Orginal project motivation techniques

A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS ON EMPLOYEES
WITH SPECIAL REFERENCE TO PANKAJAKASTHURI HERBALS INDIA (P)
LTD, TRIVANDRUM
A PROJECT REPORT
Submitted By
(Register No:)
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY, CHENNAI-600 025
SEPTEMBER 2012

DECLARATION
I, a bonafide student of Department of Business Administration, St.Xavier’s
Catholic College of Engineering, Chunkankadai-629809, here by declare that the
project entitle “A STUDY OF MOTIVATION TECHNIQUES AND ITS EFFECTS
ON EMPLOYEES WITH SPECIAL REFERENCE TO PANKAJAKASTHURI
HERBALS INDIA (P) LTD, TRIVANDRUM” submitted by me in partial fulfillment
of the requirement for the award of the degree of Master of Business
Administration of the Anna University of technology, Chennai is my own work. The
report has not been submitted for the award of any other degree / diploma of this
university or any other university before.
Place: CHUNKANKADAI
Date: Register No:

ACKNOWLEDGEMENT
I thank GOD THE ALMIGHTY for his abundant grace for enabling me to finish
this summer project.
I am extremely grateful to our Correspondent Rev. Fr. A. JESU MARIAN and
respected Principal Dr. S.JOSEPH SEKHAR, M.E, PhD for providing us the
facilities for our studies and constant encouragement in our activities.
I thank to PANKAJAKASTHURI HERBALS INDIA (P) LTD, for granting me
permission to do this study in their organization.
I express my sincere thanks to my professor and Head Dr. V.T.R VIJAYA KUMAR,
Department of management studies, St Xavier's College of engineering, Nagercoil,
for giving valuable guidance and encouragement to complete this project
successfully.
I express my sincere gratitude to Mr. SUKUMARAN NAYAR, HR Manager of
PANKAJAKASTHURI HERBALS INDIA (P) LTD, for his encouragement and
timely advice to complete this project successfully.
I wish to express my sincere thanks to my guide, Mrs. S., Asst. Professor, Department
of management studies, St Xavier's College of engineering, Nagercoil, for the
valuable guidance and support to complete the project successfully.
I express my deep gratitude to all the Faculties of Department of management studies,
St Xavier's College of engineering, Nagercoil, for giving me sufficient
encouragement, which acts as moral support for me to complete the project
successfully.
I take this opportunity to express my deep gratitude to the library staff, without their
co-operation I could not have successfully completed this project work.
Last but not the least I am extremely thank full to my beloved parents and friends who
have helped me directly and indirectly in some way or the other in bringing out this
report successfully.

ABSTRACT
This project is an outcome of “A STUDY OF MOTIVATION TECHNIQUES
AND ITS EFFECTS ON EMPLOYEES WITH SPECIAL REFERENCE TO
PANKAJAKASTHURI HERBALS INDIA (P) LTD, TRIVANDRUM.” The study is
conducted to find out the various motivational techniques which are used in the
organization to motivate the employees inside the organization, and to understand
the effects of using those motivational techniques.
The data was collected by means of structured questionnaire. The data were
collected from primary and secondary data. The period of the study is 30 days.
And the sample size is 50. The objective of study is to analyze the effects of
motivational techniques among employees. The data were collected and analyzed
and the suggestions are given to improve the motivational levels of employees in
the organization.

INDEX
Chapter No: DISCRIPTION PAGE NO
1 INTRODUCTION 1
2 PROFILE
2.1 Industry profile 6
2.2 Company profile 12
2.3 Product profile 17
3 REVIEW OF LITERATURE 20
4 RESEARCH METHODOLOGY
4.1 Title 23
4.2 Company Detail 23
4.3 Need of the study 23
4.4 Objective of the study 23
4.5 Research Methodology 23
4.6 Limitation of the study 24
5 DATA ANALYSIS AND INTERPRETATION 25
6 FINDINGS
SUGGESTIONS
51
53
CONCLUSION 54
APPENDIX
BIBILIOGRAPHY
LIST OF TABLES
Table No: Titles Page No.

5.1 Age wise classification 25
5.2 Monthly Income wise classification 26
5.3 Period of current job of the Respondents 27
5.4 Working period per week in current job 28
5.5 Opinion about the HR department support 29
5.6 Opinion about the influence of incentive 30
5.7 Satisfaction of employees on incentives 31
5.8 Influence of salary increment on employees 32
5.9 Opinion towards Nonfinancial and financial incentives 33
5.10 Opinion about the team spirit 34
5.11 Factors which affect the level of motivation towards
work
35
5.12 Motivation level of employees by changes of company 36
5.13 Job security of employees. 37
5.14 Needs of improvement of management style 38
5.15 Motivation of top level management 39
5.16 Decision making process by top level management 40
5.17 Influence of incentives and other benefits 41
5.18 Priorities and objectives of the employees 42
5.19 Vision level in the future direction of the company 43
5.20 Company’s Communication level 44
5.21 Respondent’s feeling about their work 45
5.22.1 Chi-square Analysis on age group and the factors
which affects the motivation towards work
46
5.22.2 Chi-square Analysis on monthly income and the
influence of incentives on motivation of employees.
47
5.23 Weighted Average Method 49
LIST OF CHARTS
Table No: Titles Page No.
5.1 Age wise classification 25
5.2 Monthly Income wise classification 26
5.3 Period of current job of the Respondents 27
5.4 Working period per week in current job 28
5.5 Opinion about the HR department support 29
5.6 Opinion about the influence of incentive 30
5.7 Satisfaction of employees on incentives 31
5.8 Influence of salary increment on employees 32

5.9 Opinion towards Nonfinancial and financial incentives 33
5.10 Opinion about the team spirit 34
5.11 Factors which affect the level of motivation towards
work
35
5.12 Motivation level of employees by changes of company 36
5.13 Job security of employees. 37
5.14 Needs of improvement of management style 38
5.15 Motivation of top level management 39
5.16 Decision making process by top level management 40
5.17 Influence of incentives and other benefits 41
5.18 Priorities and objectives of the employees 42
5.19 Vision level in the future direction of the company 43
5.20 Company’s Communication level 44
5.21 Respondent’s feeling about their work 45
CHAPTER – 1
INTRODUCTION
1.1 INTRODUCTION
Motivation is a human psychological characteristic that contributes to a person’s
degree of commitment. It includes the factors that cause, channel, and sustain human
behavior in a particular committed direction. Motivating is the management process of
influencing people’s behavior based on this knowledge of “what makes people tick”.
Basic Assumptions about motivation and motivating are
 Motivation is commonly assumed to be a good thing.
 Motivation is one of several factors that go in to a person’s performance.

 Motivation is in short supply and in need of periodic replenishment.
 Motivation is a tool with which managers can arrange job relationships in
organizations.
Motivation has been a longstanding interest of managers and management
researchers. From the turn-of-the-century days of Frederick Taylor forward to today,
managers and researchers have linked motivation- most often, employees’ motivation-
to the achievement of organizational goals.
The current challenges to managers’ motivating practices are the corporate
world has become an arena in which a new “generation gap” is emerging between the
so-called “baby boomer” attitude and the so-called “baby buster” attitude. A key
implication of this phenomenon is the challenge that it poses for motivation theories and
the very idea that motivation is something that managers must do the employees.
The word motivation has been derived from motive which means any idea, need
or emotion that prompts a man in to action. Whatever may be the behavior of man, there
is some stimulus behind it. Stimulus is dependent upon the motive of the person
concerned. Motive can be known by studying his needs and desires.
The process of motivation studies the motives of individuals which
cause different type of behavior.
THE MYTHS OF EMPLOYEE MOTIVATION
MYTH ONE - Some employees are motivated, some are not.
It is based on the notion that motivation is largely an innate characteristic
possessed by certain employees and not by others. Proponents suggest that the
supervisor’s primary responsibility is “motivating the unmotivated” by means of
structure and discipline. When employees understand that the supervisor (the company)

is sincerely interested in their individual needs, they begin to act “motivated”, i.e., and
they become business partners, not adversaries.
MYTH TWO - Everyone works for money.
The money-employee motivation issue is quite complex because of individual
perception. Some employees believe that money “buys” higher order needs. Some
perceive that money is a tangible benchmark to assess one’s relative worth in society.
For others, money and its many uses are easier to understand (and achieve) than “higher
level” needs such as self-esteem and self-actualization.
MYTH THREE - Employees need to be pushed to perform.
Douglas McGregor labeled the “push to perform” management style as Theory
X. McGregor suggested that Theory X orientation causes a manager to use high control
and limited delegation to make sure that lazy and self-serving employees do not take
advantage of management and the company.
MYTH FOUR - Participation in a training program will increase an employee’s
productivity.
A widespread contemporary motivation myth is the belief that a “generic”
(standardized) training program, in and if itself, can guarantee improved performance
and/or correct performance. This generic “quick fix” myth is enduring because of its
apparent simplicity, speed of implementation and “low cost per head”. For maximized
effectiveness and efficiency, employee training must respond to the needs of the
employee as well as the company.
MYTH FIVE - The absence of expressed employee concerns indicates that morale
is good.
Those who support the “assume the best” myth believe that if and when an
employee has a problem, he/she will share it with the immediate supervisor. The appeal
of “assume the best” is in its “reactive” nature, i.e., the onus is on the employee to act
and the company (the supervisor) to react. However, most employees do not share

