EMPLOYEES MOTIVATION IN PSU's KARNATAKA SOAPS AND DETERGENTS LTD, BANGALORE

INTRODUCTION DEFINITION OF HUMAN RESOURCE MANAGEMENT
According to PulapaSubbaRao, and human ,resources the management of is
managing(planning,organizing,directing
controlling)
functions
employing,
developing, compensating, and utilizing human resources,resulting in the creation and development of human and industrial relations which would shape the future policies and practices of human resource management, with a view to contribute proportionately to the organizational, individual and social goals.
MANAGERIAL FUNCTIONS FUNCTIONS OF HRM:

Planning Organising Directing Controlling
OPERATIVE FUNCTIONS Finance

Materials Marketing Technology Information Production
SCOPE OF HUMAN RESOURCES MANAGEMENT

The scope of HRM was limited to employment and maintainance of and payment of wage and salary. The scope gradually enlarged to providing welfare facilities, motivation, performance
appraisal, human resource management, maintainance of human relations, strategic human resources and the like. The scope of HRM includes: Objectives of HRM Organisation of HRM Strategic HRM Employment Development Wage and salary administration/compensation Maintenance Motivation Industrial relations Participative management and Recent developments in HRM
OBJECTIVES OF HRM
To create and utilise an able and motivated workforce, to accomplish the basic organisational goals. To establish and maintain sound organisational structure and desirable working relationships among all the members of the organisation. To secure the integration of individual and groups within the organisation by coordination of the individual and group goals with those of the organisation. To create facilities and opportunities for individual or group development so as to match it with the growth of the organisation. To attain an effective utilisation of human resources in the achievement of organisational goals. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status etc.
THEORETICAL BACKGROUND OF MOTIVATION:

In the section that follows, the early historical development of the motivation concept is discussed. It highlights the contribution of various scientific disciplines and schools of thought towards the way in which motivation was conceptualised over time, and is understood today. The discussion concludes with an account of some of the major theories of motivation that have been postulated over the years, and which shaped thought on the concept of motivation.
Historical development of the employee motivation concept:

Cofer and Appley (1968) provided an interesting account of the early historical development of the employee motivation concept. MacLeod (1957 Cofer&Appley, 1968) dated interest in motivational phenomena back to Darwin and Freud, and held that it is probably true that the form of the early dominant motivation questions stemmed largely from concepts relating to Darwinian evolution. Freud, and various others, were influenced by these concepts. However, most of the concepts in vogue have pre-Darwinian origins, such as the notion of evolution, instinct, hedonism, rationality and irrationality, unconscious processes, active mental forces, and mechanism and determinism. Primitive man, in his comparison of himself to animals, must have discovered that a spiritual difference existed. This represented the earliest thoughts on dualism in humans, i.e. the belief in the co-existence of body and spirit or soul, which remained an important field of study and debate in Western philosophy, from Aristotle through the Church philosophers, such as Augustine and Aquinas, to Descartes and beyond. Other issues, often related to the dualism concept, but connecting more specifically to matters of conduct, morals and ethics, also form part of the understanding of the background to the motivation construct. An important issue in this regard is the motivational implications inherent in many of the earlier explanations for, and conceptions of behaviour. There was a heavy emphasis among the Greek philosophers such as Socrates, Plato and Aristotle, on virtue and correct conduct through knowledge and reason, and on controlling passion through
knowledge and rationality. Western thought adopted these notions in large part, with Christian emphasis having been placed more on purity of heart than on the value of knowledge. Here originated ideas regarding freedom of choice or will, and the notion of choosing the right conduct over the desired conduct. Rationality, however, was not regarded as the only motivation for behaviour. Although very important, Aristotle did not regard reason alone as sufficient to bring about the right action. The will to choose freely that which knowledge indicated to be good and correct, was seen as co-determinant of behaviour, and became habitual and pleasurable with repetition. To St Augustine, will was the most important aspect to life. This concept of knowledge and free will, as determinants of behaviour, set against instinct and passion, became firmly entrenched in the centuries that followed. From time to time in the history of Western thought, emphasis was placed on the idea that factors not available to conscious awareness may influence behaviour, and that reason alone did not account for action. This notion laid the foundation for thoughts on hypnotism and psychoneurosis, for example. Hedonism, or the idea that pain and pleasure shape behaviour, is supported by everyday experience, and has a long history. Aristippus of Cyrene is generally regarded as the originator of hedonism in philosophy. He believed pleasure was the only thing worth striving for, and equated virtue with the ability to enjoy. Hedonism languished from this time to the early Christian era, and became the chief principle of the British associationists and French associationists and empiricists. It still has an important place in the way motivation is conceptualised. Implicit in all of the above-mentioned determinants of behaviour is the fact that views about the nature and motives of people differ. Through the ages human nature has been seen as intrinsically good, with evil sparked by a weak will, ignorance, or the ill effects of society, or as essentially evil, with law or social order required to keep it in check. There have also been various views on the driving motives of people, from an innate moral sense to do good, to a selfish concern to have only own needs served. Darwins evolution theory, published in 1859, has had a significant impact on the study of behaviour too, notably for his denial of any qualitative difference between humans and animals, and for his emphasis on the functional utility of various behavioural mechanisms, such as instinct, intelligence, and learning and motivation, for the organisms adaptation to and survival
in his environment. These notions relate to modern-day ideas regarding people being motivated by various levels of survival needs in their environment, including the workplace.
The manner in which the antecedents of behaviour were conceptualised at anyparticular time in history has given rise to the establishment of many theories onthe motivation behind behaviour. Van Niekerk (1987) and Du Toit (1990)provide a brief account of how the thinking of the various schools of thought,from the religious theorists to the philosophers and social scientists, has evolved over time. The traditional model of thought on motivation dominated during the period 1900 to 1930. This manner of conceptualising motivation is connected mostly to the thinking of Frederick Winslow Taylor and the scientific school of management. Their rather mechanistic point of departure was that workers generally do not want to work, and need to be motivated by financial reward. In other words, people are willing to work, but only if they get paid for it. The traditional model made way for the human relations model that dominated between 1930 and 1960. Over time it became evident that the traditional model of motivation was not applicable to all circumstances or people, as workers appeared to be able to motivate themselves in many cases, and to not require constant supervision and control. At the same time, workers became increasingly suspicious of management, as their remuneration started losing equitability with their productivity. Worker dissatisfaction led to the establishment of the first trade and labour unions. Gradually, the mechanistic man-machine idea of the previous movement made way for a better understanding of the nature of people, and especially of the importance of social relationships in the workplace on peoples motivation to work, and the human relations model of motivation was established.
Around the 1960s it became popular to look upon motivation in terms of human potential. Although the human relations school represented a considerable advancement on traditional thinking, it could also not provide a complete explanation for all the nuances of behaviour in the workplace. It gradually made
way for the human potential model. According to theorists like McGregor, Maslow, Argyris&Likert, the human relations view simply allowed for a more sophisticated way than financial reward to manipulate the worker.
They maintained that a worker is motivated by much more than just money or satisfying social relationships, and that especially a sense of achievement resulting from performing meaningful and challenging work is a potentemployee need.
INTRODUCTION TO MOTIVATION:
Walker (1980) stated that studies over the years have shown little relationship between measures of job satisfaction and performance outputs. Highly satisfied workers may be poor performers, whereas highly dissatisfied workers may be good performers. Several variables influence the relationship between job satisfaction and job performance, although no direct causal relationships between these have been identified as yet. However, it appears that motivation might account for much of the link between an employees job satisfaction and job performance. In this sense, Walker regarded it as meaningful to view motivation as a summary factor, which Campbell and Pritchard (1976, p.78) defined as a label for the determinants of the choice to initiate effort on a certain task, the choice to expend a certain amount of effort, and the choice to persist in expending effort over a period of time. Motivation, therefore, closes the satisfactionperformance loop, and has to do with a set of interrelated factors that explain an individuals behaviour, holding constant the variables controlled or influenced by management, as well as by individual skills, abilities and knowledge (Campbell & Pritchard, 1976). The term motivation is derived from the Latin term movere, which means to move (Baron, Henley, McGibbon& McCarthy, 2002). A great many definitions of the motivation constructhave been postulated over the several decades during which this multi-faceted concept hasbeen researched. The rich variety in perspectives on the topic of motivation is illustrated below, According to Beck (1983) four basic philosophies underlie the various perspectives on work motivation. These were identified by Schein (1985a) as rational-economic man, social man, selfactualising man, and complex man. Theorists subscribing to the approach of rational-economic man assume that people are solely motivated by economic considerations, and that they are able to make rational economic decisions. Organisational policies emphasising pay and extrinsic reward structures originate from this view of motivation. In the case of social man, the assumption is that workers are primarily motivated by social needs, which may or may not be
met by their work. In practice, proponents of this view would focus on establishing an environment conducive to satisfying and maintaining social interrelationships at work. From the perspective of self-actualising man, people are intrinsically motivated, and take pride in their work, and derive satisfaction from their accomplishments. Within this approach, workplace reward systems are highly performance-oriented.
The term MOTIVATION refers to a process governing choices made by persons or lower
organism among alternative forms of voluntary activity. Motivation is the result of processes, interval or external to the individual that arouse enthusiasm and persistence to pursue a certain course of actions. Motivation is a process that starts with a physiological or psychological deficiency is needed that activities behavior or a drive that is aimed at a goal or all incentive. Motivation is the willingness to put-forth effort in pursuit of organizational objectives.
IMPORTANCE OF MOTIVATION
Probably, no concept of HRM receives as much attention of academicians, researchers and practicing managers as motivation. The increased attention towards motivation is justified by several reasons. Motivated employees are always looking for better ways to do a job. This statement can apply to corporate strategists, and to production workers. When people actively seek new ways of doing things they usually find there. It is the responsibility of manages to make employees look for better ways of doing their jobs. A motivated employee generally is more quality oriented. Highly motivated workers output are more than apathetic workers. Every organization requires human resources, in addition to financial and physical resources for it to function. Motivation as a concept represents a highly complex phenomenon that affects and is affected by a multitude of factors in the organizational milieu. Yet another reason why increasing attention is paid towards motivation can be found in the present and future technology required for production.
Finally, while organizations have, for some time, viewed their financial and physical resources from a long terms perspective, only recently have they begin seriously to apply this same perspective to their human resources.
TYPES OF MOTIVATION
There are two ways by which people can be motivated. One is a positive approach or pulls mechanism and another is a negative approach or push mechanism.
POSITIVE MOTIVATION:
People are said to be motivated positively when they are shown a reward and the way to achieve it, such a reward may be financial or non financial. Monetary motivation may include different incentives, wage plans, productive bonus schemes etc. non monetary motivation may include praise for the work, participation in management, social recognition etc. Monetary incentives provide the worker a better standard of life whole non monetary incentives satisfy the ego of a man positive motivation seeks to create an optimistic atmosphere in the enterprise.
NEGATIVE MOTIVATION
By installing fear in the minds of people on can get the desired work done. In this method of motivation fear of consequences of doing some thing or not doing something keeps the worker in the desired direction. This method has got several limitations. Fear creates frustration, a hostile state of mind and unfavorable attitude towards the job which hinders efficiency and productivity. So, the use of it should be kept to its minimum. HOW TO MOTIVATE SUBORDINATES Respect your subordinate as a human being and individual Dont compare others with your subordinate but compare the role models. Be flexible Appreciate work Balance of work Give feedback Tell truth i.e., trust worthiness
Be fair, equitable, unprejudiced, impartial objective Be open minded Make judgments, dont be judgmental Possess ability to motivate Fulfill individual aspirations.
THEORIES OF MOTIVATION:
Motivation research draws on a large number of theoretical perspectives. Although some of these appear to be less influential than when they were originally postulated, such as Maslows hierarchy of needs theory (Wicker &Wiehe, 1999), their contributions as foundation layers and inspirations for subsequent theories are still evident and acknowledged. According to Petri (1996) the vast array of motivation theories are based, inessence, on differing approaches to the origins or sources of motivation, e.g.energy, heredity, learning, social interaction, cognitive processes, activation ofmotivation, homeostasis, hedonism or growth motivation. Depending on theparticular approach adopted, motivation theories are generally classifiedinto three categories, namely needs-based, cognitive, and drive and Needs-based theories, also referred to as content theories due to their explanation of the content of motivation (Hadebe, 2001), propose that internal states within individuals energise and direct their behaviour. These internal states are typically referred to as drives, needs or motives in these theories, of which those of Maslow, McGregor and Herzberg are well-known
examples.Cognitive theories do not focus directly on work as a potential source of motivation, but rather on the cognitive processes, such as thoughts, beliefs and values, which people use to make choices regarding their behaviour at work (Schultz & Schultz, 1998). For this reason these theories are also referred to as process theories. Examples include equity, expectancy and goalsetting theories. Drive and reinforcement theories are based on behaviouristic approaches, which argue that reinforcement conditions behaviour (Hadebe, 2001), i.e. that behaviour that has been rewarded in the past will tend to be repeated, and behaviour that has been punished previously, will tend to be extinguished.reinforcement theories (Baron et al.. 2002)
NEED BASED THEORIES: Maslows hierarchy of needs theory:

