INTRODUCTION Management tries to utilize all the sources of production in best possible manner.

This can be achieved only when employees co-operate 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 motivated employees become an asset to the organization. The following is the importance of motivation. 1. High Performance. Motivated employees will put maximum efforts

for achieving organizational goals. The untapped reservoirs, physical and mental abilities are tapped to the maximum. Better performance will also result in higher productivity. The employees should be offered more incentives for increasing their performance. Motivation will act as a stimulant for improving the performance of employees. 2. Low Employees Turnover and Absenteeism. When the employees

are not satisfied with their job then they will leave it whenever they get an alternative offer. The dissatisfaction among employees also increases absenteeism. The employment training of new employees costs dearly to the organization. When the employees are satisfied with their jobs and they are well motivated by offering them financial and non-financial

incentives then they will not leave the job. The rate of absenteeism will also be low because they try to increase their output. 3. Better Organisational Image. Those enterprises which offer better

monetary and non-monetary facilities to their employees have a better image among them. Such concerns are successful in attracting better qualified and experienced persons. Since there is a better manpower to development programme, the employees will like to join such organizations. Motivational efforts will simplify personnel function also. 4. Better Industrial Relations. A good motivational system will create

job satisfaction among employees. The employment will offer them better service conditions and various other incentives. There will be an atmosphere of confidence among employers and employees. There will be no reason for conflict and cordial relations among both side will create a health atmosphere. So motivation among employees will lead to better industrial relations 5. Acceptability to Change. The changing social and industrial

situations will require change and improvements in the working of enterprises. There will be a need to introduce new and better methods of work from time to time. Generally, employees resist changes for fear of an adverse effect on their employment. When the employees are

given various opportunities of development then they can easily adapt to new situations. They will think of positive side of new changes and will co-operate with the management. If the employees are satisfied with their work and are not offered better avenues then they will oppose everything suggested by the management. Motivation will ensure the acceptability of new changes by the employees.

SCOPE OF THE STUDY Motivation is a major factor in overall employee development. Motivated employees will put maximum effort in work this will be helpful to the company.In this study the researcher has made a section of 50 employees on a random sampling. Questionnaire was prepared and answers were collected from the employees. STATEMENT OF THE PROBLEM

Industrial field is confronted with numerous problems from difference angles. It is mainly confirmed to material, labor and

other overhead problems. Employees problems are vital among them. As cost of labor constitutes a major portion of the cost of production. They should be highly satisfied by providing them all infrastructure facilities, welfare facilities, monitoring facilities etc.. to arrive maximum productivity. This study will satisfy the following queries 1. 2. 3. Whether the employees are satisfied or not? What are their expectations? What are the problems faced by them?

OBJECTIVES

The main objectives of the study are;

I. To study about the effectiveness of motivation program in overall employee development II. How the motivation program improves the performance of employees?

PERIOD OF THE STUDY The study confirmed to a period of four weeks AREA COVERED This study covers Thiruvalla area in Pathanamthitta district of Kerala State METHODOLOGY 1. 2. Percentage calculation Data collected from respondent are classified, rearranged

and test applied

LIMITATIONS

Time was a major limiting factor. Change in respondents attitude from time to time. Busy work schedule of respondents unable to get detailed information. The sample selected was interviewed using questionnaire. Therefore more expense in included

Research Methodology

Data Collection For the purpose of study use primary data and secondary data

Primary data Though the primary data is expensive and time consuming we Sue primary data for the purpose of study. Primary data collected directly by the researcher for the purpose of study

Merits of Primary Data 1. Primary data is more reliable 2. Primary data is more accurate 3. Personal interaction is possible in primary data collection

Demerits of Primary data 1. Primary data is time consuming 2. Primary data is costly
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I use primary data for the purpose of study

Secondary data Secondary data is the data used by the interviewer which are already published Things to remember while selecting secondary data

1. Person who collected the data 2. Geographical area from the data is collected 3. Purpose for which the data is collected 4. Time in which the data is collected

Source of secondary data 1. Magazines 2. Journals 3. News Paper 4. Various Books 5. Internet
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Questionnaire Questionnaire is list of questions used for the collection of data in an investigation form. Schedules are usually prepared with these questions printed or written on the left side of the paper and space left for answers on the right side. Questionnaire is necessary for both census and sample study. The following are some general rules in drafting the questionnaire.

