Working environment in the organization

Interpretations: Above diagram depicts that 28% employees says that working environment in the company is formal. 70% employees says that working environment in the company is semi formal. 2% employees says that working environment in the company is informal. Therefore Osram has favorable facilities for the employees.

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Q.3

Do you Feel free to discuss problems to your boss directly.

Factors Yes Feel free to discuss 84 problems to their boss directly TABLE:-(4.3)

No 16

Up to some extent 0

Percentage of response of employees for dyadic relationship

Fig:-(4.3) Percentage of response of employees for dyadic relationship

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Interpretations : Above figure states that 84% of the employees feel free to discuss problems to their boss directly . 16%do not feel free to discuss problems to their boss directly. Therefore Osram enjoys good dyadic relationships for smooth working.

Q.4

Do you think that the frequency of meetings organized by your senior are

appropriate. ?

Factors Frequency by your

Yes of 70 seniors

No 30

Up to some extent 0

meetings organized appropriate TABLE:-(4.4) Frequency of meetings organized by senior

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Fig.:(4.4) Frequency of meetings organized by senior

Interpretation: Above states that 70% of the employees think that frequency of meeting organized by their superior is appropriate. 30% of the employees think that frequency of meeting organized by their superior is not appropriate. Overall frequency of meetings is appropriate where employees can communicate with their boss and other members.

Q.5

Do boss pay attention towards employees suggestions?

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Factors Yes Attention of boss 70 towards employees suggestions

No 30

Up to some extent 0

TABLE:-(4.5) Attention towards employees suggestions

Fig.:(4.5) Attention towards employees suggestions Interpretation: The figure states that 70% of the employees think that their boss pay attention towards their suggestions. Whereas 30% of the employees think that their boss does not pay attention towards their suggestions. Therefore suggestions are welcome in Osram from

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employees for the constant changes. It is here assumed that 30% who reports that there suggestions are not accepted might be their suggestions are not relevant.

Q.6

Are you satisfied with your salary package ? Yes regarding 20 No. 80

Factors Satisfaction salary package

TABLE:-(4.6) Satisfaction regarding salary package

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Fig :( 4.6) Satisfaction regarding salary package Interpretation: Above figure depicts that 20% of the employees are satisfied with their salary packages. 80% of the employees are not satisfied with their salary package. Therefore Osram should work on to increase the pay packages of employees despite of working environment if pay package is not correct attrition rate shall be high and organization lacks quality employees due to the reason.

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Q.7

Are you satisfied with the benefit and welfare schemes introduced by the

company?

Factors Yes Satisfaction with employees 74 benefit and Welfare TABLE:-(4.7)

No. 26

Satisfaction with employees benefit and Welfare

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Fig.:(4.7) Satisfaction with employees benefit and Welfare

Interpretation: Above figure depicts that 74% of the employees are satisfied with employees benefit and welfare schemes. 26% of the employees are not satisfied with employees benefit 60

and welfare schemes. Compensation part is a big lacuna in the organization therefore they are not able to retain people despite of other facilities.

Q8

Does the training programes conducted are adequate in number. ?

Factors Are number.

the

Yes training 66

No 34

programmes are adequate in

Table:-(4.8) Percentage of response for the adequacy of Training programmes

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Fig: (4.8) Percentage of response for the adequacy of Training programmes

Interpretation: Above figure depicts that 66% of the employees states that the training programmes conducted are adequate in number. 34% of the employees think that the training programmes conducted are not adequate in number. Training gap is not analyzed properly which hampers the quality also.

Q9

Should the job rotation program be carried out in a planned manner ?

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Factors Yes Should the job rotation 60 programs be carried out in a planned manners

NO 40

Table:- (4.9) Percentage of response for Job rotation programs

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Fig.:(4.9) Percentage of response for Job rotation programs .

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Interpretation: Above figure depicts that 60% of the employees states that job rotation programs should be carried out in planned manner. 40% of the employees states that job rotation programs should not be carried out in planned manner. Therefore from above response it is stated that the facilities are good but nothing is added on enhance employees performance.

Q.10

Are employees rewarded according to their performance ?