One of the most often-quoted motivation theories is that of Abraham Maslow, which he introduced in 1943 (Van Niekerk, 1987). The basic tenet of the theory is that people are motivated by their quest to satisfy their needs, or deficiencies, which may be grouped in five categories, and that these needs occur in a specific hierarchy, where lower order needs have to be satisfied before those of a higher order nature (Gouws, 1995). Maslow (1968, p.153) asserted that gratification of one basic need opens consciousness to domination by another. Maslows need hierarchy is portrayed in Figure 2.1
Self actualization
Ego needs
Social needs Safety needs

Physiological needs
Physiological needs are related to basic survival, e.g. hunger or thirst. Safety needs do not only apply to physical safety and security, but also to a persons striving for personal security, such as a steady job. Social needs refer to friendship, love and social acceptance and support, whereas egotistical needsinvolve a persons desire to be respected by others and by him- or herself. Selfactualisation occurs at the pinnacle of the needs hierarchy, as it represents apersons striving towards the full development of his potential, which is essentially never completely attained (Gouws, 1995). According to Maslow(1968), people always pursue what they do not yet have.
Over time, little empirical evidence has been produced to support the idea of needs hierarchy, or the idea that as needs are satisfied, their importancediminishes (Baron et al., 2002). These shortcomings have been addressed inAlderfers Existence-Relatedness-Growth (ERG)theory, which is an expansionof Maslows theory. Alderfer condensed Maslows five needs into three, whichwere termed Existence (physical survival needs), Relatedness (social needs)and Growth (need for personal growth and development). Alderferemphasised that these needs do not occur in a hierarchy, but rather on a continuum (Spector,2003), and may in fact be experienced simultaneously (Alderfer, 1969). Alderfers ERGtheory has intuitive appeal, and is more directly applicable to employee motivation thanMaslows needs hierarchy theory. It also has greater empirical support (WanousZwany,1977) Despite the limited empirical support, needs hierarchy theory has had a positive impact on organisations, as it has focused attention on the importance of addressing employees needs at work (Spector, 2003). In addition, one of its main constructs, the self-actualisation concept, has become very popular with especially managers and executives who have accepted this high-level need as a potent motivator (Schultz & Schultz, 1998).
Herzbergs two-factor theory:

Frederick Herzbergs well-known and controversial theory of motivation was postulated in 1954, and developed from his work to determine the attitude of workers towards their jobs (Gouws, 1995). As such, it was originally intended to be a job satisfaction theory, but over time it was its motivational aspects that attracted most attention (Baron et al., 2002). Beach (1980) was of the opinion that this theory constitutes more of a work motivation than general human motivation theory. The basic assumption of Herzbergs theory is that motivation originates from the job itself, and not from other external characteristics, and that those factors leading to job satisfaction (motivators) are separate and distinct from those leading to job dissatisfaction (hygiene/maintenance factors) (Herzberg, 1966). The hygiene factors, which may be equated with Maslows lower order needs, are placed along a continuum, from a state of dissatisfaction, to no dissatisfaction. These factors involve circumstances surrounding the task which do not lead to job satisfaction, but prevent dissatisfaction, if maintained adequately. Examples of these maintenance factors include the level of supervision, job status, work circumstances, service conditions, remuneration and interpersonal relationships (Herzberg, 1966). Motivators, on the other hand, have a direct positive effect on the work situation, and lead to improved productivity. Aspects of the job itself, e.g. level of recognition, pleasure of performance, increased responsibility, and opportunities for advancement and promotion, serve as motivators (Herzberg, 1966).
McGregors Theory X and Theory Y:

Gouws (1995) noted that McGregors theory closely resembles that of Maslow, in that the factors McGregor believed act as motivators to people at work, are arranged and satisfied in a similar hierarchy. McGregor also placed physiological needs first, followed by physical and social needs. Egotistical needs are sub-categorised as self-regard needs on the one hand, which involve self-respect, self-confidence, autonomy, achievement, competence and knowledge, and reputation needs on the other. The latter include needs such as the status, recognition, respect and appreciation a person enjoys. The highest level of need is that of self-fulfillment, which people attempt to satisfy through continued self-development and creativity. Douglas McGregors (1960) Theory X and Theory Y represent an extension of his ideas on motivation to the direction and control of employees in the workplace. According to McGregors Theory X, which articulates the traditional approach to motivation, people are not keen on work, and try to avoid it where possible. As a result, employees must be coerced and controlled by punitive measures to perform effectively. The average person is believed to lack ambition, avoid responsibility, and strive for security and financial compensation only. They are egocentric, and not at all mindful of organisational goals.
McClellands learned needs theory:

McClellands theory, also referred to as the Three-Needs theory (Gouws, 1995) or the Achievement Motivation theory (Schultz & Schultz, 1998), was introduced in 1967. The theory is based on the position that achievement-oriented people share three major needs, which are not innate, but acquired through learning and experience (McClelland, 1987). McClelland assigned a specific code to each of the three needs, which include: the need for Power (n/PWR), which denotes the need to control others, influence their behaviour and be responsible for them; the need for Affiliation (n/AFF), which refers to the desire to establish and maintain satisfying relationships with other people; The need for Achievement (n/ACH), viewed as behaviour directed towards competition with standards of excellence. Although not highly influential, McClellands theory of motivation was certainly instrumental in focusing attention on the unusual needs of employees with a strong need to achieve (Beach, 1980).
COGNITIVE THEORIES: Equity theory:

