ACKNOWLEDGEMENT

I am thankful to Mr. D.I. Cabral for giving me the opportunity to conduct a research on Motivation at Workplace. This project deals with the factors that are of umpteen importance for performance of the employees so that it drives them towards efficient and responsible work ethics. Moreover it is of immense help to understand the MOTIVATION FACTORS of an employee so that a manager is able to extract his/her best performance. I am also thankful to Mr. Vikram Shikhare and the management of BESS Institute of Management Studies and Research for allowing me free access to library, books and computer laboratory while doing my assignment, which otherwise would have been difficult. I am sincerely thankful to Mr.PRANAY AROLKAR, Assistant Product Manager, Josts Engineering Company Limited for providing me great support and information that enables me to complete this project.

TABLE OF CONTENT

Sr .no 1 2 3 4 5 6 7 8 9

Content Synopsis JOSTS ENGINEERING COMPANY LIMITED Subject being studied Data collection Analysis Findings Conclusion Recommendations Bibliography

Page no. 1 2 3 4 16 18 19 20 21

SYNOPSIS
OBJECTIVE : To find out what are the different motivation factors and their impact on the different employees. Also understanding how these

factors influence the working and behavior as well as achieving goals of organization.

ACTUAL multiple

STUDY choices

: on

questionnaire of

containing was

various

factors level

and of

level

agreement

given.

These

agreement give the importance of that factor.

FINDINGS : On the research made it was observed that some people find intrinsic factors motivating while some find extrinsic factors motivation. So depending on the importance of these factors organizations need to decide on the methods to provide these motivators.

CONCLUSION : Motivators act as a reason for employees to work harder, which finally in turn is beneficial for the organization in the longer run. The factors relating to job context are called as dissatisfiers and relating to job content are called as satisfiers. According to the survey we will find which of these is the reason for employees working within JOSTS ENGINEERING COMPANY LIMITED.

JOSTS ENGINEERING COMPANY LIMITED

Josts has been partnering growth over a range of business verticals across India for over a hundred years now. Driven by our vision of being at the forefront of India's industrial development, we help empower Indian industries with cutting edge technology in our chosen business areas - material handling, industrial finishing and engineered products. pioneering Today, our track record a of many of engineering and firsts and breakthroughs, and slew national international

performance awards, is ample testimony to the continuing excellence of our endeavours. Admittedly it's been a long and challenging path, and often down the route less travelled, but it has also been an exciting journey of constant innovation, lit up at frequent intervals by the glow of satisfied customers that we have left in our wake.

FINDING MOTIVATION FACTORS

MOTIVATION deals with factors that lure or entices people to perform better. These motivation factors increases the effort put in by the people to complete a particular task. Thereby it increases output of the company and greater results are achieved. Motivation is not the same as Job Satisfaction, although it is clearly linked. Motivation is aimed to increase employees participation towards the organizations goals and achievement. The most common way of measurement of what factors MOTIVATE are the use of rating scales where employees report their reactions to the various intrinsic and extrinsic factors. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale Motivation is in regard to one's feelings or state-of-mind regarding the nature of their work and the rewards that are available with accomplishment of a job. Motivation can either be intrinsic i.e. related to the job content or extrinsic i.e. related to the job context. Various theories have been framed to understand the motivation factors of an employee. The most useful of them is the HERZBERGs TWO-FACTOR THEORY where motivation factors were bifurcated as intrinsic factors and extrinsic factors. Moreover Herzberg concluded that an employee needs to have good working conditions and only then can he/she be motivated to perform better.

DATA COLLECTION

1. An Interesting Job

Level of Agreement Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 7 2 1 0 0 10

Percentage 70 20 10 0 0 100

2. A good boss

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 4 3 2 1 0 10

Percentage 40 30 20 10 0 100

3 . R e c o g n i t i o n a n d a p p r e c i a t i o n f o r t h e w or k I d o

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 5 4 0 1 0 10

Percentage 50 40 0 10 0 100

4. The opportunity for advancement Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total No. of respondents 1 3 6 0 0 10 Percentage 10 30 60 0 0 100

5. A satisfying personal life Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total No. of respondents 4 3 1 2 0 10 Percentage 40 30 10 20 0 100

6. A prestigious or status job Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total No. of respondents 3 2 4 0 1 10 Percentage 30 20 40 0 10 100

7. Job responsibility

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 2 4 3 1 0 10

Percentage 20 40 30 10 0 100

8 . G o o d w o r k i n g c o n d i t i o n s ( n i c e of f i c e )

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 2 4 3 1 0 10

Percentage 20 40 30 10 0 100

9 . S e n s i b l e c o m p a n y r u l e s , r e g u l a t i o n s , pr o c e d u r e s a n d p o l i c i e s

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 0 7 3 0 0 10

Percentage 0 70 30 0 0 100

10.

T h e o p p o r t u n i t y t o gr o w t h r o u g h l e a r n i n g n e w t h i n g s

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 5 3 1 1 0 10

Percentage 50 30 10 10 0 100

11.