1. The no: of questions should be minimum 2. The questions should be able to gather all the required information 3. The questions should be arranged in a logical order 4. The questions should be short and simple 5. Questions, which requires calculation for references should be avoided 6. The meaning of technical term is used In this particular study questionnaire is used in survey to collect data .It is used because it is useful to know the response directly. The collection of data for the study was done through direct interview 50 employees of the company from various departments.

INDUSTRY PROFILE
Water is the most important necessity for life. The drinking-water needs for individuals vary depending on the climate, physical activity and the body culture. but for average consumers it is estimated to be about two to four litres per day. The growing number of cases of water borne diseases, increasing water pollution, increasing urbanization, increasing scarcity of pure and safe water etc. have made the bottled water business just like other consumer items. Scarcity of potable and wholesome water at railway stations, tourists spots, and role of tourism corp. etc. has also added to the growth.

Indians currently spending about $330m a year on bottled water, analysts estimate. The packaged water market constitutes 15 per cent of the overall packaged beverage industry, which has annual sales of at least $2.6bn, Deepak Jolly, a spokesperson for Coca-Cola India said. Almost all the major international and national brands water bottles are available in Indian market right from the malls to railway stations, bus stations, grocery stores and even at panwala's shop. Before few years bottle water. was considered as the rich people's choice, but now it is penetrated even in rural areas. The growth and status of Indian Bottled Industry in comparison with Western or Asian market, India is far
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behind in terms of quantum, infrastructure, professionalism and standards implementation. The per capita consumption of mineral water in India is a mere 0.5-liter compared to 111 liter in Europe and 45-liter in USA. Also As per UN study conducted in 122 countries, in connection with water quality, India's number was dismal 120. In comparison to global standards India's bottled water segment is largely unregulated. Former President Dr. A.P.J. Abdul Kalam has urged youngsters on July 17, 2010 to be aware of water conservation techniques to avoid grave water crisis in future."It is so sad that today, people are forced to buy water in plastic bottles. I am told that bottled water industry is worth nearly 10000 crore rupees and even big companies like the Coke and Pepsi are involved in this bottling of water and making money. So, it is imperative that we ought to save water," he added. Do not be surprise if today's bottles water industry becomes next Oil industry by 2025. Bottled Water Industry in India Water Shortage and Health Awareness Driving Bottled Water Consumption in India. The Indian market is estimated at about Rs 1,000 Crore and is growing at whopping rate of 40 per cent. By 2010, it will reach Rs 4,000 -5,000 Crore with 33 per cent market for natural mineral water. According to a national-level study, there are more than 200
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bottled water brands in India and among them nearly 80 per cent are local brands. In fact, making bottled water is today a cottage industry in the country. Leave alone the metros, where a bottled-water manufacturer can be found even in a one-room shop, in every medium and small city and even some prosperous rural areas there are bottled water manufacturers. While India ranks in the top 10 largest bottled water consumers in the world, its per capita per annum consumption of bottled water is estimated to be five litres which is comparatively lower than the global average of 24 litres. Today it is one of India's fastest growing industrial sectors. Between 1999 and 2004, the Indian bottled water market grew at a compound annual growth rate (CAGR) of 25 per cent - the highest in the world. The total annual bottled water consumption in India had tripled to 5 billion liters in 2004 from 1.5 billion liters in 1999. Global consumption of bottled water was nearing 200 billion liters in 2006.

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COMPANY PROFILE Classic Mineral Water Limited is a public limited company incorporated in 2000 with its plant at Thiruvalla in Pathanamthitta District of Kerala. The company was promoted by Aby Mathew, an NRI from UAE. The companys registered office is located at Kerala. . The company bottles and sells natural mineral water under the brand name Classic, sources its water directly from an

underground aquifer located about 130 metres below the earth's surface . The company started its commercial production in April 2000. The company now proposes to expand its retail distribution network by appointing consignee and distributors agents in various parts of the country. The companys existing clientele includes 5 Star Hotels, Airlines, Embassies etc, and tie-ups with A category retail outlets, modern retail (malls), multiplexes, hypermarts, fine-dine

restaurants are also in the offing. The brand Classic, enjoys an aspirational equity amongst consumers and has the potential of truly becoming an international and iconic brand, it is this potential that the new management

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proposes to unlock through brand building and enhanced distribution.