work-related concerns without the “proactive” encouragement of the immediate
supervisor.
MYTH SIX - Tell employees what you expect of them, let them do it their way and
then reward/ reprimand accordingly.
“Tell-Delegate-Reward-Punish”, one of the most popular approaches, direct
managers to provide initial direction by “telling employees what is expected of them”.
Rewards and/or punishments are based on the subjective judgments and values of the
immediate supervisor with little or no employee involvement.
MYTH SEVEN - All employees respond positively when asked to “participate” in
work related decision making.
The idea that all employees innately with to participate in work related decision-
making. Unfortunately, most participation activities fail due to management’s collective
“under appreciation” for the extensive effort and time required to legitimately involving
employees in work related decision-making.
SPECIAL MOTIVATIONAL TECHNIQUES
There are a range of motivational techniques that can be used to improve
productivity, reduce workplace stress and increase self-confidence. Some of the major
motivational techniques are as follows.
1. Money
Maslow’s hierarchy of needs says that we are in continuous state of motivation
to do certain things to satisfy our needs. Our needs are classified into five levels in
order: physiological needs (e.g. hunger, thirst, and sex), safety needs (e.g. security and
protection from physical and emotional harm), social needs (e.g. affection,
belongingness, acceptance, and friendship), esteem needs (e.g. internal factors such as
self-respect, autonomy, and achievement; external factors such as status, recognition,
and attention), and self-actualization needs (e.g. growth, achieving one’s potential, and
self-fulfillment). From the hierarchy, we see that money can only motivate people who

are at physiological and safety needs but not those whose needs are at higher-level
needs in the hierarchy.
2. Participation
Participation is also means of recognition. It appeals to the need for affiliation and
acceptance. It gives people a sense of accomplishment. But encouraging participation should
not mean that managers weaken their positions. Although they encourage participation of
subordinates on matters with which the latter can help, and although they listen carefully, on
matters requiring their decision they must decide themselves.
3. Quality of working life (QWL)
Quality of Working Life is a process of work organizations which enables its
members at all levels to actively participate in shaping the organization environment,
methods and outcomes. Conceptual categories which together make up the quality of
working life are adequate and fair compensation, safe and healthy working conditions,
immediate opportunity to use and develop human capacities, opportunity for continued
growth and security, social integration in the work organization.ocial relevance of work
life.
There are a number of ways of inspiring and motivating a team and these include
the use of:
Positive imagery: Posting motivational themes and messages, in the form of slogans or
quotes, can help to positively empower a team.
Team-building activities: Despite mixed feelings about team-building activities, the
fact that they encourage people to work together outside the office environment can be a
definite advantage. They can encourage healthy competition and give each member of
staff the opportunity to be on the winning team. Improving team relationships can
result in increased productivity and morale, and can lead to a much happier and
healthier working environment.
Training: People can be taught to become more motivated by showing them how to
deconstruct tasks and challenges, and how to feel less intimidated by their job roles.
Demonstrating to them how to cope in the workplace can lead directly to improved
motivation.

Enhanced communication: Communication does not only mean talking to your team
but also listening to them. It is important to ensure their understanding of company
objectives and their individual job roles but it is equally important to show them the
importance of their feedback to the achievement of targets and standards.
Targets, rewards and incentives: It is generally accepted that having targets to work
towards, as long as they are realistic, is one of the most effective ways of improving
performance. Hitting targets improves morale and self-confidence but remember that
those who consistently underachieve will end up feeling de motivated. Target
achievement can be rewarded not only with financial incentives but perhaps with the
offer of increased responsibility or even promotion.
1.2 CHAPTERISATION
The study is proposed to be undertaken in the following six chapters.
• The first chapter contains the introduction about the selected topic.
• The second chapter covers the industrial profile, company profile, product
profile.
• The third chapter deals with the review of literature.
• The fourth chapter is research methodology which includes title of the project,
objectives of the study, data collection, research design, tools and techniques,
sample size, sample universe, sample design and limitation.
• In chapter five is research analysis and interpretation.
• The chapter six gives the overall summary of findings, suggestion and
conclusion.
And then explains the Reference and Appendix which include questionnaire.
CHAPTER – 2
PROFILE
2.1 INDUSTRIAL PROFILE

"Ayurveda" or "Science of Life" the origin of most forms of natural and
alternative medicine has its mention in one of the oldest (about 6,000 years)
philosophical texts of the world, the Rig Veda. The Sutrasthana of Charaka Samhita, a
much referred Ayurvedic text, says; "The three, body, mind and soul are like a tripod,
the world stand by their combination; in them everything abides. It is the subject matter
of Ayurveda for which the teachings of Ayurveda have been revealed."
1
In its broader scope, Ayurveda in India has always sought to prepare mankind
for the realization of the full potential of its self through a psychosomatic integration. A
comprehensive health care is what this natural and alternative medicine prescribes for
the ultimate self-realization. "Life (ayu) is the combination (samyoga) of body, senses,
mind and reincarnating soul. Ayurveda is the most sacred science of life, beneficial to
humans both in this world and the world beyond."
The verses of Rig Veda, the earliest source of Ayurveda, refer to
panchamahabhut (five basic elements of the entire creation), and the three doshas or
primary forces of prana or vata (air), agni or pitta (fire) and soma or kapha (water and
earth) as comprising the basic principles of Ayurveda. One branch of Indian philosophy
—Sankhya states that there are 24 elements, all of which constitute the foundation of
the gross world: earth, water, fire, air and either. These five elements in different
combinations constitute the three body types/doshas—vata dosha (air and ether), pitta
dosha (fire) and kapha dosha (earth and water). The panchamahabhut and the dosha
theories are the guiding factors of Ayurveda as a therapeutic science. The Rig Veda also
mentions organ transplants and herbal remedies called soma with properties of elixir.
This science or knowledge of healing, as mentioned in the Rig Veda, was
revealed to Rishi Bharadvaja from the great Cosmic Intelligence. The knowledge
consists of three aspects known as the Tri-Sutras of Ayurveda, which are—etiology or
the science of the causes of disease, symptomatology or the study and interpretation of
symptoms and medication and herbal remedies.
Approximately, during 4000 to 3000 BC, Sam Veda and Yajur Veda, the second
and third Vedas came into being. Chanting of mantras and performance of rituals were,
respectively, dealt in these two Vedas. And, during 3000 to 2000 BC Atharva the fourth
Veda was authored, of which Ayurveda is an upaveda (subsection). Though it had been
1
Charaka Samhita, Sutrasthana, 1.42-43.

practiced all along, it was around this time that Ayurveda in India was codified from the
oral tradition to book form, as an independent science. It enlists eight branches/divisions
of Ayurveda: Kayachikitsa (Internal Medicine), Shalakya Tantra (surgery and treatment
of head and neck, Ophthalmology and Otolaryngology), Shalya Tantra (Surgery),
Agada Tantra (Toxicology), Bhuta Vidya (Psychiatry), Kaumarabhritya (Pediatrics),
Rasayana (science of rejuvenation or anti-aging), and Vajikarana (the science of
fertility). The oldest treatise available on this codified version is Atreya Samhita.
Around 1500 BC Ayurveda was delineated into to two distinct schools: Atreya
—The School of Physicians, and Dhanvantari—The School of Surgeons. This made
Ayurveda a more systematically classified medical science, hereafter. Dhanvantari, who
is considered to be a reincarnation of Lord Vishnu, was the guiding sage of Ayurveda.
He made this science of health and longevity popular and widely acceptable. In fact,
these two schools of thought led to the writing of two major books on Ayurveda—
Charaka Samhita and Susruta Samhita.
These two Samhitas were written in the early part of 1000 BC. The great sage-
physician Charaka authored Charaka Samhita revising and supplementing the text
written by Atreya, which has remained the most referred Ayurvedic text on internal
medicine till date. Susruta, following the Dhanvantari School of Thought, wrote Susruta
Samhita, comprising the knowledge about prosthetic surgery to replace limbs, cosmetic
surgery, caesarian operations and even brain surgery. He is famed for his innovation of
cosmetic surgery on nose or rhinoplasty. Around 500 AD, Vagbhatt compiled the third
major treatise on Ayurveda, Astanga Hridaya. It contained knowledge comprising the
two schools of Ayurveda.
From 500 AD to 1900 AD, sixteen major Nighantus or supplementary texts on
Ayurveda like Dhanvantari Bhavaprakasha, Raja and Shaligram among others were
written incorporating new drugs, expansion in applications, discarding of old drugs and
identification of substitutes. These texts mention about 1814 varieties of plants in
vogue.
Evidences show that Ayurveda had nurtured almost all the medical systems of
the world. The Egyptians learnt about Ayurveda long before the invasion of Alexander
in the 4th century BC through their sea-trade with India. Greeks and Romans come to
know about it after the famous invasion. The Unani form of medical tradition came out

