implimentation of motivation policies in TATA

A PROJECT REPORTON

“IMPLEMENTATION OF MOTIVATIONAL POLICIES IN TATA YAZAKI AUTOCOMP LTD.”

ATTATA YAZAKI AUTOCOMP LTD.

WAGHOLI, PUNE.

IN PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN CAREER STUDIES

HUMAN RESOURCES

SUBMITTED BYASHOKKUMAR SHARMA

INDIRA SCHOOL OF CAREER STUDIES,PUNE

[2006-2008]

1

ACKNOWLEDGEMENT

Presenting the project report on ‘Implementation of Motivational

Policies in TATA YAZAKI AUTOCOMP LTD.’ has not only called for an

immense effort but also the attention and invaluable help from my peers,

family, friends and colleagues who helped it materialize.

I would like to thus extend my sincere thanks and gratitude to all those

who have been directly or indirectly been involved for providing me with

moral support needed to complete this project.

I would like to acknowledge Prof. Chetan Wakalkar, Director – Indira

School of Career Studies, Pune and Prof. P. Divakaran, Executive

Director (Dean-Academics)- Indira School of Career Studies, Pune for

giving me the opportunity to undertake a fulltime project to supplement

my theory classes and Mrs. Harshali Murudkar - Internal Guide for

constantly guiding me.

The invaluable co-operation received from TATA YAZAKI AUTOCOMP

LIMITED during the period of my project report. Thanks are due to Mr.

Ravindra Chaudhari (GM-HR), Mr. Satish Tonapi (Manager-Admin)-

External Guide, Mr. Sourabh Kane (Dy. Manager-HR), whose trust

has encouraged me to develop my ideas and understanding and have

kindly provided feedback.

I wish to express my gratefulness to all the staff of “TATA YAZAKI

AUTOCOMP LIMITED.” for their needful help in various stages of my

project.

2

Finally, I like to thank my Family Members who have always been my

continuous source of inspiration and they have constantly supported and

motivated me to complete my project.

TABLE OF CONTENTS

SR. NO. TITLE PAGE NO.

1 Executive Summary 4-7

2 Company Profile 8-19

3 Introduction of topic 20-36

4Research Design and

Methodology

Objective and Scope of Project

Hypothesis of Project

Project Design

Source of Data

Sampling

Data Collection

5Graphical representation and

Tabulation

Data Interpretation

Analysis

6 Recommendation

7 Limitation

8 Bibliography/References

9 Annexure

3

Executive Summary

4

COMPANY PROFILE

8

TATA YAZAKI AUTOCOMP LTD.

WAGHOLI PLANT

9

Tata Autocomp Systems Ltd.

Tata Autocomp Systems Ltd. (TACO) was incorporated as a holding company in 1995, to realize the vision that India should modernise its auto component industry to meet the state-of art technology requirements of the global automakers who are coming to India. As a part of this goal, TACO aims to offer world-class quality, cost and delivery (QCD) terms to its customers, in a wide range of components: offer design and engineering capabilities for components as well as systems integration and undertake to manage complete supply chain, on behalf of its customers.

TACO’s focus is on building skills. In years to come, TACO expects to build the largest engineering reservoir in India, in their design and engineering offices world-wide, and learning on their current product engineering programs, our engineers are in the process of building world-class capabilities in designing, engineering, testing, benchmarking, and tool-making, which would help us to offer complete engineering solutions to our customers in India and abroad.

With its wide range ranging skills base, TACO expects to emerge as a one-stop shop, which can undertake to meet every requirement of the automakers from engineering to manufacturing to outsourcing and assembly. Through partnership and strategic alliance, with Indian and overseas auto-component companies, TACO aspires to serve its customers to meet their requirements of components, systems, assemblies, even complete vehicles.

Every product and service, TACO will build, will be global standards. TACO expects to sell its components and engineering services and supply chain management capabilities to Indian as well as global automakers, to meet their requirements. TACO is building partnerships with world leaders on a 50:50 equity-sharing basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development requirements of the existing and potential automakers for their global operations.

10

The Yazaki Group

Yazaki Corporation manufacturers and markets a wide range of products including wire harness, instruments and components for automotive use, electrical power and transmission cable, fibre optic cable, solar energy systems, gas meters and air-conditioning systems.

Yazaki gave the Japanese automotive industry its first wire harness in 1929, and is today one of the world’s largest producers, supplying harness to all leading Japanese and International automakers.

The continuous advances in electronics during the past decade have brought with them new standards of automotive performances, safety and comfort. In response, the Yazaki Group has developed a long list of innovations, which reduce wire harness weight and girth, such as; thinner lighter wire featuring improved reliability and performance, compact multifunctional junction blocks, connectors, switches integrated moulds, hybrid integrated circuits, and electronic and multiplex system.