Product range of the company include: The companys principal activity is to manufacture packaged natural mineral water with in-house facilities to manufacture PET bottles and caps. It markets its products under the brand name Classic natural mineral water is available in four pack sizes

namely,25 ltr, 2 ltr, 1.5 ltr, 1 ltr. Awards/Achievements

The company and the product enjoy the certification of various authorities like HACCP, BIS and ISI in India.

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REVIEW OF LITERATURE

DEFINITIONS Motivations has been variously defined by scholars. Some definitions are discussed as follows: Berelson and Steiner : A motive is an inner state that energizes, activates, or moves and directs or channels behavior goals. Lillis : It is the stimulation of any emotion or desire operating upon ones will and promoting or driving it to action. The Encyclopaedia of Management : Motivation refers to degree of randiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. Dubin : Motivation is the complex of forces starting and keeping a person at work in an organization. Vance : Motivation implies any emotion or desire which so conditions ones will that the individual is properly lead into action.

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Vitiles : Motivation represents an unsatisfied need which so creates a state of tension or disequilibrium, causing the individual to make in a goal-directed pattern towards restoring a state of equilibrium by satisfying the need. Memoria : A willingness to expend energy to achieve a goal or reward. It is a force that activates dormant energies and sets in motion the action of the people. It is the function that kindles a burning passion for action among the human beigns of an organization NATURE OF MOTIVATION Motivation is psychological phenomena which generates within an individual. A person feels the lack of certain needs, to satisfy which he feels working more. The need satisfying ego motivates a person to do better than he normally does. From definitions given earlier the following inferences can be derived : 1. Motivation is an inner feeling which energizes a person to work more. 2. The emotions or desires of a person prompt him for doing a particular work.

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3. There are unsatisfied needs of a person which disturb his equilibrium. 4. A person moves to fulfil his unsatisfied needs by conditioning his energies. 5. There are dormant energies in a person which are activated by channelizing them into actions.

TYPES OF MOTIVATION When a manager wants to get more from his subordinates then he will have to motivate them for improving their performance. They will either be offered incentive for more work, or may be in the space of rewards, better reports, recognition etc., or he may instill fear in them or use force for getting desired work. The following are the types of motivation: 1. Positive Motivation. Positive motivation or incentive motivation is based on 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. The employees are offered the incentives and try to improve their performance willingly. According to Peter Drucker, the real and positive motivators are responsible for
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placement, high standard of performance information adequate for self-control and the participation of the worker as a responsible citizen in the plant community. Positive motivation is achieved by the co-operation of employees and they have a feeling of happiness. 2. Negative Motivation. Negative or fear motivation is based on force or fear. Fear causes employees to act in a certain way. In case, they do not act accordingly then they may be punished with demotions or layoffs. The fear acts as a push mechanism. The employees do not willingly co-operate, rather they want to avoid the punishment. Through employees work upto a level where punishment is avoided but this type of motivation causes anger and frustration. This type of motivation generally becomes a cause of industrial unrest. In spite of the drawbacks of negative motivation, this method is commonly used to achieve desired results. There may be hardly any management which has not used negative motivation at one or the other time.

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FINANCIAL MOTIVATORS

Financial motivators may be in the from of more wages and salaries, bonuses, profit sharing, leave with pay, medical reimbursements, company paid insurance or any of the other things that may be given to employees for performance. The economists and most managers consider money and financial incentives as important motivators. Behavioural scientists, on the other hand, tend to place them low. Neither view is probably right. Money is the important to people who are young and are raising their families then to those who have alligned at a stage when money needs are less. Money needs go on changing from time to time . He may like to have a comfortable house later on. For some persons money remains to be a motivator and for other it may never be. According to Gellerman money is actually used to retain people in the organization and not primarily to motivate them. To attract good persons an organization will have to offer better wages. Generally, persons engaged in some type of work are offered equal wages. It is seen as a practice that persons on comparable levels get the same or usually the same compensation. Under such circumstances