of this interaction. In the early part of the first millennium Ayurveda spread to the East
through Buddhism and greatly influenced the Tibetan and Chinese system of medicine
and herbology. Around 323 BC, Nagarjuna, the great monastic of Mahayana Buddhism
and an authority on Ayurveda had written a review on Susruta Samhita. In 800 AD
Ayurveda was translated into Arabic. The two Islamic physicians Avicenna and Razi
Serapion, who helped form the European tradition of medicine, strictly followed
Ayurveda. Even, Paracelsus considered being the father of the modern western
medicine toed the line of Ayurveda, as well.
Its unique understanding of the similarities of natural law and the working of
human body, as well as its holistic treatment methods, help it to strike a balance
between the two. This gives Ayurveda an edge over other healing systems. Perhaps
that's the reason behind Ayurveda being the longest unbroken medical tradition in the
world, today.
TRIDOSHAS
According to ayurveda, the human body is composed of 3 fundamental elements
called, "DOSHAS" which represents the physico - chemical and physiological activities
of the body. There are 3 kinds of doshas. They are 'Vata', 'Pitta'and 'Kapha', which may
not be equal and same in all people. Our food habits, lifestyle etc., can be adjusted
according to the body type, to maintain perfect health.
PANCHAKARMA
Panchakarama is the sacred manthra of rejuvenation. Panchakarma in Ayurveda
means five type of therapeutic way of treatment to eliminate toxins from the body and
to replenish the tissues of the patient.
The common procedure of Panchakarma includes Emesis (Vamanam), Purgation
(Virechanam), Medication Oil Enema (Snehavasthi),Enema with herbal decoction, oils,
honey etc (Kashayavasthi) and Installation of medicines through nose (Nasyam).
The person who requires Ayurvedic treatment is assessed for his/her physical
and mental requirements and treatment is prescribed for various purposes like curative
treatments, disease prevention, rejuvenation and revitalization. Some of the general
types of treatments are as given below:
ABHAYANGAM

It means oil massage. Medicated oil according to the needs of the individual is
massaged over the body. The person undergoing Abhayangam reclines in seven
positions and usually the same lasts between 45 to 60 minutes. This treatment is found
highly effective in reducing mental tension and in increasing the strength and functional
efficiency of the body muscles. Other beneficial effects of Abhayangam include better
body circulation, improving vigor and vitality, better and sound sleep and reduced
nervous weakness.
UDHHVARTHANAM
It means to raise or elevate. Fine medicated powder is applied over the whole
body with upward strokes of massage, quite opposite of the usual Ayurvedic massages.
The same seven positions of Abhayangam are followed here also and the treatment
usually lasts for 45 minutes. Udhhvarthanam is well known for its capability to induce
perspiration, reduce obesity, diminish body odor, and improve skin complexion and also
to provide better mobility to the body joints. Treatment is to be done for 7 to 14 days to
attain desired effects and is of good help in treating specific diseases where oil is contra
indicated or in the case were patient suffer from oil allergy.
NJAVARAKIZHI
It involves the fomentation of the body by applying linen bags filled with
‘Njavara’ rice cooked in milk and medicated decoction made primarily from
‘Kurumthotti’ all over the body. Ti is very important to maintain a constant temperature
while applying the linen bags and the paste of medicine is removed after specific period
of application with palm leaf scrappers. This treatment is found effective in treating the
degenerative changes in musculo-skeletal structure and is found to enhance strength,
vitality and complexion of body. Njavarakizhi also prevents the complication due to old
age debility."Shira Veda" (vein puncture), "Jalooka Avacharana" (leech application)
etc. are the methods commonly used for this. Using leeches in the treatment of many
skin diseases is well known and accepted all over the world. Leech application is used
in treating diseases like eczema, non-healing ulcers, varicose veins, pigment disorders,
hematomas, etc.
PIZHICHIL
In this treatment warm medicated oil is squeezed over the whole body of the
patient using a piece of cloth that is dipped in medicated lukewarm oil from the height

of 3 to 4 fingers. A rhythmic pattern is followed while applying the oil, which is
followed by gentle massage. This therapy is effective in treating all types of nervous
degenerative diseases including all types of paralysis. A treatment that stimulates body
and its functional systems, Pizhichil is performed by Masseurs positioned at both sides
of the dhroni.
SWEDANAM
It is another form of sudation therapy where herbal steam is applied evenly on
the entire body to produce perspiration. The head region is excluded from the treatment
by admitting the patient into a specially made steam chamber for 15 to 20 minutes.
Before going the treatment the person undergoing the therapy is given cool liquids to
prevent dehydration. Swedanam can be effectively utilized in treating muscular stiffness
and numbness and is found to enhance the body’s blood circulation.
THAKARADHARA
It is a form of Dhara (pouring) where medicated buttermilk is poured over the
forehead and scalp continuously in an oscillating pattern for a period of 45 to 60
minutes. It is found effective in rejuvenating the brain cells thereby improving memory.
It is frequently used to cure sleeplessness, mental tension, all types of headaches,
premature graying and hair falling. Thakaradhara is also found to be very effective in
treating skin diseases like psoriasis.
TAILADHARA
It is another form of Dhara known as Snehadahara also, which uses medicated
lukewarm oil that is poured allover the body. A variation of this treatment is known as
Sirodhara , which is very popular where a vessel with a hole in the bottom is used to
pour oil on the scalp and forehead continuously for 45 to 60 minutes. This will be
repeated for 7 to 14 days. This therapy is very effective in maintaining the equilibrium
of body and mind. It is also found to increase the memory, clear voice tone and to
provide relief from all types of stress and strain.
KSHEERADHARA
One more form of dhara therapy where medicated lukewarm milk is poured over
the body to induce perspiration. Usually cow’s milk is utilized for the treatment, but
occasionally buffalo milk is also used in this treatment for diseases caused by the
disorders of ‘pitha’. The pouring of milk is done by using a special pitcher with nozzle

and is continued for 45 to 60 minutes and is repeated for 7 to 14 days as per the
patient’s requirements. This treatment is found to be very effective in treating paralysis
and body weakness.
VASTI
It is one of the most important treatments of Ayurveda where vitiated doshas and
toxins are eliminated through anus by applying medicated enema. Herbal oils and
decoctions are introduced into colon through rectum. Vasti has a place of great
prominence in Panchakarma as the cleaning of alimentary canal is one sure shot way of
eliminating the body of its harmful toxins. ‘Vasti’ means bladder in Sanskrit sand a
special device consisting of a bladder and a tube is used to administer the medicine.
Vasti is done either using processed oil or by a mixture of medicated oil, decoction of
herbs, honey and medicinal pastes. This treatment is effective against hemiplegia and
other paralytic conditions.
NASYAM
It is indicated that form of therapy where herbal oils, decoctions and powders
are applied through nasal openings. The process is usually carried out after applying oil
and steam on the face of the patient. Ayurveda considers nostrils as the pathway to the
brain and hence this therapy is very effective in purifying and rejuvenating the brain
cells. The therapy is very significant in Ayurveda as it is found to be very useful in
curing some of the serious ailments like loss of consciousness, stupor, insomnia,
hysteria, hemiplegia, and facial paralysis. It is also used to treat less serious disorders
relating to neck and shoulders.
2.2 COMPANY PROFILE
Pankajakasthuri Herbals India Ltd.
Pankajakasthuri, the name synonymous with the ancient system of medicine,
believed and proved to be correct that hard work and dedication would culminate in
making others wonder about its colossal achievements that too within a short span of

time. The uniqueness of any individual or institution is appreciated on the basis of his or
its capability to overcome fate.
Pankajakasthuri offers only natural resources and ways of treating disorders and
promoting health. It emphasizes prevention and empowers everyone to take
responsibility for their own well being. This helped Pankajakasthuri achieve greater
heights during the past 2 decades in Ayurveda. In fact it was dreamt of, envisaged and
made a reality by a great visionary, Dr. J Hareendran Nair. His untiring efforts,
dedication and commitment paved the way for its amazing and stupendous growth from
a small makeshift research and development centre and clinic to one of Kerala’s largest
corporate.
Pankajakasthuri has established an overwhelming presence across the globe with
a vast range of products and services in Ayurvedic sector. Pankajakasthuri has a well
diversified product range and good number of institutions that too under the aegis of Dr.
J Hareendran Nair. The company was established under the name and style of
‘Pankajakasthuri Herbals India (P) Ltd. in 1988. It is Kerala’s first ISO 9000 certified
company in Ayurvedic medicine. It could make its presence globally and undertakes
various projects in Manufacturing, Research and Development, Education, Healthcare,
Health tourism etc.
Pankajakasthuri Herbals India (P) Ltd. is vowed to explore the vast Indian flora
to bring out life saving herbal preparations with no side effects and 100% efficiency.
The dedication and enthusiasm shown by Dr Hareendran Nair and a battery of
researchers have made themselves capable in curing diseases which other systems of
medicines presumed incurable.
The products are marketed by various divisions of the group. The over-the-
counter division deals with 11 products, the FMCG division 9 products, Ethical division
13 products and the classical division more than 440 products. After establishing itself
in India, Pankajakasthuri has over a very short period succeeded in carving a niche for
itself in the international markets with products being marketed in more than 15
countries. In all these countries product acceptance was spontaneous.
Pankajakasthuri is equipped with highly sophisticated machinery for
manufacturing various products with greater quality. The manufacturing division is
housed in spacious buildings with more than 1, 50,000 sq. ft built up area. The