A job I can do well and succeed at

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 5 4 1 0 0 10

Percentage 50 40 10 0 0 100

12. Job security

Level of satisfaction Very Important Important Somewhat Important Least Important Not Important Total

No. of respondents 5 3 1 0 1 10

Percentage 50 30 10 0 10 100

ANALYSIS OF DATA

In this research my main focus was on finding to what extent were certain intrinsic and extrinsic motivation factors egging the employees within JOSTS Engineering Company Limited to perform better. The results of the factors are as shown : 1. An Interesting Job maximum 70 % of the employees find this factor as a great incentive to work better. 2. A Good boss the opinion is divided on this factor, but still almost all the employees feel its imperative to have a good boss. 3. Recognition and Appreciation of work almost everybody in the organization feel a need to be appreciated for the work they do. 4. Opportunity for advancement Employees within this organization dont rate it as an extremely important factor. 5. Satisfying Personal Life the opinion is divided on this factor as well, but still most of the employees rate it important. 6. Prestigious Job status this factor has a 50-50 opinion as almost half the employees are not sure about its importance. 7. Job responsibility this is also a very tricky factor as 60% have rated it important, while 40% are unsure about it. 8. Good Working Conditions Most of the employees, around 60% rate it as a very important factor for staying in the job. 9. Sensible company rules, regulations and policies 70% employees rate it important, so we can say that employees do keep a look on the policies of the organization.

10. The opportunity to grow through learning new things 80% employees have rated this factor important, hence we can say that the employees here want to learn and do new things. 11. A job I can do well and succeed at most people, 90% of the employees want to work on task that they are sure they can do well. 12. Job Security 50% employees rate this as extremely important, while others also see it as imperative.

FINDINGS
A Job that I can do well and succeed at is the factor that has maximum i.e. 90% of the employees sanctioning it as the most important of the motivation factor. Opportunity for Advancement was rated somewhat important by 60% of the employees, hence from the list we see that it was the least bothering factor for the employees. 66.67% of the males consider an interesting job to be a motivating factor, while 75% of the females feel so. 50% of males rate a good boss as an extremely important motivator, while 50% females find it important too. 50% males rate recognition as important whereas 75% females rate it as extremely important. 50% males rate opportunity for advancement as important, while 75% females rate it as somewhat important. The males response to satisfying personal life is extremely well spread, whereas 50% females rate it extremely important. 66.67% males take pride in job status, while 50% females do so.

 50% males find responsibility somewhat important, whereas 75% females find it important. 66.67% males want nice working conditions, while 75% of females also wanting the same. 66.67% males and 75% females find sensible company rules and policies motivating. 66.67% males and 50% females are always ready to learn something new. 50% males and 75% females want to do tasks that they feel they will be able to succeed doing. 50% males rate job security very important, whereas 100% females rate it as important for them.

CONCLUSION
The entire conclusion drawn based on the analysis and interpretation of the primary data regarding the motivation factors of the employees of JOSTS ENGINEERING COMPANY LIMITED, Mumbai From the above data we can conclude that employees of JOSTS ENGINEERING COMPANY LIMITED are mostly looking for jobs that they are sure and aware of that they will succeed in doing, moreover the opportunity for advancement doesnt excite them as much as some of the other motivational factors. When the employees were bifurcated on the bases on sex, i.e. males and females, it was found that Job security was the most important motivation factor for the females, whereas a good boss or job status is not much of a motivation factor for them. In addition opportunity for advancement which is the least motivating factor overall was highly motivating for 75% females.

On the contrary the males within the organization, found an equal liking for factors like, interesting job and job status while they didnt rate job security as a very high motivation factor. In addition jobs that they can succeed at was the most important motivator overall, was also ranked very lowly by the males of the organization. Thus, from the above with all due respect to the females one can conclude that the males of JOSTS ENGINEERING COMPANY LIMITED are always eager to learn, try out new things and think out of the box, whereas the females are mostly concentrating to keep their jobs intact.

RECOMMENDATIONS
From the analysis of the report I would like to recommend the following to JOSTS ENGINEERING COMPANY LIMITED, for further enhancing their output, by motivating their employees; As the males within the company rate interesting job and job status very highly as a motivation factor, the company should provide the males with more and more challenging, new and refreshing jobs. Moreover, the rewards for the positive outcomes could come in the form of appreciation and increase in job status. For, the females the company should realize that they should make them feel more belonging towards the organization, and let them know that their jobs are secured so that they can also freely work towards achieving companies goals like their male counterparts. The females should be given projects and tasks related to what they are comfortable with and know they can handle, whereas males be given projects that would interest and excite

them.

BIBLIOGRAPHY
Web sites:
www.josts.com www.wikipedia.org www.scribd.com

Books:
Organization Behavior (Stephen Robbin) Organization Behavior (K.Ashwathappa)