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money tends to be dulled as a motivator. Besides all this 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 : 1. 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 word of praise, a latter of appreciation, entry in annual confidential reports 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. These types of recognitions will act as motivator. If the performance of persons is not recognized and everybody treated on the same footing then good persons will not like to put their best efforts. 2. Participation. Participation has been considered a good technique

for motivation. It implies physical and mental involvement of people in

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decision-making process. It satisfies ego and self-esteem of persons. They feel important when asked to made suggestions in their field of activity. There is no doubt that most of the people know the problems they will face and their possible solutions. Participation gives a sense of affiliation and accomplishment. It certainly acts as motivator. Participation should not mean that mangers should abdicate their positions. They should encourage subordinates to participate in matters where they can help. Managers should listen various view-points and then taken decisions themselves. 3. 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 furnitur , 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 facilities then he tries to get better status by working more. In this way status needs act as motivator. 4. 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

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letters, financial incentives to those who reach the goals first. The competitions encourage persons to improve their performances. 5. 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. According to Heryberg, job enrichment would provide an opportunity for the employees psychological growth. The employee is given the dealings and quality standards he must meet. Within a framework he is given a free-hand to decide and perform the work. It brings more job satisfaction and high morale. So it is a recognized device of motivation.

MASLOWS NEED HIERARCHY THEORY Probably the most widely known theory of individual need and motivation comes from Abraham Maslow who was a clinical psychologist in U.S.A., Maslow. He suggested that every individual has a complex set

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of exceptionally strong needs and the behavior of an individual at a particular moment is usually determined by his strongest need. According to psychologists, human needs have a certain priority. As the more basic needs are satisfied, the individual seeks to satisfy the higher needs . If the basic needs are not satisfied, efforts to satisfy the higher needs will be postponed. Maslow stated that people have five basic levels of needs which they tend to satisfy in hierarchical fashion. He proposed that human needs can be arranged in a particular order from the lowest level need to the highest level need. 1. Physiological Needs. The physiological needs are taken at the first

or starting step for motivation theory because these are the strongest needs until they are reasonably satisfied. There are the basic bodily needs comprising of hunger, thirst, shelter, clothing air and other necessities of life. Human beings first try to acquire these basic necessities of life, only then they tend to move to the second level of needs. 2. Safety Needs. In the hierarchy of needs, the second needs are

safety and security needs. Once a reasonable level of physiological needs are satisfied ( what is reasonable is subjective thing, differing from person to person),the human beings tend to satisfy the second level of
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needs which are security and stability. In todays civilized society, a person is usually protected from physical danger or threats of violence etc., so that the safety and security needs dwell upon economic and job security, security of source of income, provision for old age, insurance against risk, medical insurance and other protective measures to safeguard the satisfaction of physiological needs in the future which may be unpredictable. 3. Social Needs. Once the second level is satisfied, the human beings

strive to satisfy their social needs. Man is a social animal, he wants to belong to a social group where his emotional needs for love, affection, warmth and friendship are satisfied. Social needs can be satisfied by being in the company of friend, relatives or other group such as work group or voluntary groups. 4. Esteem Needs. Fourth in the hierarchy of need is ego or self

esteem needs which are concerned with self respect, self confidence, recognition, appreciation, applause, prestige, power and control. These needs give the individuals a sense of self worth and ego satisfaction. 5. Self Actualization Needs. At the top of the hierarchy is the need

for self actualization or the need to fulfill what a person considers to be the mission in his life. After all his other needs are fulfilled, a man has the

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desire for personal achievement. He wants to do something which is challenging and since this challenge gives him enough push and initiative to work, it is beneficial to him and the society. The sense of achievement gives him a sense of psychological satisfaction. ALDERFERS ERG THEORY Clayton Alderfer reformulated Maslows need hierarchy theory. The ERG need theory developed by Alderfer, condenses the five needs given by Maslow into three needs. The ERG word is derived from the first letters of each of these levels of needs. These three needs are : 1. Existence Needs. The existence needs combine the physiological

and safety needs of Maslows model. The existence needs are satisfied by material incentives. These needs include the basic survival needs of human beings, need for physical and psychological safety from threats to peoples existence and well being. 2. Relatedness Needs. Relatedness needs, include Maslows social