company gives utmost importance to quality. Quality management plays a key role.
That is why it could rise up to the level of any other modern pharmaceutical company.
To ensure that products are safe and effective, manufacturing processes are subject to
strict adherence of quality standards.
Pankajakasthuri prides itself on being a completely research oriented company.
Indeed it is this emphasis on R&D that allows it to produce safe, efficacious and
consistent remedies using basic principles of Ayurveda. The R&D Department is
focused on product development, quality control and standardization. Raw materials are
sourced from the best plantations, which are found on the slopes of Himalayas and
various parts of India. A team of dedicated scientists and technologists ensure that raw
materials and finished products undergo comprehensive testing. It is engaged in
fundamental research on the efficiency of Ayurvedic medicines, establishment of
acceptance standards for raw materials, process control, toxicological and clinical
studies. Many Ayurvedic medicines developed here are well accepted by the populace
and are providing cure and relief to millions all over India and abroad.
In his effort to fulfill his long cherished ambition, Dr Hareendran Nair
established the first self financed Ayurveda Medical College in Kerala. It is located at
Kattakada which is 18 kms away from the capital of Kerala, Trivandrum. It provides
Ayurvedic education facilities to 250 students. It is blessed with sophisticated training
facilities, state of the art laboratory. Each department is headed by eminent
personalities in the field of Ayurveda.
The hospital attached to the Medical College combines the principles of
Ayurveda with the technological advances to ensure the finest in alternate medical
health care to every patient. It is a 150 bedded hospital and offers lasting cure to
patients from all over the world with many diseases classified as non-curable by other
systems of medicine. The patients hailing from economically backward families are
given humanitarian considerations and provided with free medical treatment.
Pankajakasthuri Panchakarama Centre is an institution dedicated to authentic
Ayurveda treatment strictly adhering to its age old practices providing miraculous cures
to all those who seek the healing touch of nature. Panchakarama therapy is practiced in
olden days as a method for cleansing the body to stay healthy. Besides, it is now quite
affordable through Pankajakasthuri with a large number of centers all over the world.

Pankajakasthuri Herbals India (P) Ltd. is a foot to forge ahead with the sole
intention of ensuring harmony of body, mind and soul. The company has an inspiring
and ambitious vision for future growth. The vision 2020 targets the systematic
popularization of Ayurveda so that by 2020 every human being shall use Ayurveda at
least for meeting a part of his or her general health care needs and healthy build up.
Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality
offerings that provide consumers the true benefits of Ayurveda’s holistic goodness.
Motto: Help us to build human being a healthy future
Vision: To be the number one Ayurvedic medicine manufacturing company in India.
QUALITY POLICY
To uphold legacy to time and Ayurveda by producing and developing quality medicines
using scientific methods and innovative.
QUALITY OBJECTS
• To objectives of the quality system of are the following.
• Work for the achievement of leadership in the field of Ayurvedic products by
the company.
• Ensure preventive measures to avoid wastes and non conformance in the process
of production of medicines
MANAGEMENT
Mr. J. Mahendran Nair - Chairman.
Dr J Hareendran Nair - Managing Director
Mr. V. Sreekumar - Finance Director
Mrs Asha Hareendran - Director.
Mr. Arun Visakh Nair - Director (Sales & Marketing)
Er. MGK Nair - Chief Operating Officer
PANKAJAKASTHURI DIVISIONS
Pankajakasthuri Life - Ayurvedic Therapy Center
“Where body, mind and
soul are in Harmony

And the Being is in rhythm with Divine Consciousness
Life evolves into an everlasting melody Tuned perfectly by Nature’s abundance.”
Life', the authentic ayurvedic experience from Pankajakasthuri, offers a unique
concept of protocol-based Ayurvedic experience packages across the world.
"Life' brings the true essence of Ayurveda, the ancient science of holistic
healing, setting a treatment protocol that is in strict adherence to the sacred tenets of
Ayurveda, albeit very relevant to the present-day lifestyle.
'Life' lets you unravel an authentic ayurvedic experience. It applies Ayurveda -
the ancient science of life, longevity and rejuvenation - in the most modern environ, to
refresh the body, mind and soul and to let you reinvent yourself.
'Life' presents customized packages of original ayurvedic therapies that are a
unique symphony of pure tradition and adaptability with modern times. It preaches
oneness with all that is pure and natural, detoxifies the body of chemicals, cleanses the
mind of discordance and conflict and purifies the soul deep within. Every component is
designed to relax the body, soothe the mind and let tranquility descend upon the soul.
Life' uses its very own Ayurvedic products (Pankajakasthuri), grown in its
herbariums and manufactured to international quality standards in its state-of-the art
production facility. With ISO, GMP and ETC certifications, the quality of its products
and services meets the highest standards set by international resorts and their privileged
customers.
'Life' ensures authentic Ayurveda, practiced in its purest form. Each individual
is given a personalized regimen of treatment and diet after an in-depth evaluation by an
Ayurvedic Physician. The cleansing massages with fragrant oils and reviving baths at
the hands of professionally trained masseurs transform drained and exhausted bodies
and psyches into vibrant, refreshed and totally relaxed beings.
'Life' also lets you plunge into a voyage of self discovery, by helping you reach
your inner space to experience a new plane of awareness, vitality and self realization so
that your body, mind and soul blossoms with renewed energy and the urge to start life a
new.
AYURVEDA – the science of life. Ayurveda is known to be the most dated
back method of healing; the most ancient scientific system of medicine in the world. It
is the traditional form of healing ailments in the body, the holistic way.

The Pankajakasthuri group has always taken initiative to bring Ayurveda closer
to people. Our new initiative is to help people learn this traditional cure, a treatment
methodology that has originated in this beautiful land of ours. The Pankajakasthuri
Ayurveda Medical College opens its doors to all.
In the year 2001, the Govt. of Kerala issued sanctions for opening self financing
ayurveda colleges in the state. This move was a shot in the arm for Pankajakasthuri
Herbals India Ltd., which was the first and the only group in the state to achieve the
standards of ISO 9002 certification. Within no time the group obtain consent to open an
Ayurveda Medical College, thanks to the enterprising and dynamic leadership of its
Managing Director, Dr. J. Hareendran Nair. At present, all the departments of Ayurveda
Medical College are fully functioning according to the norms of the Central Council of
Indian Medicines (CCIM); with the state –of- the-art infrastructure and highly
professional and qualified teaching faculty. The CCIM, after insection of its educational
committee, has granted permission to start the Pankajakasthuri Ayurveda Medical
College, with an intake of 50 students, from the year 2002-2003.
2.3 PRODUCT PROFILE
Pankajakasthuri today offers a wide variety of products developed to enhance the
qualityof life. In spite of some similarities, these products are classifiedsinto four
categories. They are OTC Products, Classical Products, FMCG Products, Ethical
Products
• OTC Products

Due to the shrinking of bronchioles in lung, asthma causes
difficulty in breathing.Pankajakasthuri, the first product presented by
PKHIL, is a combination of rare herbs used inancient remedies. The drug
is available both as granules and tablets. Pankajakasthuri is proven
effectivefor bronchitis, eosinophilia, frequent sneezing and prolonged
cough and for buildingresistance against diseases.
Pankajakasthuri migraine oil: This is a sure remedy against migraine. Prepared using
special ingredients like tribala, juice of thumba and koovalathila, this oil provides
permanent relief from even the oldest caseof migraine. Pankajakasthuri Migraine Oil
offers effective cure for headache and chronicmigraine.
• Classical Products
The entire classical range contains,Arishtams,Kashayams,Lehyams,Choornams.
• Ethical Products
 LIVE-CARE PLUS TABLET
It restores the functional efficiency of the liver by protecting the biopathic parenchyma
and promoting hepto cellular regeneration. Effective for jaundice, all typesofhepatitis