Equity theory was first introduced by Stacy Adams in 1965 (Hadebe, 2001). Its basic tenet is that people are motivated to achieve a condition of equity / fairness in their dealings with other people, and with the organisations they work for (Adams, 1965).People make judgements or comparisons between their own inputs at work, e.g. their qualifications, experience and effort, and the outcomes they receive, e.g. pay and fringe benefits, status and working conditions. They then assign weights to these inputs and outputs according to their relevance and importance to themselves. The summed total produces an output / input ratio, which is the key issue in terms of motivation. If a persons output / input ratio is equal to that of another person, equity exists. A state of inequity leads to tension, which the individual tries to reduce by changing one or more elements of the ratio, e.g. increase or reduce his effort. Perceived inequity by the person is therefore the basis for motivation (Baron et al., 2002).This theory helped to provide the basis for studying the motivational implications of perceived unfairness and injustice in the workplace. It also laid the foundation for more recent theories on distributive (how much is allocated to each person) and procedural justice (how rewards and job requirements are determined). Equity theory has stimulated much research, but there has been a decline in interest of late because of its inability to predict peoples perception of the equitability of their specific situation.
Goal-setting theory:
Goal-setting theory was first proposed by Edwin Locke in 1968 (Beck, 1983). Spector (2003) described this perspective on motivation as the assumption that peoples behaviour is motivated by their internal intentions, objectives or goals, in other words, by what people consciously want to achieve. According to Locke and Henna (1986) goals affect behaviour in four ways: they direct attention and action to those behaviours which a person believes will achieve a particular goal; they mobilise effort towards reaching the goal; they increase the persons persistence, which results in more time spent on the behaviours necessary to attain the desired goal; They motivate the persons search for effective strategies for goal attainment.
There are several prerequisites for the goal-directed behavior to effectively improve job performance (Locke & Henna, 1986): A thorough commitment to the specific goal Regular feedback on the persons performance towards attaining the goal The more challenging the goal is perceived to be, the better the personsperformance is likely to be Specific goals are more effective than vague goals, e.g. do your best Self-set goals are preferred over organizationally set goals. If this is not entirely possible, a person needs to at least have input into his own goals. This theory has an intuitive appeal because of its clear relevance to the workplace (Schultz & Schultz, 1998). It is well supported by empirical research evidence (Locke & Latham, 1990).
Expectancy theory:
The original thinking behind what has come to be known as expectancy theory, or Vrooms Expectancy-Valence-Instrumentality (VIE) theory (Beck, 1983), can be traced back to the theorizing of Tolman and Levin in 1932 and 1938 respectively (Petri, 1996). Vroom was, however, the first scholar to elaborate on this thinking in a motivational context in 1964 (Gouws, 1995). Common to all versions is the basic tenet that people base their behaviour on their beliefs and expectations regarding future events, namely those maximally advantageous to them (Baron et al., 2002). Essentially, the theory explains how rewards lead to behaviour, through focusing on internal cognitive states that lead to motivation. In other words, people are motivated to action if they believe those behaviours will lead to the outcomes they want. The said cognitive states are termed expectancy, valence and instrumentality (Spector, 2003). Vrooms original theory says that motivation (or force) is a mathematical function of three types of cognitions (Vroom, 1964): Force = Expectancy x (Valences x Instrumentalities) where :Force is the persons motivation to perfrm;
Expectancy is the perceived probability that a person has regarding his ability to perform the behaviour required to lead to a desired outcome, e.g. working hard enough to secure a promotion. (This aspect is similar to self-esteem or self-confidence, in that it relates to a persons belief that he can perform at the required level (Spector, 2003)); Valence is the value or the attractiveness of the outcome to the person; Instrumentality is the perceived probability that a given behaviour will lead to the desired outcome. There may be more than one outcome for each behaviour. According to Vrooms formula, for each outcome a valence and instrumentality are multiplied, and each resulting product then summed (), and multiplied by the persons expectancy, to produce an overall force or motivation score (Spector, 2003). Hade be (2001) points out that the multiplicative assumption implies that if any of the cognitive components equals zero, the overall level of motivation will be zero. Vrooms expectancy model is represented diagrammatically in Figure 2.3 Expectancy theory has represented a popular and influential approach since its introduction, but has been criticised for its assumption that people are as calculating and rational in their decisionmaking, as suggested. It has also been criticised for failing to take adequate account of peoples cognitive limitations (Baron et al., 2002). Consequently, there has been mixed levels of support for the theorys usefulness in the workplace. According to Hadebe (2001) the theory has limited use, and is more valid for prediction of behaviour where effortperformancerewards linkages may be clearly perceived by the individual.
Reinforcement theories:
Reinforcement theories, which assume that peoples behaviour is determined by its perceived positive or negative consequences (Baron et al., 2002) are based on the Law of Effect idea, which was first postulated by Thorndike (1911), and further developed by Woodworth (1918) and Hull (1943). Hulls drive theory elaborated on this idea and suggested that effort was the mathematical product of drive, multiplied by habit, and that habit was derived from behaviour reinforcement. The consequences of behaviour may be tangible, such as money, or intangible, such as praise (Spector, 2003). In this regard, reinforcement theory was highly influential in firmly establishing the ideas relating to incentive and reward systems that are applied in most organisations today. As such, it provided the basis for the notion that rewards should be contingent with individual units of productivity (Schultz & Schultz, 1998). As a motivation theory, reinforcement theory has fallen somewhat out of favour, as it merely describes relations between reinforcement and behaviour, but gives little insight into motivational processes, e.g, whether or not a person wanted a specific reward or why. Nevertheless, its relative popularity in the work place is maintained by research that has shown that rewards can be highly effective in the enhancement of job performance.
MOTIVATION THEORIES: COMPOSITE SUMMARY:

Each of the theories covered has contributed substantially towards current perspectives on and understanding of the concept of motivation in the workplace. The needs theories, for example, are largely responsible for organizations recognition that peoples behaviour at work is motivated by highly individualized innate needs and desires (Van Nickers, 1987). Achievementorientated people are, for example, driven by a much stronger need for power, affiliation and achievement than most other people (Schultz & Schultz, 1998). For this reason, employers need to ensure that they invest the necessary time and effort to assess the personal needs of individual employees, and customize their jobs and working environments accordingly (Walker, 1980). Due to their innate need to produce good work and develop themselves, most employees do not need constant supervision and direction and may, in fact, find such actions very demotivating. In addition, people need to experience their work as meaningful and challenging, and therefore require considerable input on the part of management to ensure a high degree of job enrichment on a continual basis (Beach, 1980). The cognitive theories of motivation have helped employers to understand that, apart from their motivation being driven by innate needs, employees also apply deliberate conscious thought to their behaviour at work. Organisations are aware that people evaluate their inputs on the job against what they receive in return, and that they should therefore pay attention to the equitability between employee delivery and reward (Cropanzano&Folger, 1996). It is also prudent for organisations to offer a range of benefits, which may beacquired through different levels of performance, to allow employees to set themselves challenging goals that they may attain via differing means they may perceive as instrumental towards those goals(Spector, 2003).Once employees have met the requirements of their own jobs, and attained certain goals, they expect certain rewards to follow. In this regard, reinforcement theories have contributed much towards the establishment of a wide array of reward and performance incentives systems applied in organizations all over the world today (Beach, 1980). In relating peoples behaviour at work to the thinking of the creators of, and contributors towards the wide variety of needs, cognitive and reinforcement motivation theories, it appears that employee motivation originates largely from an interplay between three major domains of a
persons life. There is influence exerted by a persons emotional and physical needs, for example the need for achievement and for personal space in the working environment. The person augments these emotional and physical needs through constant cerebral appraisal and response, based on issues such as fairness and justice. In addition, people apply active thought towards designing and pursuing job-related goals against the background of their own needs and their cognitive assessment of the situational feasibility of such objectives. In the latter regard, reinforcement of behaviour, whether acquired through personal or vicarious experience or other means, plays an important role in directing and maintaining motivated behaviour at work. Clearly, the theorizing of many an author and researcher over the years has resulted in the increased ability of organizations to transform these theories into practical and effective measures to address a highly complicated aspect of organizational psychology, namely the motivation of human behaviour at work, and to ensure organizational success and profitability in the process.
TITLE OF THE PROJECT

DISSERTATION ON EMPLOYEES MOTIVATION IN PSUS WITH
SPECIAL REFERENCE TO KARNATAKA SOAPS AND DETERGENTS LIMITED, BANGALORE. INTRODUCTION

Motivation comes from the Latin word movere which means to move a motive is a stimulus that leads to an action that satisfies the need. Any idea, need or emotion that prompts a man into action is motivation. Motivation is the cause of action. Motivation is the force which energizes human behaviour. Motivation is a process that stats with a physiological or psychological deficiency or need that activates behaviour or a desire that is aimed at a goal or incentive. The project was carried out in KSDL ltd. The project studies the employees motivation that account for an individuals intensity, direction and persistence of effort toward attaining a goal in KSDL ltd.
STATEMENT OF THE PROBLEM

The problem was entitled with employees motivation in KSDL. The Problem of statement was to check whether the employees are motivated based on motivational theories, techniques, intensity, direction, persistence and also to analyse the techniques of motivation procedure in order to improve it, to benefit the organization as well as individual.
OBJECTIVES OF THE STUDY

To study the procedures used in the process of motivation in employees. To understand how motivation helps in retention of employees. To identify the cause directly & indirectly responsible for any short falls of motivation in KS&DL. To study the impact & effects of motivation & morale of the employee in terms of their belief, norms , expectation, life style & work style. To offer recommendation & suggestions to the management if necessary.
METHODOLOGY OF RESEARCH
Survey method has been proposed to be used in the methodology here refers to the systematic method used to collect data for the research purpose.
SAMPLING DESIGN
For the purpose of the study the sample size of 100 was selected and this sample size represents the population. The stratified random sampling was adopted for the sake of convenience and randomness of the study.
SOURCES OF DATA COLLECTION

Primary Data collection. Interaction with the management & the employees. Questionnaire.
Secondary data collection. Websites (www.KSDL.com&www.google.com ) Books, journals & company manual.
SAMPLE SIZE: 100 Samples. LIMITATIONS OF THE STUDY

The study has been made for a particular period / academic purpose only. Due to time constrain some employees were not able to fill the questionnaire completely. The divisions of the organization are spread. The study was confined to KS&DL Ltd only, at their administrative premises. The study is relevant for todays context only and cannot be a standard one.
PLAN OF THE ANALYSIS