A corporation founded over half a century ago, the Yazaki Group is a multi-cultural organization with 130 manufacturing and sales operations in 30 countries on four continents, employing over 93000 people, with annual sales of over 7.6 billion US dollars.

Partnership is the keyTACO is building partnerships with world leaders on a 50:50

equity basis. These joint ventures are setting up world-class manufacturing facilities and establishing design and development capabilities in India to meet the future product requirements of the existing and potential automakers for their global operations.

Company Partner Product AreaTata Johnson Controls Ltd. Johnson Controls Inc.

USASeating Systems

Tata Toyo Radiator Ltd. Toyo Radiator, Japan Engine Cooling SystemsTata AutoPlastics Ltd. Sommer Allibert, France Plastics Interiors &

ExteriorsTata Ficosa Ltd. Ficosa, Spain Mirrors & Cables

Tata Yazaki Autocomp Yazaki, Japan Wiring Harness

11

Ltd.T C Springs Pvt. Ltd. Chuo Spring Company

Ltd.Coil & Parabolic Springs

TATA YAZAKI AUTOCOMP LTD.

HIGH QUALITY WIRINGHARNESS

Tata Yazaki Autocomp Limited (TYA) is a leading Manufacturer of Wiring Harnesses for the Automotive Industry. The Company has established capabilities in Product Design, Development and Manufacturing and is highly respected by its Global Clientele for its reliability and timely delivery at highly competitive costs.

Tata Yazaki Autocomp Ltd. Is a 50:50 Joint Venture between Tata Autocomp Systems Ltd. India and Yazaki Corporation Japan. It aims to build world-class technology and facilities in ‘Electrical Distribution System’ for the automotive industry. The plant complex is at Wagholi near Pune with state of art facilities. The land is of 46800 sq.m. and building of 20600 sqm. capacity to produce 5 lakh vehicle sets annually.

Tata Yazaki plans to set up an engineering and design excellence center, which will use the latest design tools to compete, the world class manufacturing facility.

The Tata Yazaki Edge

Cost-effective Manufacturing Capabilities Wiring harnesses for a variety of Segments of the Automobile

Industry Design and Manufacturing Technologies from the World's largest

producer of Wiring Harnesses, Yazaki Corporation, Japan.

ProductsTata Yazaki can manufacture Wiring Harnesses for various

Segments of the automobile industry, including passenger cars, commercial vehicles. It also supplies wiring harnesses for applications such as Air Bag Assemblies. The Product range also includes following:

Integrated modular wiring harnesses providing power to the vehicle.

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High-tension cables capable of carrying heavy currents from the battery to

other parts of the vehicle. These are exclusively used for petrol vehicles.

Connectors and Terminals that connect various sections and modules of the

vehicle. The product range includes Specially Designed double locking,

waterproof Connectors and Terminals.

Junctions and fuse boxes for car safety and protection.

Promoters and partners

Tata Autocomp Systems Ltd.

Established by the Tata Group, which has several decades of experience in the automotive industry, the TACO group of companies offers a range of products and services in the field of auto components to automotive vehicle manufacturers all over the world. TACO has three major businesses - Manufacturing, Engineering and Supply Chain Management. The Group comprises of the Holding Company, Tata Autocomp Systems Limited (TACO), its Joint Ventures with global auto component leaders and two Subsidiaries in the plastics and stampings product.

The TACO group, with its 13 Manufacturing plants, 3 Engineering Centers and 3 Export-Oriented Units, is rapidly expanding its business with vehicle Manufacturers and Tier-II suppliers to the Automotive Industry. Its current Original Equipment Manufacturers include

Daimler Chrysler, Fiat, Ford, General Motors, Honda, Hyundai, Mahindra and Mahindra, Piaggio, Tata Motors, Toyota and Volvo.

13

Yazaki, the World's largest producer of Wiring Harnesses, consists of 97 companies involved in either of two industries: Automotive Components and Energy or Environment. A vertically integrated provider of complete Electrical Distribution Solutions to the Automotive Industry, Yazaki has spread across 37 countries through business ties with major automakers worldwide.