and gall bladder stone and alcoholic liver diseases. As a daily health supplement,Live-
Care plus improves appetite, digestion and strengthens the liver.
 FEMINO -CARE CAPSULES
Femino-care is a potent Ayurvedic remedy to be very effective against leucorrhoeaand
menstrual disorder. A rich combination of natural ingredients like sathavari, usheera
andamalki, this medicine improves general health, stimulates appetite and relieves
complication.
 PEPT -O-TONE CAPSULES
The anti ulceric effect of the constituents of Pept±O-Tone enhances neutralization
of gastric acid and helps to relieve hyper acidity. It helps to relieve the symptoms of
dyspepsia.It tones up digestion and improves appetite.
 ORTHONERVIN TABLETS
Orthonervin tablet possess analgesic and anti arthritic properties. By regulating
themediators of inflammation, Orthonervin tablets exists significant anti-inflammatory
activity.The anti-inflammatory effect of Orthonervin tablets reduces inflammation,
swelling andtiendness.
 UROTONE CAPSULES
An urotone capsule is a potent remedy for urinary disorders and removes kidney
and bladder stone. They are also ideal for treating disease like burning maculation,
cystitis,habitual urinary tract infection etc.
• Fast Moving Consumer Goods (FMCG) Products
 KAVERI HAIR TONIC
Kaveri hair tonic is a highly effective remedy for falling hair and premature graying.Use
it and rejuvenate hair from the root up.
 KAVERI BABY FAIRNESS OIL
Kavery Baby Fairness Oil is 100% herbal based beauty care solutions for young one.It
preserves baby and makes it fairer and smooth. This Ayurvedic preparation is
uniquecombination of some of the rarest of the natural ingredients carefully blended to
make baby skin glow.
 KAVERI NO PIMPLE CREAM
Kaveri No Pimple Cream protects face from the damages of pimples and gets the
skinsmooth and shinning appearance. Kaveri No Pimple Cream is a rare Ayurvedic

preparationthat includes turmeric, saffron and milk and is very effective in treating
pimples and blackheads. It found useful in all types of pimples, melarma, black heads,
white heads etchelps to protect the complexion from darkening rays of the sun.
 KAVERI FAIRNESS CREAM (FOR NORMAL SKIN)
A unique combination of herbal ingredients which protects skin from all types of black
discoloration like periorbutal melanosis, melanosis, melasma, ageing spots, black
headsand white heads besides removing the black discoloration of the skin within six
weeks. It also protects human beings skin and ensures that skin remains fairer and
healthy.
 KAVERI FAIRNESS MILK CREAM (FOR DRY SKIN)
Enriched with natural ingredients like milk cream, turmeric and
red sandalwood,Kaveri lightens the complexion while protecting
the skin from harmful ultraviolet rays. Moreover it helps to reduce
all types of skin pigmentation like periorbutal, melanois,
ageingspots, black heads, white heads and also black discoloration of the skin within six
weeks.
 KAVERI HERBAL SOAP
Kaveri Herbal Soap provides the much needed protection to skin against all alimentslike
dandruff, scabies, itching and fungal infections. It also reduces pimples.
 KASTHURI HERBAL SOAP
Kasthuri Herbal Soap is strongly recommended
remedy for many skin diseases likeitching,
scabies, dandruff and all kinds of fungal
infections. It is also effective in reducingand
resisting pimples. A mind variation of this product to suit and protect the skin of
babiesagainst infections and nappy rashes, by the name Kasthuri Herbal Baby Soap is
also available.
CHAPTER – 3
REVIEW OF LITERATURE
1. Effectiveness of Employee Cross-Training as a Motivational Technique:

Vidya Gawali , While high employee turnover reflects on low morale and lack of
motivation, interestingly, seen from another angle, the absence of turnover quickly
results in de-motivation, because the possibility of lateral and forward-motion is
withhold from employees. It is against human nature to remain static, performing the
same duties day in day out, without expectation of change in routine or opportunities for
advancement. Moreover, the mundane methods of employee motivation such as
monetary rewards and perks have been left behind in preventing employee turnover.
This article reports effectiveness of employee Cross-Training as a motivational
technique compared to other motivational factors like performance based compensation,
working environment, leadership, perks and perquisites. For this purpose a survey was
conducted on 100 executives and managers from 20 different companies. The results
revealed that cross training substantially prevents turnover.
Reference: Vidya Gawali (VID at MIM). ASBM Journal of Management.
Bhubaneswar: 2009. Vol. 2, Iss. 2; pg. 138, 9 pgs
2. Man Not Machine:
Tom Stevens, The machine continues to be the dominant metaphor of the work place.
Experiences each day reinforce this perception of life-as-machine. People step on the
gas pedal and their cars move faster. They push a button and documents are copied
collated and stapled. Executives continue to look for that metaphorical lever, pedal, dial
or button that will motivate people, get them to change or increase morale. It's the
wrong thing to be looking for because it's the wrong metaphor. People aren't machines.
When it comes to people, think cultivate like a garden, not operate like a machine.
Cultivate goals; structure, skill and culture with care, and watch the value from the
people in your organization grow.
Reference: Tom Stevens (American professor). Print Professional.
Philadelphia: May 20, 2010. Vol. 48, Iss. 5; pg.19, 1 pgs
3. THE 4 RS OF MOTIVATION:
Michael Maccoby, Daniel H. Pink, author of Drive: The Surprising Truth about What
Motivates Us believes that what most motivate people at work are the "intrinsic"
rewards of mastering a task that engages them. Before you decide that you are better off

not trying to motivate your team, the authors consider the proposition that Pink's thesis
fits some people in some contexts, but not others. This is what he observed over fifty
years of studying motivation, starting with research on concept formation
for his honors thesis at Harvard. The anxious students did better at problem solving
when there were no rewards, but those with low anxiety did better when stimulated by
the possibility of gaining a reward. The pressure seemed to motivate them. In Why
Work? (1988, 1995), he suggested that to motivate followers, leaders should employ a
mix of four Rs: Responsibilities, Relationships, Rewards, and Reasons.
Reference: Michael Maccoby (psychoanalyst and anthropologist). Research
Technology Management. Arlington: Jul 2010.Vol.53, Iss. 4; pg. 60, 2 pgs
4. Human Resources Motivation in a Workplace:
Kodjo Ezane Joseph, Changjun Dai. Interdisciplinary Journal of Contemporary
Research In Business studied that, In organizations, the managerial workers tend to
influence their subordinates in aligning their own motivation with the needs of the
organization. Motivating employees begins with the way to influence
worker's behavior. The understanding of this phenomenon is conducive to the results
expected by the organizations and the workers. The thrust of this article is to utilize a
descriptive survey approach to depict the scope of a certain numbers of factors
that stimulate employees in the workplace. Data was collected from a Utility Company
in Abidjan, Cote d'Ivoire. There were 143 participants and 120 (85 males and 35
females) out of this number participated in the research. This represents an83.91%
response. The results of this paper are noteworthy within acceptable limits as they
indicate that interesting work; good pay; full appreciation of work done and job security
are outstanding drivers for employee motivation.
Reference: Kodjo Ezane Joseph (Author), Changjun Dai. Interdisciplinary
Journal of ContemporaryResearch in Business. Belleville: Apr 2010. Vol. 1, Iss.
12; pg. 151, 9 pgs
5. Inspired Staff Can See You Through Hard Times:
Bill Santamour, talked about how hospital leaders can create an environment in which
staff are inspired by what they do and inspire those around them. She said that
employees know there are at least five intrinsic motivators that cause them to do what

they do, such things as being in healthy relationships with others, recognizing that
there's meaning to the work that produces a contribution, that they see progress in their
work, that they have choices and are involved in decision-making. If you have engaged
workers who are happy to be there, who feel happy about what they do, who feel
respected, who feel honored, and they treat people the same way. It ripples. Patients can
pick up unhappiness in employees within a nanosecond.
Reference: Bill Santamour (Managing Editor at H&HN Daily). Hospitals &
Health Networks. Chicago: Mar 2009. Vol. 83,Iss. 3; pg. 10, 1 pgs
6. Leveraging Nonmonetary Factors to Attract Top Talent:
Healthcare organizations are experiencing a strong demand for employees, a situation
brought on, in part, by the aging population. With the gap between work force supply
and demand widening in the coming years, healthcare organizations should look for
ways to effectively manage the human resources piece of their organization.
While hospitals should routinely evaluate their compensation structures, non-monetary
motivators also can be leveraged to attract top talent. An important first step is to
identify reasons a prospective employee would choose your organization
over one of your competitors. Those reasons become the brand to promote in all
recruiting efforts. Other ways to promote your hospital include its physical structure.
Reference: Anonymous. Healthcare Executive. Chicago: Mar/Apr 2009. Vol.
24, Iss. 2; pg. 78, 1 pgs
CHAPTER – 4
RESEARCH METHODOLOGY
4.1 TITLE:

A Study on Motivation technique and its effects on employee with the Special
Reference to Pankajakasthuri Herbals India (p) Ltd.
4.2 COMPANY DETAIL
• Pankajakasthuri Herbals India (p) Ltd. Startedin1988by Dr J Hareendran Nair.
• Kerala’s first ISO 9000 certified company in Ayurvedic medicine.
• It a completely research oriented company
• Mission: Translate the intrinsic goodness of Ayurvedic Science into top quality
offerings that provide consumers the true benefits of Ayurveda’s holistic goodness.
• Motto: Help us to build human being a healthy future.
• Vision: To be the number one Ayurvedic medicine manufacturing company in India.
4.3 NEED OF THE STUDY:
The ultimate need of the study is to find the motivation techniques and its effects in
the organization. And to evaluate motivational level of employees
4.3 OBJECTIVES OF THE STUDY:
Primary Objective
• To analyze the effects of motivational techniques among employees
Secondary Objective
• To study the important factors which are needed to motivate the employees.
• To study the effectiveness of motivation techniques
4.4 RESEARCH METHODOLOGY
• METHOD OF STUDY
Descriptive research includes surveys and fact finding, enquiries of different kinds.
The main characteristics of this method are that the researchers have no control over
the variables. He can report what had happened or what is happening.
• METHOD OF DATA COLLECTION:
Data collection is the process of enumeration together with the proper recording of
results. The researcher has collected both primary and secondary data.
Primary Data: Primary data were collected from primary and secondary source