In this study the plan of analysis to be done was by using tools of comparison by using graphs, diagrams, charts & then conducting analysis of the study made & interpreting the result of the research carried out. Further statistical tools like SPSS, chi-square tests, hypothesis was proposed to be used in the study.
PART-A
1. EXECUTIVE SUMMARY
In the year 1918 the company came into existence under the name Government Soap Factory. Shri.S.G.Shastry a Science student went to UK for higher studies in Oil Technology. After returning to India, he conducted several experiments. He evolved with a soap perfume blend using sandalwood oil as the main base to manufacture the toilet soap & thus the famous Mysore Sandal Soap took birth in the year 1918. The factory started functioning in its new premises from 1st July 1957. From this year onwards till date the factory has never looked back and it has achieved growth and development in production, sales and profits. The initially named Government Soap Factory was renamed as Karnataka Soaps and Detergents Ltd on 1st October 1980& its trademark is SHARABHA, The Company is a leading sandalwood soap manufacturer in the country, and they have demand for their products in both domestic as well as international market. The main objective of the study was to analyse the factors that influence the changeover of the soaps, to study the organizational function, to study the interdependence of these departments, to analyse the mode of awareness of Mysore sandal soap. The companys phrase is From thehouse of Mysore Sandal Soap. Mysore Sandal Soap enjoys the highest share in the sandal soap segment. The training has exposed me to many facts of an organization and also helps me to gain practical knowledge and know about cooperation & relationship of each department in KS&DL.
PART-B
2. INDUSTRY PROFILE:
Soap is one of the commodities which have become an indispensable part of the life of modern world. Since it is nondurable consumer goods, there is a large market for it. The whole soap industry is experiencing changes due to innumerable reasons such as government relations environment and energy problems increase in cost of raw material etc. The changing technology and ever existing desire by the individual and the organization to produce a better product at a more economical rate has also acted as catalyst for the dynamic process of change. More and more soap manufactures are trying to capture a commanding market share by introducing new products. The soap industry in India faces a cut throat competition with multinational companies dominate the market. They are also facing severe threat from dynamic and enterprising new entrance especially during 1991-92. If we look back into the history of soaps & detergents, mankind knew about soaps nearly 2000 years back i.e. in 70 A.D. when Mr. Elder accidentally discovered the soap, when roasted meat over flowed on the glow in ashes. This lump like product was soap & had foaming & cleansing character. In 1192 A.D. the first commercial batch of soaps was made & marketed by M/s Bristol soap market in London, from there in 1662A.D. the first patent for making soap was taken in London. The world consumption of soap in 1884A.D. was said to be 2lakh tonnes p.a. 2.1 HISTORY OF THE SOAP: Soap manufacturing was started in North America. Some American companies with well known names were started 200 years ago. During middle age soap was made at various places in Italy, France, England & other countries. France became famous & many small factories were established there. In India the first soap industry was established by North West soap company in1897 at Meerat following the swadeshi movement. From 1905 on wards few more factories were setup.
They are, Mysore soap factory at Bangalore Godrej soap at Bombay Bengal chemicals Tata oil mills 1930 lever brothers company
THE INDIAN SOAP INDUSTRY SCENARIO:

The Indian soap industry has long been dominated by hand full of companies such as: 1. Hindustan levers limited. 2. Tata oil mills (taken over by HLL) 3. Godrej soaps private limited. The Indian soap industry continued to flourish very well until 1967-68, but began to stagnate & soon it started to recover & experienced a short upswing in 1974. This increase in demand can be attributed due to; 1. Growth of population. 2. Income & consumption increase. 3. Increase in urbanization. 4. Growth in degree of personal hygiene.Soap manufacture has 2 classifications, organized and unorganized sectors. KSDL comes under organized sector.
2.2 PRESENT STATUS: Market scenario:

India is the ideal market for cleaning products. Hindustan liver, which towers over the cleaning business, sells in all over the cleaning business but the tiniest of Indian settlements. The 7.4lakhs tons per annum soap market in India in crawling along at 4% The hope lies in raising Rupee worth, the potential for which is high because the Indian soap market is pseudo in nature & it is amazingly complex being segmented not only on the basis of price benefits, but even a range of emotions within that outlining framework.
2.4 PROBLEMS OF SOAP INDUSTRY:

Soap industry faces some problems incase of raw materials. The major ingredients are soap ash, linear alkyl, benzene& sodium. Tripoli phosphate poses number of serious problems in terms of availability. The demand supply gap for vegetable oil is 1.5 to 2 lakh tons & is met through imports. In recent times, caustic soda and soap ashes in the cheaper varieties of soaps are quite high.
SLOGAN:
Natural products with exotic fragrance.
COMPANY PROFILE:
3.1. BACKGROUND & INCEPTION OF THE COMPANY
HISTORY OF KS&DL (INCEPTION):

Karnataka soaps & Detergents Limited, a successor to the government soap factory, which is one of the premier factories among the Indian soap industries. After World War 1, there was a slump in the sandal wood export to the west. It dropped a blanket of gloom over business & trading in India. The Maharaja of Mysore turned this threat in to an opportunity, by sowing the budding seeds of KS & DL on the out skirts of Koti forest, near Bangalore in 1918. The project took shape with the engineering skill and expertise of a top-level team with the inspection of the Diwan of Mysore Late Sir. M. Visvesvaraya& with the service of scientists late Sir S.G. Shastry, Professor Watson & Dr. Sub rough. The entire credit goes to Sir. S.G.Shastry, who improved & made the process perfect of manufacturing of sandalwood oil & world famous Mysore Sandal Soap. The factory was started a very small unit near K.R.Circle, Bangalore with the capacity of 100 tons p.a in 1918. Then, the factory shifted its operations to Rajajinagar industrial area, Bangalore in July 1918, the Mysore Sandal Soap was put in to the market after sincere effort & experiments were undertaken to evolve a soap perfume blend using sandalwood oil as the main base to manufacture toilet soap.
RENAMING OF COMPANY:
On Oct 1st 1980, the Government Soap Factory was renamed as KARNATAKA SOAPS AND DETERGENTS LIMITED. The company was registered as a Public Limited company. Today the company produces varieties of products in toilet Soaps, Detergents, Agarbathis and Talcum powder. KS&DL has been built up with rich tradition for the quality of its products. Mysore Sandal Soap is the No: 1 anywhere in the world. The Karnataka state is the original home of the Sandal oil, which uses Original perfume sandalwood in the manufacturing of Mysore Sandal Soaps.It is also known as the FRAGRANT AMBASSADOR OF INDIA.
TRADEMARK OF MYSORE SANDAL SOAP
The SHARABHA
The carving on the cover is the Sharabha, the trademark of KS&DL. The Sharabha is a mythological creation from the puranas and embodies the combined virtues of wisdom, courage & strength, while it is illustrated in its unusual from the body of a lion with head of an elephant. It was adopted as an official emblem of KS&DL to symbolize the philosophy of the company. The Sharabha the symbolized power that removed imperfections & impurities. The Maharaja of Mysore has his official emblem adopted it. And soon took its pride of place as the symbol of the government Soap factory, of quality that reflects a standard of excellence of Karnataka Soaps & Detergents Limited. BIRDS EYE VIEW OF KS&DL: 1918 - Govt. Soap factory started by Maharaja of Mysore & the Mysore Sandal Soap was Introduced into the market for the first time. 1950 - The factory output rose to find terms. 1. Renovating the whole premises. 2. Installing a new boiler soap building plant & drying chamber. 1954 - Received License from government to manufacture 1500 tons of soap & 75 tons of glycerin per year.
1957-Factory shifted its operations to Rajajinagar industrial area. 1975- Rs3crore synthetic Detergent plant was installed based on Ballestra SPA (Italy) technology. 1981- a. Production capacity was increased to 6000 tons. b. Rs.5 crore Fatty acid plant was installed with technical collaboration from Europe. 1992- The Board for Industrial & Financial Reconstruction (BIFR), New Delhi in December For rehabilitation. 1996- The BIFR approved the Rehabilitation scheme in September. 1999- ISO 14001 Certificate pertaining to Environmental Management System. 2000- In May, the BIFR, New Delhi Declared the Company to be out of the purview. 2004- The company launched Herbal Care Soap. 3.2. VISION, MISSION AND QUALITY POLICY:
VISION:
Keeping pace with globalization, global trends & the States policy for using technology in every aspect of governance. Ensuring global presence of Mysore Sandal products while leveraging its unique strengths to take advantage of the current Tech scenario by intelligent & selective diversification. Secure all assistance & prime status from Government India all Tech alliances. Further, ensure Karnatakas pre-eminent status as a proponent & provider of Tech services to the world, nation, & private sectors.
MISSION:
To serve the National economy. To attain self-reliance. To promote purity & quality products To maintain the Brand loyalty of its customers. To build upon the reputation of Mysore sandal soap based on pure sandal oil.
OBJECTIVES OF KSDL:
To serve the National economy. To attain self-reliance. To promote purity & quality products To maintain the Brand loyalty of its customers. To build upon the reputation of Mysore sandal soap based on pure sandal oil.
ISO 9002 QUALITY POLICY:

KS&DL commits to customer delight through Total Quality Management & continues improvement by involvement of all its employees. ISO 14001 ENVIRONMENTAL POLICIES OF KS&DL:Is committed to preserve the natural environment in the production of its quality products to the satisfaction of its customer. 1. Will comply with all statutory & regulatory requirements pertaining to environment stipulated by both state & central authorities. 2. Would invite & implement action to reduce all impacts that are likely to be a source of concern to the environment. 3. Would strive & set an example in protection & promotion of an eco-friendly environment.
4. Is committed to prevent & minimize risks to the environment & conserve natural resources by waging a war against wastes. 5. Will motivate every employee of the company in preserving the environment by providing appropriate training. 6. Will make available a copy of environment policy, under environment Management system on a written request to its manager (Environment & Policy
3.3. PRODUCT PROFILE:

KS&DL is the true inheritor of golden legacy of India. Continuing the tradition of excellence for over eight decades, using only the best East Indian grade Sandalwood oil & Sandalwood soaps in the world. The products produced at KS&DL are the Soaps, Detergents, Agarbathies and Sandalwood oil. PRODUCT RANGE FROM THE HOUSE OF MYSORE SANDAL SOAP
a. Mysore Sandal Soap
(75gm,125gm & 150gm)
b. Mysore Sandal Special Soap
(75gm)
C. Mysore Sandal Baby Soap
(75gm)
D. Three-In-One Gift Pack (SJR) 3Tabs
(150gm Each)
E. Mysore Sandal Gold Soap
(125gm)
F. Mysore Rose Soap
(100gm)
E. Six-In-One Gift Pack- 6Tabs
(150gm Each)
G. Mysore Sandal Gold sixer 6 Tabs
(125gm Each)
H. Mysore Sandal Soap Bath Tablet Trio 3nos. (150gm Each)
I Mysore Sandal Classic Soap
(75gm)
J Mysore Sandal Herbal Care
(75gm)
DETERGENTS:
KS&DL also manufactures high quality detergents applying the latest spray drying technology with well balanced formulation of active matters & other builders; they provide the ultimate washing powder. 1. Sansor Detergent Powder 2. Mysore Detergent Powder 3. Mysore Detergent bar 4. Mysore Detergent Cake (1kg/2kg) (1kg/500gms) (250gms) (125gms/250gms)
AGARBATHIS: 1. Mysore Sandal premium 8. Mysore sandal 2. Mysore Rose 3. Suprabath 4. Parijata 5. Venkateshwar 6. Ayyappa 7. Chandhana 9. Nagachampa 10.Mysore Jasmine 11.Bodhisattva 12.Durga 13.Alif Laila
SANDALWOOD OIL:
In 5ml, 10ml,20ml, 100ml,500ml,2kg,5kg,20kg,and 25kg packing.
POWDERS: 1. Mysore Sandal Talk: Cooling & Healing, Fragrant freshness, Net. Wt 20gm, 60gm,
300gm and 1kg.
2. Mysore Sandal Baby Powder: Tender loving care for baby& Mummy. Net wt 100400gms.
NEW PRODUCTS LAUNCHED:

1. Wave Turmeric Soap. 2. Wave Hand Wash Liquid Soap. 3. Herbal Care Liquid Soap. 4. Agarbathies Mysore Sandal 3 in 1.
3.4 AREA OF OPERATION:
GLOBAL FAVOURITES FOR THEIR NATURAL GOODNESS KS&DL has a long tradition of maintaining the highest quality standards, right from the selection of raw materials to processing and packaging of the end product. The reason why its products are much in demand globally & are exported regularly to UAE, Bahrain, /Saudi Arabia, Kuwait, Qatar, South East Asian countries as well as North America & South America. The sandalwood oil, of course, is much sought after by the leading perfume houses of the world. All the toilet soaps of KS&DL are made from oils & fats of vegetable origin & totally free from animal fat.
3.5 OWNERSHIP PATTERN:

Wholly owned by Government of Karnataka.
3.6. COMPETITORS INFORMATION AND THEIR MARKET SHARE:

HLL Godrej Procter & gamble 70% 4% 10%
KSDL Others PRESENT STATUS:
11% 5%
1. The company has entered into shampoo, dish wash, detergent bar & room refresher. 2. The company is striving to develop new perfumes for soaps detergents, agarbathies& shampoo. 3. The company wants to improve the existing products in terms of quality.
3.7. INFRASTRUCTURAL FACILITIES: 1. Canteen facility 2. Library 3. Car stand 4. Waiting rooms
3.8. WORK FLOW MODEL
SILOS (Silos are closed chambers) Soaps Noodles Container Mixer Simplex Plodder It becomes NOODLE Milling It becomes soap ribbons Duplex plodder Cutting Machine Cakes are led to Stamping Machine Wrapping machine Led through the conveyor belt
3.9. ACHIEVEMENTS / AWARD: 1. Government of Karnataka Dept of Industries and commerce State Export Promotion Advisory Board. EXPORT AWARD 1974-75 2. Detergent Plant M/s Chemical Bombay have given 1st price for the year 1980-81 3. Geographical Indication GI-2005 4. ISO 9001-2000 in the year 1999 5. ISO 14001-2004 in the year 2000 3.10. FUTURE GROWTH AND PROSPECTUS:
1. Introduction of anti-bacteria, herbal transparent soap, made out of 33 essential oil based
perfume, Aloe Vera, Vitamin-E etc as additive and suitable for all types of skin and all seasons.
2. Improvement in existing products Mysore Sandal classic improved moisturizers & skin
conditions.
3. Introduction of sandalwood powder in 50gms, 100gms to meet the growing demand for
religious purpose.
4. Introduction of new higher powered detergent powder for institutional sales in bulk
packaging.
5. To attain market leadership. 6. Introduction of new trade schemes to increase sales. 7. Aggressive advertisement and publicity as part of sales promotion. 8. Reduction in distribution expenses. 9. Cost-reduction in all areas. 10.Instant decision making in certain procurement activities. 11.Timely introduction and implementation of market driven decisions. 12.Ensuring effective internal control.
STRUCTURE OF ORGANISATION:
I. BASIS OF DEPARTMENTATION KS&DL is a manufacturing concern of moderately large size. We can see here functions wise departmentation. It facilitates effective utilization of manpower and resources and it is a simple, economical and reasonable organization pattern. II. LEVELS OF ORGANISATION The organization of KS&DL consists of 4 levels, they are TOP LEVEL consisting of BODs and M.D SECOND LEVEL consisting of Directors of Finance and Special officers THIRD LEVEL consisting of senior managers, deputy managers and officers. FOURTH LEVEL consisting of clerks, Assistants and Attendees.
III.ORGANIZATION CHART OF KS&DL KS&DL is Functional type of organization. Under this type of organization men with special abilities in a specialized function are employed. The hierarchy is represented as follows.
ORGANISATIONCHART:
MANAGING DIRECTOR
EXECUTIVE DIRECTOR (MARKETING)
GEN. MANAGER (R&D/P&M)
GEN. MANAGER (FINANCE)
DY. GEN MGR (FTD)
DY. GEN MGR (MTLS &Strs)
AGM (R & D)
CS
AGM (HRD)
MGR (MDs Office)
MGR (MIS)
1 2 3 4 5 6 7 8 9 10
M.D E.D GEN. MGR (R&D/P&M) GEN. MGR (F) DY. GEN MGR (FTD) DY. GEN MGR (MTLS & Strs) AGM (R & D) AGM (HRD) MGR (MD's Office) MGR (MIS)
Managing Director Executive Director General Manager (R & D / Prodn.,& Maintenance) General Manager (Finance) Deputy General Manager (Foreign Trade) Deputy General Manager (Materials & Stores) Assistant General Manager (R & D) Assistant General Manager (HRD) Manager (MD's Office) Manager (Management Information System)
FUNCTIONAL DEPARTMENTS OF KS&DL

1. Human Recourse Department. (HRD). 2. Production & Maintenance Department.( P & M ) 3. Marketing Department. ( MKTG ) 4. Finance A/c & Audit Department.(Finance) 5. Material & Stores Department (MTLS &Strs). 6. Research & Development (R & D). 7. Foreign Trade (FTD). 8. Quality Control Department. 9. Welfare Department.
1. HUMAN RESOURSE DEPARTMENT:
Assistant General Manager

(HRD) Manager (HRD)
Assistant Manager (HRD)
Officer (HRD)
Labour Welfare Officer
H R Dept Staff
Junior Officers
First Aid
Time Office
Canteen
LutherGulick highlighted POSDCORB which stands for planning organizing, staffing, Directing, Coordinating, Reporting & Budgeting is the part of personnel management. H R D performs lot of function in KSDL. 1. Recruitment 2. Implementing. 3. Training 4. Cordial relationship of Industry 5. Disciplinary matters 6. Performance appraisal 7. Employee safety etc Cordial relation with Trade unions: KSDL is trying its level best to ensure healthy & cordial relation with trade unions in all matters regarding industrial disputes & employee satisfaction. HRD is act as a mother as it ensures people are treated perfectly well & widening the scope of the employees.
DATA ANALYSIS& INTERPRETATION.

This study was conducted to measure the level of employees motivation at KS&DL, Bengaluru. The data has been collected from 100 employees at KS&DL, through questionnaire, Personal Interview and observation method. After data had been collected, the data has been analysed in a master tabular form. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statically inferences. From the master table various summery tables were prepared. The data thus collected is tabulated and interpreted. After analysing the data, the findings are presented in the form of Bar charts and Pie charts. The findings have been presented along with the respective tabular column, graphs and interpretation.
1. WORKING ENVIRONMENT IN THE COMPANY
The following are the details of response TABLE-1