It now has more than 300 operations the World over. Through its full range of Design, Development and Manufacturing facilities - Plating, Copper Smelting and Drawing, Rubber and Plastic Compound Manufacturing, Tooling and Die Making, Testing, Computer Aided Design, Automated Manufacturing & Engineering - Yazaki manufactures all the components of the Wiring Harness, Electrical Distribution System including Backward Integration:

Cables Housings Connectors and Terminals Fuses and Relay Blocks Protector Retainers Grommets Tapes and tubes

14

Customers

Tata Yazaki has the necessary Supply-Chain and Logistics Capabilities to deliver to customer’s locations, “In Time around the world.” TYA provides Yazaki with a well-established base to service the requirements of Carmakers in Japan and Europe. The TYA is on the top-supplier lists of companies amongst many of the clienteles some of the Major Clientele includes:

Behr Escorts General Motors Honda India Nissan Piaggio Tata Motors Toyota

Customer testimonials

"Excellent Quality Systems…" Tim Casey, Behr "Preferred Sourcing Base…" R. Wasan, Honda Siel Cars "High Potential for Export…" Victor Rosas, electrical commodity Director, General Motors "High Efficiency and Good Quality…" Erich Woitsch, Behr

15

"Best among Wiring Harness Manufacturers…" P. M. Kamath, ADD division, Tata Motors

Board of DirectorsMr. D. S. Gupta

Chairman Tata Autocomp Systems Ltd

1. Mr. Shinji Yazaki 2. Mr. T. Ikeda

President Production Operations DGM

Yazaki Corporation Yazaki Corporation

3. Mr. Hirmatsu 4. Mr. Matsuda President VP Operations

Thai Arrow Products Co. Ltd. Tata Yazaki Autocomp Ltd.

5. Mr. Ramkumar 6. Mr. VishwanathanGM-Finance, Technology GM-MIS, Budget, CostingTata Autocomp Systems Ltd. Tata Autocomp Systems Ltd.

CEO:

Prashanth Nayak

Education: BE (Electronics and Communication) from KREC, Surathkal and MBA from IIM, Calcutta

Prashanth Nayak joined TACO in June 1996. He has been part of the initial management team of TACO. He has nine years of experience in planning, projects, joint venture negotiations and human resources. Before joining TACO, Mr. Nayak worked with Wipro Systems for one year.

Major Changes in last 3 years

Plant expanded separately for Tata Motors. Change in leadership Mr. Pradeep Tewari to

Mr. Prashanth Nayak Expansion of organisation (horizontally as

well as vertically) Set up of in house ‘Learning Center’

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Certified for Quality by TS 16949 Certified for Environment by ISO 14001

Future plans

New Plant at Banglore New Plant at Jamshedpur New Plant at Singur

Vision

To be a globally competitive company providing electrical & electronic distribution systems solutions to automotive customers and to achieve a turnover of 200 mln. USD by 2010, and build profitability through backward integration.

MissionCore Values

Simplicity: -Doing a job in a simple and straightforward way.

Frugality: -Being careful, thrifty and economical with money, time

and resources.Integrity: -Meeting all commitments being honest and morally

upright.Respect: - Consideration and regard for human beings, environment

and infrastructure.Harmony:-Looking towards reaching a broad agreement on

consensus on interests, opinions and action plans whilst ensuring that it is inline with organisations objectives.

Quality Policy

Be the First Choice of all Customers, Employees, Suppliers and Partners by Continual improvement of Quality Management Systems and Satisfying Customer’s Current and Future Needs.

Quality Objectives

Meeting Customer’s Needs on Time and in Full Improve Productivity continually

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Relentlessly focusing on the best in class Quality, Cost, Delivery

PERFORMANCE

Upgrading and Building individual and team skills continually. Create Clean and Safe Environment

Environmental Policy

We are committed to help creating a safe clean and green environment through…

Conservation of natural resources by optimal and judicial usage. Compliance with relevant Environmental Regulations. Continual improvement in Environmental Management System

starting with ISO 14001 certification

This policy will be made available for all the interested parties.

Address of the Company

Pune FactoryTata Yazaki Autocomp Ltd.Gat No. 93, Survey No. 166High Cliff Industrial Estate,

Wagholi-Rahu Road,Kesnand,

Pune-412207Ph. No. 27005000Fax No. 27050131

Banglore Branch OfficeTata Yazaki Autocomp Ltd.

Skip Commercial Complex25/9, Museum Road,

18

Banglore-560025Ph. No. 080-22217348Fax No. 080-22240322

19

CEOMr. Prashant Nayak

COOMr. Gajindar Bains

VP-OperationsMr. Matsuda S

Factory ManagerMr. Watanabe H

Manager Prodn. Plang. and Maintenance

Mr. Neeraj Sharma

Manager QAMr. Sanjay Kulkarni

Manager Prodn EnginMr. Kiran Talele

Special Manager PE and EOU

Mr. Machide T.

Manager DesignMr. Anand Biyani

Prodn Manager Bangalore

Mr. Soma Sekhar.