and esteem needs, which are derived from other people. These include relationships with other people we care about. These needs are satisfied by personal relationships and social interactions. 3. Growth Needs. These needs are similar to Maslows self

actualization needs. This need involves persons making creative efforts

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to achieve full potential in the existing environment. These needs will be satisfied only if an individual involves himself in the activities of the organization and searches for new challenges and opportunities. Limitation of ERG Theory Disadvantages of the theory are as follows : 1. The ERG theory does not offer clear cut guidelines. This theory

says that an individual can satisfy any of the three needs first. But how will we determine which of the three needs is more important to that person. 2. This theory is a new concept as compared to the Maslows theory.

Alderfers research has indicated some degree of support for the theories but yet it is too early to pass judgement on the overall validity of the theory. HERZBERGS MOTIVATION-HYGIENE THEORY Fredrick Herzberg and his associates developed the MOTIVATION HYGIENE THEORY, commonly known as the two factor theory, in the late 1950s and early 1960s. Herzberg and his associate conducted a research based on the interview of 200 engineers and accountants who looked for 11 different firms in Pittsburgh area, U.S.A. The purpose of the research
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was to find out as to what variables are perceived to the desirable goals to achieve and conversely, undesirable conditions to avoid. During the course of the interview, these men were asked to describe a few previous job experiences in which they felt exceptionally good or exceptionally bad about jobs. They were also asked to rate the degree of which their feelings were influenced for better or worse-by each experience which they described. Based upon the answers received from these 200 people, Herzberg concluded that there are certain factors that tend to be consistently related to job satisfaction and on the other hand, there are certain factors, which are consistently related to job dissatisfaction. The last of job conditions, he referred to as MAINTENANCE OR HYGIENE factors and the first job conditions as MOTIVATIONAL FACTORS. The motivational factors are intrinsic in nature and the hygiene factors are extrinsic in nature. These two factors are described in detail as follows. 1. Hygiene Factors. Hygiene factors or the maintenance factors do

not motivate people, they simply prevent dissatisfaction and maintain status quo. Such factors do not produce positive results but prevent negative results. If these factors are not there it will lead to job dissatisfaction. These are not motivators, as they maintain a zero level of
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motivation or in other word, these factors do not provide any satisfaction but eliminate dissatisfaction. According to Herzberg there are ten maintenance or hygiene factors : 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Company Policy & Administration Technical Supervision Inter- personal relations with Supervisor Inter- personal relations with peers Inter- personal relations with subordinates Salary Job security Personal life Working conditions Status The word hygiene is taken from the medical science, where it means taking preventions to maintain your health but not necessarily improve it. Similarly, hygiene factors in this theory prevent damage to efficiency but do not encourage growth. As such, these are also called dissatisfiers.Motivational Factors. These factor are intrinsic in nature and are related to the job. The motivational factors have a positive effect on job satisfaction and often result in an increase in total output. Thus,
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these factors have a positive influence on morale, satisfaction, efficiency and productivity. Herzberg concluded that six factors motive the employees. 1. Achievement 2. Advancement 3. Possibility of growth 4. Recognition 5. Work itself 6. Responsibility Any increase in these factors will improve the level of satisfaction, thus, these factors can be used for motivating the employees. Based on this research, Herzberg stated that managers have hitherto been very much concerned with hygiene factors. As a result they have not been able obtain the desired behavior from the employees. In order to increase the motivation, it is necessary to pay attention to the motivational factors.He further concluded that todays motivational factors are tomorrows hygiene factors. Because once a need is satisfied. It stop influencing the behavior. Further, one persons hygiene may be another persons motivator, because motivation is also influenced by personality characteristics of individuals.
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Analysis and Interpretation Analysis of data For the purpose of analysis and interpretations, tabulation and percentage analysis are used. Graphs diagrams and tables are used for the presentation of data.

Sample Sample is the part of the population select for the study under consideration. Here only a part of the population is studied and the conclusions are drawn on the basis for entire population.