Secondary Data: Those data which are already collected by someone for some
purpose and are available for the present study. And the Secondary data were
collected from website and reports of Pankajakasthuri Herbals (p) Ltd.
• SAMPLE METHODS
Method of sampling: Simple random sampling method is used for the study
Sample size: Sample size considered for the study was 50
• TOOLS FOR ANALYSIS:
The researcher has planned to carry on the analysis and interpretation with the
help of questionnaire, and statistical tools used for the research are Percentage
Analysis, Weighted Average Method and Chi-square Analysis.
4.5 LIMITATION OF THE STUDY:
1. Time is a limiting factor, getting more data within the specified time limit is
found difficult.
2. Lack of knowledge among the people about the brand.
3. Lack of response from the customers.
CHAPTER – 5

ANALYSIS AND INTERPRETATION
Personal Information
5.1. Table showing Age group of the Respondents
Table 5.1
Age group of the Respondents
Age Group No. of Respondents Cumulative Frequency Percentage
18-25
25-33
33-41
41-49
7
30
5
8
7
37
42
50
14%
60%
10%
16%
Total 50 100%
Source: Primary data
Figure 5.1
Age group of the Respondents
Inference: Table 5.1 shows the age group of the respondents. It reveals that 14% of
the members are belongs the age group of 18 to 25, 60% of the members are belongs the
age group of 25 to 33, and 10%, 16% of the members belongs the category of 33 to 41
and 41 to 49 respectively.
It is found that majority of the members are coming under the age group of 26 to 33
years.
5.2. Table showing Monthly Income of the Respondents

Table 5.2
Monthly Income of the Respondents
Group No. of
Respondents
Cumulative
Frequency
Percentage
Less than Rs 19,999
Rs 20000- Rs 29,999
Rs 30,000- Rs 39,999
Rs 40,000- Rs 49,999
Greater than Rs 50,000
2
33
7
4
4
2
35
42
46
50
4%
66%
14%
8%
8%
Total 50 100%
Figure 5.2
Monthly Income of the Respondents
Inference: Table 5.2 shows the Monthly Income of the respondents. It reveals that
4% of the members are belongs the monthly income group of Less than Rs 19,999, 66%
of the members are belongs the monthly income group of Rs 20000 to Rs 29,999, 14%
of the members are belongs the monthly income group of Rs 30,000 to Rs 39,999 and
8% of the members belongs the category of 34 to 41 and 42 to 49 respectively.
It is found that majority of the members are coming under the Monthly Income
group of Rs 20000 to Rs 29,999.

Other Information
5.3. Table showing period of current job of the Respondents
Table 5.3
Period of current job of the Respondents
Group No. of Respondents Cumulativ
e
Frequency
Percentage
Less than 1 year
2 to 4 year
5 to 7 year
8 to 10 year
Greater than 11 year
6
20
22
2
0
6
26
48
50
50
12%
40%
44%
4%
0%
Total 50 100%
Figure 5.3
Period of current job of the Respondents
Inference: Table 5.3 shows the group of the respondents. It reveals that 12% of the
members are belongs the group of Less than 1 year, 40% of the members are belongs
the group of 2 to 4, and 44%, 4% of the members belongs the category of 5 to 7 and 8 to
10 respectively.
It is found that majority of the members are coming under the group of 5 to 7 years.

5.4. Table showing working period per week in current job of the Respondents
Table 5.4
Working Period of current job of the Respondents
e
Frequency
Percentage
Less than 10
11-20
21-30
31-40
41-50
Greater than 50
0
0
0
18
32
0
0
0
0
18
50
50
0
0
0
36%
64%
0%
Total 50 100%
Figure 5.4
Working Period of current job of the Respondents
Inference: Table 5.4 shows the working period of current job of the Respondents. It
reveals that 36% of the members are belongs the category of 31 to 40, and 41% of the
members belongs the category of 41 to 50.
It is found that majority of the members are coming under the group of 41 to 50.

5.5. Table showing opinion about the HR department support
Table 5.5
Opinion about the HR department support
e
Frequency
Percentage
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
43
6
1
0
0
43
49
50
50
50
86%
12%
2%
0%
0%
Total 50 100%
Figure 5.5
Opinion about the HR department support
Inference: Table 5.5 shows the opinion about the HR department support of the
respondent. It reveals that 86% of the members are highly satisfied, 12% of the
members are satisfied, and 2% of the members are belongs in neutral.

It is found that majority of the members are coming under the group of highly
satisfied.
5.6. Table showing opinion about the incentive’s influence on respondents
Table 5.6
Opinion about the incentive’s influence on respondents
e
Frequency
Percentage
Financial incentives
Non financial incentives
both
9
4
37
9
13
50
18%
8%
74%
Total 50 100%
Figure 5.6
Opinion about the incentive’s influence on respondents
Inference: Table 5.6 shows the opinion about the incentive’s influence on the
respondent. It reveals that 18% of the members are influenced by financial incentives,
8% of the members are influenced by non financial incentives, and 74% of the members
are belongs in both.

It is found that majority of the members are influenced by both financial and non
financial incentives.
5.7. Table showing opinion about the satisfaction of employees on incentives
Table 5.7
Opinion about the satisfaction of employees on incentives
e
Frequency
Percentage
Highly Satisfied
Satisfied
Neutral
Dissatified
Highly Dissatisfied
30
20
0
0
0
30
50
50
50
50
60%
40%
0%
0%
0%
Total 50 100%
Figure 5.7
Opinion about the satisfaction of employees on incentives

Inference: Table 5.7 shows the opinion about the satisfaction of employees on
incentives. It reveals that 60% of the members are highly satisfied, and 40% of the
members are satisfied
It is found that majority of the members are highly satisfied.
5.8. Table showing opinion about the influence of salary increment on employees
Table 5.8
Opinion about the influence of salary increment on employees
e
Frequency
Percentage
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
3
20
4
11
12
3
23
27
38
50
6%
40%
8%
22%
24%
Total 50 100%
Figure 5.8
Opinion about the influence of salary increment on employees

Inference: Table 5.8 shows the opinion about the influence of salary increment on
employees. It reveals that 6% of the members are strongly agree, 40% of the members
are agree, 8% of the members are belongs in neutral and 22%,24% people were
disagree, strongly disagree respectively.
It is found that majority of the members are coming under the group of agree.
5.9. Table showing opinion of respondent about nonfinancial and financial
incentives
Table 5.9
Opinion about the financial and non financial incentives
e
Frequency
Percentage
Strongly agree
Agree
Disagree
Strongly Disagree
6
15
4
13
12
6
21
25
38
50
12%
30%
8%
26%
24%
Total 50 100%
Figure 5.9
Opinion about the financial and non financial incentives

Inference: Table 5.9 shows the opinion about the financial and no financial
incentives of the respondent. It reveals that 12% of the members are strongly agreed,
30% of the members are agreed, 8% of the members are neither agree nor disagree, and
26%, 24% of the members are disagree and strongly disagree respectively.
5.10. Table showing opinion about the team spirit in the organization
Table 5.10
Opinion about the team spirit
e
Frequency
Percentage
Strongly agree
Agree
Disagree
Strongly Disagree
13
37
0
0
0
13
50
50
50
50
26%
74%
0%
0%
0%
Total 50 100%
Figure 5.10

Opinion about the team spirit
Inference: Table 5.10 shows the opinion about the team spirit in the organization. It
reveals that 26% of the members are strongly agreed, and 37% of the members are
agreed.
5.11. Table showing the factors which affect the level of motivation towards work
Table 5.11
Opinion about the level of motivation towards work
e
Frequency
Percentage
Financial rewards
Public recognition
Job security
Praise and acknowledgment
others
6
23
16
3
2
6
29
45
48
50
12%
46%
32%
6%
4%
Total 50 100%
Figure 5.11

Opinion about the level of motivation towards work
Inference: Table 5.11 shows the opinion about the level of motivation towards
work. It reveals that 12% of the members are satisfied with financial rewards, 46% of
the members are satisfied with public recognition, 32% of the members are satisfied
with job security and 6%, 4% people were satisfied with praise and acknowledgement
and others respectively.
satisfied.
5.12. Table showing opinion about the motivation level of employees by the changes
of company
Table 5.12
Opinion about the motivational level through changes
e
Frequency
Percentage
YES
NO
25
25
25
50
50%
50%
Total 50 100%
Figure 5.12