SI. NO. PARTICULARS RESPONDENTS IN NUMBERS
1 2 3 4 EXCELLENT GOOD AVERAGE POOR TOTAL RESPONDENTS 20 70 10 0 100 20% 70% 10% 0% 100%
PERCENTAGE
RESPONDENTS IN NUMBERS
1 Excellent 2 Good 0% 10% 20% 3 Average 4 Poor
70%
ANALYSIS
From the above table we can analyse that out of 100 employees 70 of them [70%] consider as working environment is good, 20 of them consider [21%] it is excellent, 50 of them [50%] consider it is average.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that working environment is good.
2. TYPE OF PARTICIPATION
The following are the details of response
TABLE-2
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 FORMAL INFORMAL THROUGH UNIONS TOTAL RESPONDENTS 74 0 26 100 74% 0% 26% 100% PERCENTAGE
1 Formal 2 Informal 3 Through unions
26% 0% 74%
ANALYSIS
From the above table we can analyse that out of 100 employees 74 of them [74%] are considered participation as being formal and 26 of them [26%] consider it is through unions.
INTERPRETATION
From the above analysis we can interpret that majority of the employees consider that type of employee participation is very formal.
3. MOTIVATING THE EMPLOYEES
TABLE-3
SL.NO PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 5 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS
0 64 24 12 0 100 0% 64% 24% 12% 0% 100%
PERCENTAGE
1 Strongly Agree 2 Agree 3 Neutral 0% 0% 12% 4 Disagree 5 Strongly Disagree
24% 64%
ANALYSIS
From the above table we can analyse that out of 100 employees 64 of them [64%] agree that management is really interested in motivating the employees the , 24 of them consider [24%] it is neutral, 12 of them [12%] disagree.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that management is interested in motivating the employees.
4 SUPPORT FROM THE HR DEPARTMENT
TABLE-4
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 HIGHLY SATISFIED SATISFIED NEUTRAL DISAGREE TOTAL RESPONDENTS 0 36 52 12 100 0% 36% 52% 12% 100% PERCENTAGE
1 Highly satisfied 2 Satisfied 0% 12% 36% 3 Neutral 4 Disagree
52%
ANALYSIS
From the above table we can analyse that out of 100 employees 36 of them [36%] are satisfied by the support from the HR department, 52 of them consider [24%] it is neutral, 12 of them [12%] disagree
INTERPRETATION
From the above analysis we can interpret that majority of the employees are neutrally satisfied by the support from the HR department.
5. TRAINING PROGRAMME FOR UPDATING THE SKILLS OF EMPLOYEES
TABLE-5
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 MONTHLY ONCE HALF YEARLY ONCE IN QUARTER YEARLY ONCE TOTAL RESPONDENTS 0 30 0 70 100 0% 30% 0% 70% 100% PERCENTAGE
1 Monthly Once 2 Half Yearly 0% 3 Once in quarter 4 Yearly Once
30%
70%
0%
ANALYSIS
From the above table we can analyse that out of 100 employees 70 of them [70%] consider yearly once organization imports training programme, 30 of them consider [30%] as half yearly.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that yearly once training is given by the company.
6. EMPLOYEES RATING OF SALARIES AND PERKS OFFERED BY THE C0MPANY The following are the details of response
TABLE-6
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 5 EXCELLENT GOOD AVERAGE POOR TOTAL RESPONDENTS 0 38 53 9 100 0% 38% 53% 9% 100% PERCENTAGE
1 EXCELLENT 2 GOOD 0% 9% 38% 3 AVERAGE 4 POOR
53%
ANALYSIS
From the above table we can analyse that out of 100 employees 38 of them [38%] consider employees rating of salaries and perks is good, 53 of them consider [53%] it is average and 9 of them [9%] consider it is poor.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that the salaries and perks offered by the company is average.
7. SATISFIED WITH THE DRESS CODE FOLLOWED BY THE COMPANY.
TABLE-7
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 YES NO TOTAL RESPONDENTS 74 26 100 74% 26% 100% PERCENTAGE
1 Yes 2 No
26%
74%
ANALYSIS
From the above table we can analyse that out of 100 employees 74 of them [74%] say YES they are satisfied with the dress code followed by the company and 26 of them [26%] consider as NO.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that they are with the dress code followed by the company.
8 OPINION ABOUT THE REWARDS AND AWARDS MOTIVATING THE EMPLOYEES
TABLE-8
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 YES NO TOTAL RESPONDENTS 93 7 100 93% 7% 100% PERCENTAGE
2 No 7%
1 Yes 93%
ANALYSIS
From the above table we can analyse that out of 100 employees 93 of them [93%] consider that rewards and awards motivate them and only 7 of them [7%] consider rewards and awards do not motivate them.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that rewards and awards motivates the employees to perform better.
9 TYPES OF INCENTIVES
TABLE-8
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 MONETARY INCENTIVE 2 PUBLIC RECOGNITION 3 4 AWARDS CERTIFICATES TOTAL RESPONDENTS 14 14 100 14% 14% 100% 8 8% 64 64% PERCENTAGE
1 Monetary incentive 2 Public recognation 3 Awards 4 Certificates
14% 14% 8% 64%
ANALYSIS
From the above table we can analyse that out of 100 employees 64 of them [64%] consider that monetary incentive motivates more, 14 of them [14%] consider awards, 14 of them [14%] consider certificates and only 8 of them [8%] consider public recognition.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that monetary incentives motivates the employees the most.
10. THROUGH INCENTIVES AND OTHER BENEFITS INFLUENCING PERFORMANCE
TABLE-10
SI. NO.
PARTICULARS
PERCENTAGE
1 2 3 4
TO BE GREAT EXTENT TO BE GOOD EXTENT SOMEWHAT NEVER TOTAL RESPONDENTS
6 68 20 6 100
6% 68% 20% 6% 100%
1 To be Great Extent 2 To be Good Extent 3 Some what 4 Never
6% 6% 20%
68%
ANALYSIS
From the above table we can analyse that out of 100 employees 68 of them [68%] consider that incentives and other benefits helps in motivating the employees to a good extent , 20 of them [20%] consider somewhat, 6 of them [6%] consider to be a great extent and 6 of them [6%] consider never.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that incentives and other benefits will influence the performance of employees.
11. SATISFIED WITH THE INCENTIVES PROVIDED BY THE ORGANISATION The following are the details of response
TABLE-11
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 EXCELLENT GOOD AVERAGE POOR TOTAL RESPONDENTS 25 66 9 0 100 25% 66% 9% 0% 100% PERCENTAGE
66%
ANALYSIS
From the above table we can analyse that out of 100 employees 25 of them [25%] consider that excellently they are satisfied with the incentives provided by the organization , 25 of them [25%] consider it is good and 9 of them [9%] consider it is average
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that excellently they are satisfied with the incentives provided by the organization.
12.OPINION ON THE PRESENT MONETARY MOTIVATORS IN THE COMPANY.
TABLE-12
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 Excellent Average Good Poor Total respondent 0 32 62 6 100 0% 32% 62% 6% 100% PERCENTAGE
1 Excellent 2 Average 0% 6% 32% 3 Good 4 Poor
62%
ANALYSIS
From the above table we can analyse that out of 100 employees 32 of them [32%] consider that rating the present monetary motivators in the company is good, 62 of them [62%] consider it is average and 6 of them [6%] consider it is poor.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that rating the present monetary motivators in the company are good.
13.PARTICIPATING IN CONFERENCES AND SEMINARS OUTSIDE THE OFFICE
TABLE-13
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 VERY OFTEN SOMETIMES VERY RARELY NEVER TOTAL RESPONDENTS 6 56 28 10 100 6% 56% 28% 10% 100% PERCENTAGE
1 Very often 2 Sometimes 3 Very Sarely 4 Never
10% 6%
28% 56%
ANALYSIS
From the above table we can analyse that out of 100 employees 6 of them [6%] consider that very often supervisor proposes their name for participating in conferences and seminars outside the office,5 6 of them [56%] consider it is sometimes they participate,28 of them [28%] consider very rarely and 10 of them [10%] consider as never.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that sometimes the supervisor proposes their name for participating in conferences and seminars outside the office.
14.EMPLOYEES SATISFACTION
OPINION
ABOUT
THE
LEVEL
OF
JOB
TABLE-14
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 EXCELLENT GOODS AVERAGE POOR TOTAL RESPONDENTS 63 28 9 0 100 63% 28% 9% 0% 100% PERCENTAGE
4 TOTAL RESPONDENTS, 100
1 EXCELLENT, 63
2 GOODS, 28
4 POOR, 0
3 AVERAGE, 9
ANALYSIS
From the above table we can analyse that out of 100 employees 63 of them [63%] consider that the level of job satisfaction is excellent, 28 of them [28%] consider it is good, 3 of them consider it is average and 4 of them [4%] consider it is poor.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that level of job satisfaction is excellent.
15. EMPLOYEES OPINION ABOUT JOB PLACE
TABLE-15
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 REGULARLY ONCE IN A WHILE SOME OCASSION NOT AT ALL TOTAL RESPONDENTS 26 24 50 100 26% 24% 50% 100% PERCENTAGE
0%
26% 50% 24%
1 Regularly 2 Once in while 3 Some occasion 4 Not at all
ANALYSIS
From the above table we can analyse that out of 100 employees 26 of them [26%] consider regularly job place bring in cheer and happiness, 24 of them [24%] consider once in a while, 50 of them [50%] consider on some occasion job place brings happiness.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that on some occasionjob place brings in cheer and happiness.
16.EMPLOYEES OPINION ABOUT REGULARITY
TABLE-16
SI. NO. PARTICULARS RESPONDENTS IN NUMBERSS 1 2 3 4 JOB ITSELF COLLEAGUES CUSTOMERS BOSS TOTAL RESPONDENTS 82 4 6 8 100 82% 4% 6% 8% 100% PERCENTAGE
1 Job itself 2 Colleges 3 Customers 4 Boss
6% 4%
8%
82%
ANALYSIS
From the above table we can analyse that out of 100 employees 82 of them [82%] consider job itself motivates them to come back to office on Monday morning, 4 of them [4%] consider it is colleagues, 6 of them [6%] consider it is customers and 8 of them consider it is boss.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that job itself motivates them to come back to office on Monday morning.
17.EMPLOYEES OPINION ABOUT CURRENT APPRAISAL TECHNIQUES

SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 HIGHLY SATISFIED MODERATELY SATISFIED 3 4 SATISFIED CANT SAY TOTAL RESPONDENTS 35 10 100 35% 10% 100% 12 43 12% 43% PERCENTAGE
1 HIGHLY SATISFIED, 12
4 TOTAL RESPONDENTS, 100
2 MODERATELY SATISFIED, 43 3 SATISFIED, 35
4 CANT SAY, 10
ANALYSIS
From the above table we can analyse that out of 100 employees 12 of them [12%] are highly satisfied with current appraisal technique , 43 of them [43%] are moderately satisfied, 35 of them [35%] are satisfied and 4 of them [4%] cant say.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that they aremoderately satisfied with current appraisal technique.
18.
EMPLOYEES PARTICIPATION IN MANAGEMENT DECISION
MAKING

SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 YES NO OCCASIONALLY TOTAL RESPONDENTS 56 24 20 100 56% 24% 20% 100% PERCENTAGE
1 Yes 2 No 3 Occassionally
20%
24%
56%
ANALYSIS
From the above table we can analyse that out of 100 employees 56 of them [56%] consider YES they are involved in management decision making, 24 of them [24%] consider as NO and 20 of them [20%] consider occasionally.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that management involves them in decision making.
19.CANTEEN FACILITIES PROVIDED BY THE COMPANY
TABLE-19
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 EXCELLENT AVERAGE GOOD POOR TOTAL RESPONDENTS 0 12 88 0 100 0% 12% 88% 0% 100% PERCENTAGE
1 Excellent 2 Average 0% 0% 12% 3 Good 4 Poor
88%
ANALYSIS
From the above table we can analyse that out of 100 employees 88 of them [88%] consider canteen facility provided by the company is good and only 12 of them [20%] consider as average.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that canteen facility provided by the company is extremely good.
20.MEDICAL FACILITY PROVIDED BY THE COMPANY
TABLE-20
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 EXCELLENT AVERAGE GOOD POOR TOTAL RESPONDENTS 50 11 33 6 100 50% 11% 33% 6% 100% PERCENTAGE
1 Excellent 2 Average 3 Good 4 Poor
6%
33%
50%
11%
ANALYSIS
From the above table we can analyse that out of 100 employees 50 of them [50%] consider medical facility provided by the company is excellent, 11 of them [11%] consider as average, 33 of them [33%] consider as good and 6 of them [6%] consider as poor.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that medical facility provided by the company is excellent.
21. PLEASE PROVIDE THE FOLLOWING RATES

(STRONGLY AGREE-1, AGREE-2, NEUTRAL-3, DISAGREE-4, STRONGLY DISAGREE)
TABLE-21
SL.NO PARTICULARS REASONABLE INCREASE IN SALARY JOB SECURITY EXIST IN THE COMPANY GOOD RELATIONSHIP WITH COWORKERS EFFECTIVE PERFORMANCE APPRAISAL SYSTEM SAFETY MEASURES ADOPTED IN ORGANISATION
STRONGLY AGREE
0%
55%
21%
10%
25%
2 3 4 5
AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS
40% 38% 12% 0%
30% 15% 0% 0%
45% 30% 4% 0%
38% 44% 8% 0%
45% 30% 0% 0%
100%
100%
100%
100%
100%
Chart Title
60% 50% 40% 30% 20% 10% 0%
STRONGLY AGREE AGREE NEUTRAL DISAGREE
1. REASONABLE INCREASE IN SALARY. ANALYSIS

From the above table we can analyse that out of 100 employees 40 of them [40%] consider that they strongly agree with reasonable increase in salary, 38 of them [38%] are neutral and 12 of them [12%] disagree.
INTERPRETATION
From the above analysis we can interpret that majority of the employees strongly agree with reasonable increase in the salary provided by the organization.
2. JOB SECURITY EXIST IN THE COMPANY. ANALYSIS

From the above table we can analyse that out of 100 employees 55 of them [55%] consider that they strongly agree with job security provided in the company, 30 of them [30%] agree and 15 of them [15%] are neutral.
INTERPRETATION
From the above analysis we can interpret that majority of the employees strongly agree with job security provided in the company.
3. GOOD RELATIONSHIP WITH CO-WORKERS ANALYSIS

From the above table we can analyse that out of 100 employees 21 of them [21%] consider that they strongly agree that they have good relationship with co-workers in the company, 45 of them [45%] agree and 30 of them [30%] are neutral and only 4 of them [4%] disagree.
INTERPRETATION
From the above analysis we can interpret that majority of the employees strongly agree that they have good relationship with co-workers in the company.
4. EFFECTIVE PERFORMANCE APPRAISAL SYSTEM ANALYSIS

From the above table we can analyse that out of 100 employees 10 of them [10%] consider that they strongly agree with effective performance appraisal system adopted in the company, 38 of them [38%] agree and 44 of them [44%] are neutral and only 8 of them [8%] disagree.
INTERPRETATION
From the above analysis we can interpret that majority of the employees strongly agree that they strongly agree with effective performance appraisal system adopted in the company.
5. GOOD SAFETY MEASURES ADOPTED IN THE ORGANISATION ANALYSIS

From the above table we can analyse that out of 100 employees 25 of them [25%] consider that they strongly agree with safety measures adopted in the company, 45 of them [45%] agree and 30 of them [30%] are neutral.
INTERPRETATION
From the above analysis we can interpret that majority of the employees strongly agree that they strongly agree with safety measures adopted in the company.
22. RANK THE FOLLOWING FACTORS WHICH MOTIVATES U THE MOST?

SL.NO PARTICULARS SALARY INCREASE PROMOTION LEAVE MOTIVATIONAL TALKS RECOGNITION
1 2 3 4 5
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS
28% 35% 30% 7% 0%
20% 32% 43% 10% 0%
40% 35% 43% 10% 5%
20% 35% 38% 22% 0%
12% 25% 30% 23% 10%
100%
100%
100%
100%
100%
Chart Title
50% 40% 30% 20% 10% 0%
1 STRONGLY AGREE 4 DISAGREE
2 AGREE 5 STRONGLY DISAGREE
3 NEUTRAL
1.SALARY INCREASE ANALYSIS

From the above table we can analyse that out of 100 employees 28 of them [28%] rate the rank 1 as increase in salary motivates them , 35 of them [35%] rate rank 2 and 30 of them [30%] rate rank 4 and only 7 of them [7%] rate rank 4.
INTERPRETATION
From the above analysis we can interpret that majority of the employees are ranking 1 as increase of salary motivates them in the company.
2. PROMOTION ANALYSIS
From the above table we can analyse that out of 100 employees 20 of them [20%] have rated rank 1 as promotion motivates them most in the company, 32 of them [32%] have ranked 2 and 43 of them [43%] have ranked 3, 10 of them [10%] have ranked 4 and only 5 of them [5%] have ranked 5.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that promotion helps in motivating them to an extent.
3. LEAVE ANALYSIS
From the above table we can analyse that out of 100 employees 40 of them [40%] have rated rank 1 as leave motivates them , 35 of them [35%] have ranked 2 and 17 of them [17%] have rated rank 3 and only 8 of them [8%] have ranked 4.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that providing sufficient leave motivates them.
4. MOTIVATIONAL TALKS ANALYSIS