Sampling Technique

Sampling technique is the method used to select the sample required for research. Sampling technique is of two types-random sampling technique and non sampling technique

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TABLE NO:1 Satisfied with companys wage payment options

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 20 20 10 0 50

% of Respondents 40 40 20 0 100

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CHART NO:1 INTREPRETATION From the above table it is clear that the majority of the employees are satisfied with the wage payment methods of the company. Chart Showing Satisfaction with companys wage payment options

45 40 40 35 30 25 20 20 15 10 5 0 0 Highly Satisfied Satisfied Neutral Dissatisfied 40

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TABLE NO:2 Is there job security exists in the company

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 19 25 4 2 50

% of Respondents 38 50 8 4 100

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CHART NO:2 INTREPRETATION From the above table it is understood that half of the respondents have the opinion that they agree that there is job security exists in the company. Chart Showing the job security exists in the company

60 50 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree 8 4 38

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TABLE NO:3 Safety Measures provided in the company

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 22 28 0 0 50

% of Respondents 44 56 0 0 100

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CHART NO:3 INTREPRETATION From the above table it is clear that majority of the respondents are satisfied with the safety measures provided by the company others are highly satisfied.

Chart Showing Safety Measures provided in the company

60 50 40 30 20 10

56

44

0 0 Highly Satisfied Satisfied Neutral

0 Dissatisfied

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TABLE NO:4

Relationship with Superiors

Criteria Highly Strong Strong Weak NO relationship Total

No. Of Respondents 17 30 3 0 50

% of Respondents 34 60 6 0 100

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CHART NO:4 INTREPRETATION From the above table it is clear that there is a strong relationship exists between the superiors and workers.

Chart Showing Relationship with Superiors

70 60 60 50 40 30 20 10 0 Highly Strong Strong Weak No Relationship 6 0

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TABLE NO:5

Relationship between co workers

Criteria Highly Strong Strong Weak No Relationship Total

No. Of Respondents 20 30 0 0 50

% of Respondents 40 60 0 0 100

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CHART NO:5 INTREPRETATION From the above table it is clear that a strong relationship exists between the co workers. Chart Showing Relationship between co workers

70 60 60 50 40 40 30 20 10 0 0 Highly Strong Strong Weak No Relationship 0

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TABLE NO:6

Appraisal Methods of the Company

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 14 22 10 4 50

% of Respondents 28 44 20 8 100

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CHART NO:6 INTREPRETATION From the above table it is understood that the majority of the respondents have the opinion that there is appraisal methods in the company. Chart Showing Appraisal Methods of the Company

50 45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Disagree 8 28 20 44

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TABLE NO:7

Satisfied in job Enrichment

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 15 30 5 0 50

% of Respondents 30 60 10 0 100

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CHART NO:7 INTREPRETATION From the table it is clear that the majority of the employees are satisfied with job enrichment policies of the company. Chart Showing Satisfied in job Enrichment

70 60 60 50 40 30 30 20 10 10 0 0 Highly Satisfied Satisfied Neutral Dissatisfied

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TABLE NO:8

Is Management interested in motivating Employees?

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 25 25 0 0 50

% of Respondents 50 50 0 0 100

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CHART NO:8 INTREPRETATION From the above table it is clear that the management is interested in motivating the employees. Half of the respondents strongly agree with the statement. Is Management interested in motivating Employees?

60 50 50 40 30 20 10 0 0 Strongly Agree Agree Neutral Disagree 0 50

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TABLE NO:9 Satisfied with motivational techniques of the company

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 12 25 13 0 50

% of Respondents 24 50 26 0 100

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CHART NO:9 INTREPRETATION From the above table it is clear that majority of the respondents are satisfied with the motivational techniques of the company. Chart Showing Satisfaction with motivational techniques of the company

60 50 50 40 30 20 10 0 0 Highly Satisfied Satisfied Neutral Dissatisfied

24

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TABLE NO:10 Satisfaction with Incentive Payment Method of the Company

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 15 25 10 0 50

% of Respondents 30 50 20 0 100

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CHART NO:10 INTREPRETATION From the above table it is understood that half of the respondents are satisfied with the incentive payment method of the company. Chart Showing Satisfaction with Incentive Payment Method of the Company

60 50 50 40 30 30 20 20 10 0 0 Highly Satisfied Satisfied Neutral Dissatisfied

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TABLE NO:11 Types of Incentives Motivates