Opinion about the motivational level through changes
Inference: Table 5.12 shows the opinion about the motivational level through
changes. It reveals that 50% of the members are satisfied, and 50% of the members are
not satisfied.
It is found that the people satisfied and not satisfied equally.
5.13. Table showing opinion about the job security of employees in the organization
Table 5.13
Opinion about the Job security of employees
Group No. of Respondents Cumulative
Frequency
Percentage
Strongly Agree 14 14 28%
Agree 17 31 34%
Neither Agree nor Disagree 12 43 24%
Disagree 5 48 10%
Strongly Disagree 2 50 4%
Total 50 100%
Figure 5.13
Opinion about the Job security of employees

Inference: Table 5.13 shows the opinion about the Job security in the organization.
It reveals that 28% of the respondents are strongly agreed, 34% of the respondents are
agreed, 24% of the respondents are neither agreed nor disagreed, 10% of the
respondents are disagreed about the job security, and 4% of the members are strongly
disagree.
It is found that majority of the people are coming under the group of agree.
5.14. Table showing opinion about the needs of improvement of management style
Table 5.14
Opinion about the needs of improvement of management style
e
Frequency
Percentage
Yes
No
No opinion
20
29
1
20
49
50
40%
58%
2%
Total 50 100%
Figure 5.14
Opinion about the needs of improvement of management style

Inference: Table 5.14 shows the opinion about the needs of improvement of
management style. It reveals that 40% of the members are said yes, 58% of the
members are said no, and 1% of the member has no opinion.
It is found that majority of the members are coming under the group of no.
5.15. Table showing opinion about the motivation of top level management
Table 5.15
Opinion about the motivation of top level management
e
Frequency
Percentage
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
28
21
1
0
0
28
49
50
50
50
56%
42%
2%
0%
0%
Total 50 100%

Figure 5.15
Opinion about the motivation of top level management
Inference: Table 5.15 shows the opinion about the motivation of top level
management. It reveals that 56% of the members are strongly agreed, 42% of the
members are agree, and 2% of the members are belongs in neutral.
It is found that majority of the members are coming under the group of strongly
agree.
5.16. Table showing opinion about the decision making process by top level
management
Table 5.16
Opinion about the decision making process
e
Frequency
Percentage
Yes
No
Occasionally
17
16
17
17
33
50
34%
32%
34%
Total 50 100%

Figure 5.16
Opinion about the decision making process
Inference: Table 5.16 shows the opinion about the decision making process by top
level management. It reveals that 34% of the members are said yes, 32% of the
members are said no, and 34% of the members are belongs in occasionally.
It is found that majority of the members are coming under the group of occasionally
and yes.
5.17. Table showing opinion about the influence of incentives and other benefits
Table 5.17
Opinion about the incentives and other benefits
e
Frequency
Percentage
Influence
Does not influence
No opinion
43
6
1
43
49
50
86%
12%
2%
Total 50 100%
Figure 5.17

Opinion about the incentives and other benefits
Inference: Table 5.17 shows the opinion about the incentives and other benefits. It
reveals that 86% of the members are influenced, 12% of the members are does not
influenced, and 2% of the members are belongs in no opinion.
It is found that majority of the members are coming under the group of influenced.
5.18. Table showing opinion about the priorities and objectives of the employees
Table 5.18
Opinion about the priorities and objectives of the employees
e
Frequency
Percentage
YES
NO
35
15
35
50
70%
30%
Total 50 100%
Figure 5.18
Opinion about the priorities and objectives of the employees

Inference: Table 5.18 shows the opinion about the priorities and objectives of the
employees. It reveals that 70% of the members are said yes, and 30% of the members
are said no.
It is found that majority of the members are coming under the group yes.
5.19. Table showing opinion about the vision level of employees in the future
direction of the company
Table 5.19
Opinion about the vision level of employees in the future direction of the company
e
Frequency
Percentage
YES
NO
No Opinion
29
20
1
29
49
50
58%
40%
2%
Total 50 100%

Figure 5.19
Opinion about the vision level of employees in the future direction of the company
Inference: Table 5.19 shows the opinion about the vision level of employees in the
future direction of the company. It reveals that 58% of the members are have the vision
in the future direction of the company, 40% of the members are not having the idea
about the future direction of the company, and 2% of the members are not having any
opinion about the future direction of the company.
It is found that majority of the members are coming under the group of having idea
about the future direction of the company.
5.20. Table showing opinion about the Company’s Communication level
Table 5.20
Opinion about the company’s communication level
e
Frequency
Percentage
Highly effective
Fairly strong
Lacking in certain areas
poor
35
15
0
0
35
50
50
50
86%
12%
0%
0%

Total 50 100%
Figure 5.20
Opinion about the company’s communication level
Inference: Table 5.20 shows the opinion about the company’s communication
level. It reveals that 86% of the members are highly satisfied, 12% of the members are
satisfied, and 2% of the members are belongs in neutral.
satisfied.
5.21. Table showing the respondent’s feeling about their work
Table 5.21
Respondent’s feeling about their work
Group No. of Respondents Cumulative
Frequency
Percentage
Valuable to the company
Necessary, sometimes
unrecognized
Does not contributes
45
5
0
0
45
50
50
50
90%
10%
0%
0%

Completely pointless
Total 50 100%
Figure 5.21
Respondent’s feeling about their work
Inference: Table 5.21 shows the opinion about the respondent’s feelings about their
work to the company. It reveals that 90% of the members are thinking that their work is
valuable to the company, and only 10% of the members are thinking that their work is
necessary, sometimes unrecognized.
It is found that majority of the members are thinking that their work is valuable to
the company.
Table 5.22. Chi - Square Analysis
5.22.1 Table showing the Chi-square Analysis on whether there is association
between two variables age group of the respondents and the factors which affects
the motivation towards work

H0 – There is no association between age group of the respondents and the factors
which affects the motivation towards work.
H1 – There is association between age group of the respondents and the factors which
affects the motivation towards work.
Total
Age Group 7 30 5 8 0 50
Factors which affect the
level of motivation
towards work
6 23 16 3 2 50
Total 13 53 21 11 2 100
Calculating expected values
O E (O-E) (O-E)2
(O-E)2
/E
7 6.5 0.5 0.25 0.038
30 26.5 3.5 12.25 0.462
5 10.5 -5.5 30.25 2.88
8 5.5 2.5 6.25 1.136
0 1 -1 1 1
6 6.5 -0.5 0.25 0.038
23 26.5 -3.5 12.25 0.462
16 10.5 5.5 30.25 2.880
3 5.5 -2.5 6.25 1.136
2 1 1 1 1
∑(O-E)2
/E 11.03
HYPOTHESIS:
Degree of Freedom [d.f] = (r-1) (c-1)
= (2-1) (5-1)
= 4
Significance level of 6 at 5%

Calculated value [C.V] = 11.03
Table value [T.V] = 9.488
The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,
the tabulated value is 9.488
CV>TV
Conclusion:
Since the calculated value is greater than the table value, the hypothesis is accepted. So
it is proved that there is association between the age group of the respondents and the
factors which affects the motivation towards work.
5.22.2 Table showing the Chi-square Analysis on whether there is association
between two variables monthly income of the respondents and the influence of
incentives on motivation of employees.
H0 – There is no association between the monthly income of the respondents and the
H1 – There is association between the monthly income of the respondents and the
Total
Monthly Income 2 33 7 4 4 50
Influence of incentives
on motivation of
employees
43 6 1 0 0 50
Total 45 39 8 4 4 100
Calculating expected values
O E (O-E) (O-E)2
(O-E)2
/E
2 22.5 -20.5 420.25 18.67

33 19.5 13.5 182.25 9.34
7 4 3 9 2.25
4 2 2 4 2
4 2 2 4 2
43 22.5 20.5 420.25 18.67
6 19.5 -13.5 182.25 9.34
1 4 -3 9 2.25
0 2 -2 4 2
0 2 -2 4 2
∑(O-E)2
/E 68.52
HYPOTHESIS:
Degree of Freedom [d.f] = (r-1) (c-1)
= (2-1) (5-1)
= 4
Significance level of 6 at 5%
Calculated value [C.V] = 68.52
Table value [T.V] = 9.488
The tabulated value for degree f freedom 5% Chi-square for .005 is 9.488. Therefore,
the tabulated value is 9.488
CV>TV
Conclusion:
Since the calculated value is greater than the table value, the hypothesis is accepted. So
it is proved that there is association between the monthly income of the respondents and
the influence of incentives on motivation of employees.
Table 5.23. Weighted Average Method
Table showing Weighted average Method