Factors Are rewarded according your

Yes you 40 to

NO 60

performance Table:-(4.10) Percentage of response for disbursement of rewards

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Fig: (4.10) Percentage of response for disbursement of rewards

Interpretation: Above figure states that 40% of the employees states that they are rewarded according to their performance. But 60% of the employees state that they are not rewarded according to their performance. Compensation need to work upon.

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Findings
74% of the employees are satisfied with the working conditions and cleanliness. 68% of the employees are dissatisfied with sanitation facilities.76% of the employees are satisfied with cleanliness facilities. Therefore, Osram has a good working environment. 28% employees states that working environment in the company is formal. 70% employees states that working environment in the company is semi formal. 2% employees states that working environment in the company is informal. Therefore Osram has favorable facilities for the employees. 84% of the employees feel free to discuss problems to their boss directly . 16%do not feel free to discuss problems to their boss directly. Therefore Osram enjoys good dyadic relationships for smooth working.

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70% of the employees think that frequency of meeting organized by their superior is appropriate. 30% of the employees think that frequency of meeting organized by their superior is not appropriate. Overall frequency of meetings is appropriate where employees can communicate with their boss and other members. 70% of the employees think that their boss pay attention towards their suggestions. Whereas 30% of the employees think that their boss does not pay attention towards their suggestions. Therefore suggestions are welcome in Osram from employees for the constant changes. It is here assumed that 30% who reports that there suggestions are not accepted might be their suggestions are not relevant. 20% of the employees are satisfied with their salary packages. 80% of the employees are not satisfied with their salary package. Therefore Osram should work on to increase the pay packages of employees despite of working environment if pay package is not correct attrition rate shall be high and organization lacks quality employees due to the reason. 74% of the employees are satisfied with employees benefit and welfare schemes. 26% of the employees are not satisfied with employees benefit and welfare schemes. Compensation part is a big lacuna in the organization therefore they are not able to retain people despite of other facilities. 66% of the employees states that the training programmes conducted are adequate in number. 34% of the employees think that the training programmes conducted are not adequate in number. Training gap is not analyzed properly which hampers the quality also. 60% of the employees states that job rotation programs should be carried out in planned manner. 40% of the employees states that job rotation programs should not be carried out in planned manner. Therefore from above response it is stated that the facilities are good but nothing is added on enhance employees performance. 40% of the employees states that they are rewarded according to their performance. But 60% of the employees state that they are not rewarded according to their performance. Compensation need to work upon.

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5.2

SUGGESTIONS
Working conditions are appropriate up to an extent but still some improvements are required. More temperature control systems should be installed at required places. Conveyance facility should be for all the employees. canteen facilities should be given. To make improvements in state of cleanliness and sanitation sweepers should be instructed strictly to perform his/her duty. Availability of more telephones in departments for effective communication. The functioning of the management for the employees should be more transparent. Employees should be paid equal to market rate.

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Management should introduce new benefit and welfare schemes. Special training programmers to be conducted within the country and abroad. Employees educational background and qualification should be taken into consideration. The performance appraisal should be either quarterly or half yearly rather than annually. Job Rotation should be carried out in such a manner that the specialization of an employee is not affected i.e. should be exposure rather than transfer. Salary packages needs main consideration to stop attrition rate.

5.3

CONCLUSION

To conclude the topic of my project. I would like to say the employee motivation is an important aspect to be discussed & followed in every organization. As it is very important for each & every organization. It is really helpful in the progress of employee of the organization. In OSRAM the employee motivational programme is effective & impressive to motivate the employee of an organization.

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OSRAM is older manufacturing company in the lightning industry but it has not sustained a higher position in the industry because of the reason that it dont offer a competent salary in the industry which hampers the performance also. Employee are motivated by surrounding environment of company but are dissatisfied by salary and incentives offered, suggestion schemes, job rotation, career planning. The company lack of latest data records and forecasting is not satisfactory. But despite of these entire conditions attrition rate is less because employee likes to associate with the various material facilities provided by company. It was a very good experience for me to learn, so many new things in actual working environment of an organization. From the findings of the study related issue should be resolved through prompt action in accordance of the organizational goal, so as to minimize weakness & reinforce strength observed during the process.

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