Criteria Financial Incentives Non Financial Incentives Both Total

No. Of Respondents 10 10 30 50

% of Respondents 20 20 60 100

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CHART NO:11 INTREPRETATION From the above table it is clear that majority of the employees have the opinion that both financial and non financial incentives motivates them. Chart Showing Types of Incentives Motivates

70 60 60 50 40 30 20 20 10 0 Financial Incentives Non Financial Both 20

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TABLE NO:12 Periodical Increase in Salary

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 10 24 14 2 50

% of Respondents 20 48 28 4 100

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CHART NO:12 INTREPRETATION From the above table it is clear that the employees have the opinion that there is periodical increase in salary. Chart Showing Periodical Increase in Salary

60 50 40 30 20 20 10 0 Strongly Agree Agree Neutral Disagree 28 48

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TABLE NO:13 Satisfied with Promotional Opportunities in present job

Criteria Highly Satisfied Satisfied Neutral Dissatisfied Total

No. Of Respondents 10 30 7 3 50

% of Respondents 20 60 14 6 100

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CHART NO:13 INTREPRETATION From the above table it is clear that majority of the employees are satisfied with the promotional opportunities in their present job.

Chart Showing Satisfaction with Promotional Opportunities in present job

70 60 60 50 40 30 20 20 10 0 Highly Satisfied Satisfied Neutral Dissatisfied 14 6

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TABLE NO:14 Perfomance appraisal methods are helpful to get motivated

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 9 30 10 1 50

% of Respondents 18 60 20 2 100

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CHART NO:14 INTREPRETATION From the above table it is clear that the employees have the opinion that appraisal methods are helpful to get motivated.

Chart Showing Perfomance appraisal methods are helpful to get motivated

70 60 60 50 40 30 20 10 2 0 Strongly Agree Agree Neutral Disagree 18 20

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TABLE NO:15 Career Development opportunities are helpful to get motivated

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 12 29 7 2 50

% of Respondents 24 58 14 4 100

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CHART NO:15 INTREPRETATION From the above table it is clear that career development opportunities are helpful to get motivated Chart Showing Career Development opportunities are helpful to get motivated

70 60 50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree 24 14 4 58

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TABLE NO:16 Factors which motivate more

Criteria Salary Increase Promotion Leave Motivational Talk Recognition Total

No. Of Respondents 25 14 1 5 5 50

% of Respondents 50 28 2 10 10 100

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CHART NO:16 INTREPRETATION From the above table it is clear that salary increase will motivate half of the respondents Chart Showing Factors which motivate more

60 50 50 40 30 20 10 10 2 0 Salary Increase Promotion Leave Motivational talk Recognition 10 28

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TABLE NO:17 Involvement in Decision Making Process

Criteria Yes No Occasionally Total

No. Of Respondents 30 0 20 50

% of Respondents 60 0 40 100

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CHART NO:17 INTREPRETATION From the above table it is clear that the majority of the employees have the opinion that management will give them involvement in decision making. Chart Showing Involvement in Decision Making Process

70 60 60 50 40 40 30 20 10 0 0 Yes No Occassionaly

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TABLE NO:18 Changes made in working conditions can motivate employees

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 10 20 10 10 50

% of Respondents 20 40 20 20 100

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CHART NO:18 INTREPRETATION From the above table it is clear that the majority have the opinion that Changes made in working conditions can motivate employees

Chart Showing Changes made in working conditions can motivate employees

45 40 40 35 30 25 20 20 15 10 5 0 Strongly Agree Agree Neutral Disagree 20 20

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TABLE NO:19 Support from Co-workers will motivate

Criteria Strongly Agree Agree Neutral Disagree Total

No. Of Respondents 10 30 10 0 50

% of Respondents 20 60 20 0 100

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CHART NO:19

INTREPRETATION From the above table it is clear that majority of the respondents agree that Support from Co-workers will motivate

Chart Showing Support from Co-workers will motivate

70 60 60 50 40 30 20 20 10 0 0 Strongly Agree Agree Neutral Disagree 20

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CHI SQUARE TEST Motivation and Productivity

Hypothesis (H0) There is no significant relation between Motivation and productivity