From the above table we can analyse that out of 100 employees 20 of them [20%] have rated rank1 as motivational talks motivates them, 35 of them [35%] have ranked 2, 38 of them [38%] have ranked 3 and only 12 of them [12%] have ranked 4.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that motivational talks motivates them to an extent.
5. RECOGNITION ANALYSIS
From the above table we can analyse that out of 100 employees 12 of them [12%] have rated rank 1 as recognition in the company motivates them , 25 of them [25%] have ranked 2, 30 of them [30%] have ranked 3, 23 of them [23%] have ranked 4 and only 10 of them [10%] have ranked 5.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feels that recognition motivates them to an extent.
23. INDICATE YOUR OPINION ON THE OVERALL RATING OF THE COMPANY.
TABLE-23
SI. NO. PARTICULARS RESPONDENTS IN NUMBERS 1 2 3 4 EXCELLENT GOOD AVERAGE POOR TOTAL RESPONDENTS 20 45 35 0 100 20% 45% 35% 0% 100% PERCENTAGE
45%
ANALYSIS
From the above table we can analyse that out of 100 employees 2O of them [20%] consider thatoverall rating of the company is excellent, 45 of them [45%] consider it is good and 35 of them [35%] consider it is average.
INTERPRETATION
From the above analysis we can interpret that majority of the employees feelsthat overall rating of the company is excellent.
FINDINGS
Due to the working conditions prevailing in the company, motivational level of each respondent seems to be the minimum. Findings are recorded based on the analysis and evaluation of data collected by personal interview and questionnaire as a part of the research.
1. Majority of the employees feels that working environment is good. 2. Majority of the employees consider that type of employee participation is very formal. 3. Majority of the employees feels that management is interested in motivating the employees. 4. Majority of the employees are neutrally satisfied by the support from the HR department. 5. Majority of the employees feels that yearly once training is given by the company 6. The study reveals that the majority of the employees consider salaries and perks offered by
the company is average.
7. The study reveals that majority of the employees are satisfied with the dress code followed
by the company.
8. The study shows that rewards and awards motivate the employees to perform better. 9. Majority of the employees feels that monetaryincentives motivate the employees the most. 10. The study reveals that majority of the employees feels that incentives and other benefits will
influence the performance of employees.
11.Majority of the employees feels that excellently they are satisfied with the incentives
provided by the organization.
12.Majority of the employees feels that rating the present monetary motivators in the company
is good.
13.Majority of the employees feels that sometimes the supervisor proposes their name for
participating in conferences and seminars outside the office.
14. Majority of the employees feels that level of job satisfaction is excellent
15. Majority of the employees feels that on some occasionjob place brings in cheer and happiness.
16.The study reveals that job itself motivates employees to come back to office on Monday morning. 17. Majority of the employees feels that they aremoderately satisfied with current appraisal technique. 18. The study shows that management involves them in decision making. 19. Majority of the employees feels that canteen facility provided by the company is extremely good. 20. Majority of the employees feels that medical facility provided by the company is excellent 21. The study reveals that majority of the employees strongly agree with reasonable increase in salary,job security existing the company, good relationship with coworkers, effective performance appraisal system. 22. The study reveals that majority of the feels that increase in salary, promotion, motivational talks and recognition motivates them. 23. The overall rating of the company as indicated by the employees is excellent and good.
SUGGESTIONS
1) The management should give more opportunity to employees to participate in management decision making. 2) Improving the existing motivational practices by discussing with the employees. 3) Ensure that each individuals talents & contribution are recognized by organization. 4) The management should conduct meetings on weekly analysis to know the effectiveness of motivational practices and upgrade it. 5) Identify the gap between superior and subordinates towards grievance handling process. 6) One of the essential 4Ms is MAN, so we can motivate the people for the whole successes.
7) Analyse the employees innovative skills and motivate their performance for better future
results. 8) Improvements are needed to the area of awards, recognition of employees. Company can achieve this by announcing best employee of the month, employee of the week etc. By doing this the motivation level of the employees will increase, which ultimately increases the productivity level of the organization. 9) Company is required to provide enough resources to the employees 10) The management should continue to have good relations, with their employees for long term benefits and improvement. 11) The management shouldfind ways to use public recognition to reinforce desired performance. 12) Emphasize the use of rewards rather than the use of punishments to encourage desiredbehaviours.
CONCLUSION
The overall study reveals that the company has grown tremendously since its incorporation from 1918, now it has independent units for manufacturing sandalwood oils, toilet soaps, washing soaps, detergents, cosmetics and incense sticks. The initially named Government Soap Factory was renamed as Karnataka Soaps and Detergents Ltd in 1st October 1980. Its trademark is Sharabha, the slogan refers to Natural products with exotic fragrance. The company is a leading sandalwood soap Manufacturer in the country. KS&DL is proud to be an outstanding example of an organization, which has consistently better relations consequent to the total commitment and complete identity of the employees which the company policies, programs and management system. The People factor is the backbone of any organization. It is because of human person that results are achieved, profits earned and companies grow. This is possible only by motivating the employees. This study aimed at surveying the opinions of the employees at KS&DL on certain organizational issues those influences their satisfaction at work, motivating the people, lead to success. From the study it explores that the motivational practices for the employees are not at highly satisfactory level. Organization has to maintain a proper and cordial relationship between them. From the analysis made it is clear that there is always a relation between motivation and reward. So the subordinates are not happy with the existing motivational practices. It is also found that employees are not satisfied with growth opportunity in the company.
BIBLIOGRAPHY BOOKS REFERRED ORGANISATION publishing house. ORGANISATION BEHAVIOUR, Stephen robins and SeemaSanghai, Published by Dorling kindersley (India) pvt. ltd. HUMAN RESOURCE MANAGEMENT, P. SubbaRao, Himalaya Publishing House. COMPANY MANUALS,MAGAZINES. WEBSITES: www.google.com www.ksdl.com www.scribd.com www.sitehr.com BEHAVIOUR, K. Ashwathappa, Himalaya
Questionnaire:
DISSERTATION ON EMPLOYEES MOTIVATION IN PSUS WITH SPECIAL REFERENCE BANGALORE. Dear respondent: I Aruna. K, a student of GTIMSR, currently pursuing MBA. In partial fulfilment of my course, I am carrying out a dissertation title A study on Employees motivation in PSUS with special reference to Karnataka Soaps and Detergents Limited, Bangalore I would be pleased if you could spare your precious time in completing this Questionnaire. I assure you that all information provided by you will be kept confidential and will be used only for academic purpose. TO KARNATAKA SOAPS AND DETERGENTS LIMITED,
Thank you, Yours sincerely ARUNA.K
A) GENERAL INFORMATION NAME: AGE: SEX: QUALIFICATION: DESIGNATION: WORK EXPERIENCE: COMPANY NAME:
B) Please respond to the following queries, by ticking in the following brackets or blanks. 1. How is the working environment in your company? Excellent Average ( ( ) ) Good ( Poor ( ) )
2. What is the type of participation that the employees of the company are involved in Formal ( ) ) Informal ( )
Through unions (
3. Management is really interested in motivating the employees? Strongly agree ( Neutral ( ) Agree ) Disagree ) ( ( ) )
Strongly disagree (
4. Are you satisfied with the support from the HR department? Highly satisfied Neutral ( ( ) ) Satisfied ( Disagree ( ) )
5. How often organisation imports regular training programme for updating the skills of the employees? Monthly once Once in a quarter ( ( ) ) Half yearly ( ) )
Yearly once (
6. How do you rate salaries and perks offered by the company in comparison to other similar company? Excellent Average ( ( ) Good ( ) ) Poor ( )
7. Are you satisfied with the dress code followed by the company? Yes ( ) No ( )
8. Do you think rewards and awards will help in motivating the employees? Yes ( ) No ( )
9. Which type of incentive motivates you more? Monetary incentive ( Awards ( ) Public recognition ( ) ) ( )
Certificates
10. Do you think that incentives and other benefits will influence your performance? To be a great extent ( To be a good extent ( ) ) Some what Never ( ( ) )
11. How far you are satisfied with the incentives provided by the organisation? Excellent ( Good ( ) ) Bad Average ( ( ) )
12. How do you rate the present monetary motivators in the company? Excellent ( Average ( ) ) Poor ( ) Good ( )
13. Does your immediately supervisor proposes your name for participating in conferences and seminars outside the office? Very often ( Very rarely ( ) ) Some times ( Never ( ) )
14. What is the level of job satisfaction in the company?
Excellent Average
( (
) )
Good Poor
( (
) )
15. Does your job place brings in cheer and happiness to you? Regularly ( ) ) Some occasion ( ) ( )
Once in a while (
Not at all
16. What do you think is motivation for you to come back to office on a Monday morning? Job itself Colleagues ( ( ) ) Boss Customer ( ( ) )
Colleagues
Customer (
17. Are you happy with the current appraisal system in your organisation? Highly satisfied ( Satisfied ( ) ) moderately satisfied ( Cant say ( ) )
18. Does the management involve you in decision making which are connected to your department? Yes ( ) No ( ) Occasionally ( )
19. How do rate canteen facility provided by the company? Excellent ( Average ( ) ) Good Poor ( ( ) )
20. How do you rate the medical facility provided by the company? Excellent ( Average ( ) ) Poor ( ) Good ( )
21. Please provide the following rates (1-strongly agree, 2-Agree, 3-Neutral, 4-Disagree, 5-strongly disagree) No. 1 2 3 4 5 Factors Reasonable increase in salary Job security exist in the company Good relationship with co-workers Effective performance appraisal system Good safety measures adopted in organisation------Rates -------------------------
22. Rank the following factors which motivates you the most? ( Rank 1, 2, 3, 4,5.respectively) No. 1 2 3 4 5 Factors Salary increase Promotion Leave ------Rank -------------
Motivational talks ------Recognition -------
23. Indicate your opinion on the overall rating of the company. Excellent ( Average ( ) ) Good ( ) Poor (

EMPLOYEES MOTIVATION IN PSU's KARNATAKA SOAPS AND DETERGENTS LTD, BANGALORE

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EMPLOYEES MOTIVATION IN PSU's KARNATAKA SOAPS AND DETERGENTS LTD, BANGALORE

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INTRODUCTION DEFINITION OF HUMAN RESOURCE MANAGEMENT

According to PulapaSubbaRao, and human ,resources the management of is

MANAGERIAL FUNCTIONS FUNCTIONS OF HRM:

OPERATIVE FUNCTIONS Finance

SCOPE OF HUMAN RESOURCES MANAGEMENT

THEORETICAL BACKGROUND OF MOTIVATION:

Historical development of the employee motivation concept:

NEED BASED THEORIES: Maslows hierarchy of needs theory:

Social needs Safety needs

Herzbergs two-factor theory:

McGregors Theory X and Theory Y:

McClellands learned needs theory:

COGNITIVE THEORIES: Equity theory:

MOTIVATION THEORIES: COMPOSITE SUMMARY:

TITLE OF THE PROJECT

SPECIAL REFERENCE TO KARNATAKA SOAPS AND DETERGENTS LIMITED, BANGALORE. INTRODUCTION

STATEMENT OF THE PROBLEM

OBJECTIVES OF THE STUDY

SOURCES OF DATA COLLECTION

SAMPLE SIZE: 100 Samples. LIMITATIONS OF THE STUDY

PLAN OF THE ANALYSIS

THE INDIAN SOAP INDUSTRY SCENARIO:

2.2 PRESENT STATUS: Market scenario:

2.4 PROBLEMS OF SOAP INDUSTRY:

HISTORY OF KS&DL (INCEPTION):

TRADEMARK OF MYSORE SANDAL SOAP

ISO 9002 QUALITY POLICY:

3.3. PRODUCT PROFILE:

a. Mysore Sandal Soap

(75gm,125gm & 150gm)

b. Mysore Sandal Special Soap

C. Mysore Sandal Baby Soap

D. Three-In-One Gift Pack (SJR) 3Tabs

E. Mysore Sandal Gold Soap

F. Mysore Rose Soap

E. Six-In-One Gift Pack- 6Tabs

G. Mysore Sandal Gold sixer 6 Tabs

H. Mysore Sandal Soap Bath Tablet Trio 3nos. (150gm Each)

I Mysore Sandal Classic Soap

J Mysore Sandal Herbal Care

NEW PRODUCTS LAUNCHED:

3.4 AREA OF OPERATION:

3.5 OWNERSHIP PATTERN:

3.6. COMPETITORS INFORMATION AND THEIR MARKET SHARE:

KSDL Others PRESENT STATUS:

3.8. WORK FLOW MODEL

EXECUTIVE DIRECTOR (MARKETING)

GEN. MANAGER (R&D/P&M)

GEN. MANAGER (FINANCE)

DY. GEN MGR (FTD)

DY. GEN MGR (MTLS &Strs)

MGR (MDs Office)

FUNCTIONAL DEPARTMENTS OF KS&DL

1. HUMAN RESOURSE DEPARTMENT:

Assistant General Manager

Assistant Manager (HRD)

Labour Welfare Officer

DATA ANALYSIS& INTERPRETATION.

1. WORKING ENVIRONMENT IN THE COMPANY

The following are the details of response TABLE-1

The following are the details of response

3. MOTIVATING THE EMPLOYEES