Strongly
Agree
Agree Neither Agree
nor Disagree
Disagree Strongly
Disagree
Total
a. Influence of
salary
3 20 4 11 12 50
b. Financial and
non financial
Incentives
6 15 4 13 12 50
c. Team spirit in
the organization
13 37 0 0 0 50
d. Job Security 14 17 12 5 2 50
e. Motivational
level of top
management
28 21 1 0 0 50
Weighted Average = (X1W1 + X2W2 + X3W3 + --------)/N
a. Influence of Salary increment on Employees
= (3*5 + 20*4 + 4*3 + 11*2+12*1)/50
= (15+80+12+22+12)/50
=141/50
=2.82
b. Financial and non financial Incentives
= (6*5 + 15*4 + 4*3 + 13*2+12*1)/50
= (30+60+12+26+12)/50
=140/50
=2.8
c. Team Spirit in the organization
= (13*5 + 37*4 + 0*3 + 0*2+0*1)/50
= (65+148+0+0+0)/50
=213/50
=4.26

d. Job Security
= (14*5 + 17*4 + 12*3 +5*2+2*1)/50
= (70+68+36+10+1)/50
=185/50
=3.7
e. Motivational level of top Management
= (28*5 + 21*4 + 1*3 + 0*2+0*1)/50
= (140+84+3+0+0)/50
=227/50
=4.54
Rank Weighted Average Score
Rank Weighted Average Attributes
I 4.54 Motivation level of top Management
II 4.26 Team Spirit in the Organization
III 3.7 Job Security
IV 2.82 Influence of salary increment on
employees
V 2.8 Financial and Non financial Incentives
INFERENCE:
From the table it is clear that among the opinion of employees in the organization ranks
the motivation level of top management with 454 points resulting an average of 4.54
followed by team spirit in the organization with 426 points weighing an average of 4.26.
FINDINGS
The following findings were observed
 It is inferred that the majority of 14% of the members are belongs the age group
of 18 to 25, 60% of the members are belongs the age group of 25 to 33, and

10%, 16% of the members belongs the category of 33 to 41 and 41 to 49
respectively.
 It is reveals that 4% of the members are belongs the monthly income group of
Less than Rs 19,999, 66% of the members are belongs the monthly income
group of Rs 20000 to Rs 29,999, 14% of the members are belongs the monthly
income group of Rs 30,000 to Rs 39,999 and 8% of the members belongs the
category of 34 to 41 and 42 to 49 respectively.
 It is inferred that majority of the members are working from 5 to 7 years at their
current job.
 The table 5.4, shows that majority of the members are working from 41 to 50
hours per week.
 It is inferred that 86% of the workers are highly satisfied with the support from
the HR department.
 From the table 5.6, it is found that majority of the members are influenced by
both financial and non financial incentives.
 The majority of the members are highly satisfied with the incentives.
 30% respondents are agreed that nonfinancial and financial incentives are
influenced their work.
 70% respondents are agreed that there is good team spirit in the organization.
 It is found that majority of the members highly satisfied with the level of
motivation towards work.
 Table 5.12 shows that the people satisfied and not satisfied equally with the
motivational level through changes.
 It is shows the opinion about the Job security in the organization. In this
majority of the people are coming under the group of agree.

 Respondents by 56% with strongly agreed with the motivation of top level
management.
 The majority of the members are coming under the group of influenced by the
incentives and other benefit.
 5.19. Table showing opinion about the vision level of employees in the future
direction of the company. In this majority of the members are coming under the
group of having idea about the future direction of the company.
 The majority of the members are coming under the group of highly satisfied.
 It is found that majority of the members are thinking that their work is valuable
to the company.
 From Chi – Square analysis proves that there is association between the age
group of the respondents and the factors which affects the motivation towards
work.
 By using Chi – Square analysis it is found that there is association between the
monthly income of the respondents and the influence of incentives on
motivation of employees.
 The weighted average methods provides details among the opinion of employees
in the organization ranks the top level management motivation with 454 points
resulting an average of 4.54 followed by team spirit in the organization with 426
points weighing an average of 4.26.

SUGGESTIONS & RECOMMENDATIONS
 Employees need more compensation from the company.
 Some of the employees expect mutual relationship between co-workers.
 Employee’s needs special training from the company related to their job during
working period.
 Employees expect the quality of work to be measured periodically be the
company.
 Most of them are not satisfied with the management style in the organization. So
it is better to provide better service for the employee.
 It is need to provide job security to the employees.
 The respondents take part in decision making for some times. If the superiors
engage them in decision making process can get better ideas and make them
more loyal to the organization

CONCLUSIONS
Pankajakasthuri is one of the largest and most widespread of the manufacturing
company and well planned in motivational tools, Pankajakasthuri have adopted various
techniques for all different level of management.
Communication was found to be a contributing factor in motivating employees,
and a company with effective communication will help make employees feel more
involved and appreciated. If employees have a greater respect for their company and are
satisfied with the way information is relayed to them, they will be more motivated in the
workplace and their work will improve as a result.
Long-term incentives such as opportunity for promotion, along with other like
incentives, are beneficial in influencing more overall productivity. Also, short-term
financial incentives could give motivation to only do what has been successful in the
past and not to be creative.

QUESTIONNAIRE
A STUDY ON MOTIVATION TECHNIQUES AND ITS EFFECTS
ON EMPLOYEE
Personal Data
What is your sex?
Male Female
What is your marital status?
Single Divorced
Married Widowed
What is your age range?
Less than17 17--25 25--33 33--41
41-- 49 49--57 57--65 greater than 65‐
What is your yearly income?
less than Rs19,999 Rs20,000--Rs29,999 Rs30,000--Rs39,999
Rs40,000--Rs49,999 greater than Rs50,000
Other Data
1. How long have you been at your current job?
Less than1 year 2--4 years 5--7 years
8--10 years greater than11years
2. How many hours per week do you work on average?
less than 10 11--20 21--30
31-- 40 41--50 greater50‐
3. Are you satisfied with the support from the HR department?

Highly satisfied Satisfied Neutral
Dissatisfied Highly Dissatisfied
4. Which type of incentives motivates you more?
Financial incentives Non-financial incentives Both
5. How far you are satisfied with the incentives provided by the organization?
Highly satisfied Satisfied Neutral
Dissatisfied Highly Dissatisfied
6. Do you agree with the salary increments given to employees who do their jobs
very well motivates them.
Strongly agree Agree Neither agree nor disagree
Disagree Strongly disagree
7. Do you agree with the financial incentives you motivate more than non financial
incentives?
8. Do you agree with the employees in the organization feel secured in their job?
9. Do you agree with the statement that “I feel that my superior always recognizes
the work done by me?”
10. Do you agree with that in this organization there is fair amount of team spirit.
11. Do you find it to be most helpful when your boss gives you feedback regarding
your job performance on a _________ basis.
Yes No
If yes:
daily weekly monthly
quarterly Other

12. What factors affect your level of motivation towards work?
Financial rewards Public recognition Fear
Job security Praise and acknowledgment Others
13. Do you feel well compensated for your services?
Yes No
14. Have there been changes in the company that have affected your motivation?
Yes No
15. Do you think the company's present management style needs improvement?
Yes No
16. Do you have a clear vision of the future direction of the company?
Yes No
17. Do you feel you have clear priorities and objectives?
Yes No
18. Rate the statement “Top Management is interested in motivating the
employees”?
Strongly Agree Agree Neutral
Disagree Strong Disagree
19. Do you think that incentives and other benefits will influence your
performance?
Influence Does not influence No Opinion
20. Does the Top Management involve you in decision making which are connected
to your department?
Yes No Occasionally
21. Please provide the following rates.
(5- Strongly agree, 4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree)
No Factors Rates
i. Reasonable periodical increase in salary
ii. Job security exist in the company
iii. Good relationship with co-workers

iv. Effective performance appraisal system
v. Support from the co-worker is helpful to get motivated
vi. Company recognize and acknowledge your work
22. Communication at your company is_____________.
(A)highly effective and makes you feel like an intregal part of the team
(B) fairly strong and allows you to understand most of what is going on in the company
on a daily basis
(C) lacking in certain areas and could use some improvement
(D)poor and leaves me feeling left out and in-- the-- dark in many circumstances‐ ‐
23. You feel that your work ____________.
(A) is very valuable to the company
(B) is necessary but sometimes unrecognized
(C) does not contribute as much to the company as I would like it to
(D) is completely pointless
24. Can you name some of the motivational techniques which are used to motivate
you?
……………………………………………………………………………………….……
25. Any other suggestion to improve motivational levels in the organization?
……………………………………………………………………………………….……

BIBILIOGRAPHY
TEXT BOOKS
1. Human Factors and Motivation
2. Rao, VSP.(2005). Human Resource Management.New Delhi: Excel Books
3. Kothari,C.R.(2004).Research Methadology Methods and Technique.New Age
International Publishers
4. C.B Memoria, Personnel Management. Himalaya Publishing house
OTHER REFERENCE AND WEBSITES
1. http://www.pankajakasthuri.in/
2. http://managementhelp.org/leadingpeople/motivating-othes.htm#anchor160017
3. http://ayurvedaindustry.com

Orginal project motivation techniques

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (11)

Similaire à Orginal project motivation techniques

Similaire à Orginal project motivation techniques (20)

Plus de Abhaya Abhaya S

Plus de Abhaya Abhaya S (10)

Orginal project motivation techniques