Hypothesis (H1) There is significant relation between Motivation and productivity

O Observed frequency

E Expected frequency

E = (Row Total*Coloun Total)/Grand Total

Chi square = {(O-E) 2 /E}

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Basic Table

Training Agree Disagree Total

Yes 16 9 25

No 17 8 25

Total 33 17 50

Solution

S. No 1 2 3 4 Total

O 16 16 9 9

E 16.50 16.50 8.50 8.50

O-E -0.50 -0.50 0.50 0.50

(O-E)2 0.25 0.25 0.25 0.25

(O-E)2/E 0.02 0.02 0.03 0.03 0.10

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Degree of Freedom = (R-1) (C-1) = (2-1) (2-1) =1 Degree of freedom 1 at 5% = 3.84

Result The calculated chi square value (0.10) is less than the table value (3.84).Therefore the alternate hypothesis is rejected and null hypothesis is accepted.So the hypothesis suggest that there is no significant relationship between Motivation and productivity.

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FINDINGS

Majority of the respondents are satisfied with the companys wage payment system.

Majority agree that there is job security There is a strong relationship with superiors Management is interested in motivating employees Majority of the respondents are satisfied with the incentive payment system of the company

Majority agrees that career development opportunities are helpful to get motivated

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SUGGESTIONS

Try to improve the performance appraisal methods 40 % of the employees has the opinion that involvement in decision making is occasional try to change this

About 20 % of the employees have neutral opinion for incentive payment system of the company try to change this

Relationship with superior and co worker is strong try to maintain it

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Conclusion
The study was conducted at Classic mineral water Ltd Thiruvalla. From the study it can be concluded that majority of the employees having satisfied with the motivation program conducted by the company. Motivation increases the superior subordinate relationship and also it increases the employee morale. Factors motivate the employees are job security, incentives recognition etc.

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BIBLIOGRAPHY HUMAN RESORSE MANAGEMENT SUJITHRA PUBLICATIONS PRINCIPLES OF MANAGEMENT RESERCH METHODOLOGY LILLY PUBLICATIONS C R KOTHARI

COMPANY PROFILE OF CLASSIC MINERAL WATERS

WEBSITE WWW.GOOGLE.COM

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QUESTIONNAIRE

Objective To Study about the Motivation program of Classic Mineral Water LTD THIRUVALLA.

PERSONAL DETAILS

Name

Department :

Designation :

Age Less than 20 20-30 30-40 Above 40

Gender Male Female

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1.Are you satisfied with companys wage payment options Highly satisfied Dissatisfied 2.Is there job security exists in the company Strongly Agree Agree Neutral Disagree Satisfied Neutral

3.Safety Measures provided in the company Highly satisfied Dissatisfied 4.Relationship with Superiors Highly Strong Relationship 5.Relationship between co workers Highly Strong Strong Weak No Relationship Strong Weak No Satisfied Neutral

6.Appraisal Methods of the Company Strongly Agree Agree Neutral Disagree

7.Satisfied in job Enrichment Highly satisfied Dissatisfied 8.Is Management interested in motivating Employees? Strongly Agree Agree Neutral Disagree Satisfied Neutral

9.Satisfied with motivational techniques of the company Highly satisfied Dissatisfied

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Satisfied

Neutral


10.Satisfaction with Incentive Payment Method of the Company Highly satisfied Dissatisfied Satisfied Neutral

11.Types of Incentives Motivates Financial Incentives Non Financial Incentives 12.Periodical Increase in Salary Strongly Agree Agree Neutral Disagree Both

13.Satisfied with Promotional Opportunities in present job Highly satisfied Dissatisfied 14.Performance appraisal methods are helpful to get motivated Strongly Agree Agree Neutral Disagree Satisfied Neutral

15.Career Development opportunities are helpful to get motivated Strongly Agree Agree Neutral Disagree

16.Factors which motivate more Salary Increase Promotion Recognition Leave

Motivational talk

17.Involvement in Decision Making Process Yes No Occasionally

18.Changes made in working conditions can motivate employees Strongly Agree Agree Neutral Disagree
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19.Support from Co-workers will motivate Strongly Agree Agree Neutral Disagree

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