GM-MarketingMr. Prashant Gadkar

GM-HRMr. Ravindra

Choudhari

GM-FinanceMr. Ravi Sharma

Manager Quality system

Mr. Mudikeri

GM-SCMMr S. Kalse

GM- ITMr. R. Mittal

Sr. Manager-MarketingMr. Doi Hiroshi

Manager-IRMr. Ghatwai

Manager-HRVacant

Manager-AdminMr. Satish Tonapi

FinanceMr. Anant Bhide

Manager SCMMr. Sundarshan

Manager-SCMMr. Modi

Organization Chart

20

Organization Chart-HR

GM-HRMr. R. Choudhari

Dy-GM-HRVacant

Dy-GM-ERVacant

Dy-GM-AdminVacant

Dy-GM-Admin -BangaloreVacant

Manager-HRVacant

Dy-ManagerMr. Sourabh

Kane

Dy- Manager Training/OD

Vacant

Member-ODVacant

Member-Hr Vacant

Member-Training

Sunita Naik

Associate Member

Bharti/Swati

Associate Training

6/8

Manager-ER-VacantEOU

Manager-ER-VacantDTA-2

Manager ERMr. Ghatwai-

(now common)

NA NA NA

NA

Member-ER-Vacant

Member ER-Vacant

Alandi Plant

Member-ERVacant

Member-ERVacant

Associate-ERMr. Gawade

Associate-ERMr. Belhekar

Associate Member

Satish/Raj

Associate- AlandiVacant

Manager-AdminMr. Tonapi

Medical OfficerVacant

NA

Dy Manager-Admin

Mr. Shinde

NA

Medical StaffVacant

Member-SafetyMr. Jangale

Member AdminVacant

Associate-Admin3/4

Manager Admin/Hr

Vacant

NA

Member HR/Admin

Vacant

Associate-HR/Admin

Benny PA

21

INTRODUCTION

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What is Motivation?

Motivation is the process that account for individuals intensity, direction and persistence of efforts towards attaining a goal. While general motivation is concerned with efforts towards any goal.

Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive.

Process of Motivation

1. Needs: needs are created whenever there are physiological or psychological imbalances.

2. Drives: drives or motives are set up to alleviate needs. Drives are action oriented and provide an energizing thrust towards reaching incentives. They are at the very heart of the motivational process.

3. Incentives: at the end of the motivational cycle are the incentives. Defined as anything that will alleviate a need and reduce a drive. It creates physiological or psychological balance.

Framework of Motivation:

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1. Identifying Needs

2. Search for ways to satisfy needs

3. Engages in goal directed behavior

4. Performs

5. Receive either rewards or Punishment

6. Reassesses needs deficiencies

Employee

Theories of Motivation:

Early Theories:

1. Scientific Management:F.W. Taylor thought that primary interest of the workers is

economic gain in the form of wages.

24

Model

Early Theories Contemporary Theories

Scientific Management

Human Relation Model

Content Theories

Process Theories

Maslow’s Need Hierarchy

Theory

Hertzberg’s Two Factor

Theory

Alderf’s ERG

Theory

Achievement Motivation

Theory

Goal Setting Theory

Vroom’s Expectancy

Theory

Adams’s Equity Theory

Porters Performance Satisfaction

Model

2. Human Relation Model:Human relation researchers found that other than monetary

there are other factors to the motivation of employees like social contacts which the employee had at work places were also important and that the boredom and repetitiveness of task were themselves factor in reducing motivation. These researchers think that managers can motivate employees by acknowledging their social needs and by making them feel useful and important.

25

Matching Content Theory:

Need Hierarchy ERG Theory Two-Factors Theory Achievement Motivation

Model

Self Actualizati

on

Esteem

Social

Security

Physiological

Growth

Relatedness

Existence

Motivators Advancemen

t Growth Achievemen

Hygiene Job

Security Salary Working

Condition

Need For Achievement

Need For Power

Need For Affiliation

26

Self actualization

(

SELF ACTUALIZATIO

N(Personal growth, realizatio

n of potential

)

ESTEEM(TITLES, STATUS SYMBOLS ETC.)

SOCIAL(FORMAL/INFORMAL WORK GROUPS OR

TEAMS)

SAFETY(SENIORITY PLAN, HEALTH INSURANCE ETC.)

BASIC / PHYSIOLOGICAL NEEDS(PAY)

Maslow’s Need Hierarchy Theory27

Maslow’s Need Hierarchy:

1. Food2. Clothing3. Shelter

1. Daily Wages 1. Quality Job 2. Job Security

1. Own House2. Safety Against theft3. Insurance

1. Safe working condition i. Salary increment

2. Wage increment ii. Pension Scheme3. Unionization iii. Group insurance

iv. Provident Fund v. Gratuity vi. System of seniority

Physiological

Individual Organizational

Worker

Staff/Managers

Safety


Worker

Staff/Managers

28

1. Love and Belongingness2. Family and friends 3. Social Groups

1. Unions 1. Work Group2. Mutual respect 2. Peer

Acceptance 3. Group Membership 4. Professional

Friendship 5. Compatible

Workgroup

1. Independence and Freedom2. Confidence3. Desire to competence4. Adequacy

Social


Worker Staff/Managers

Self Esteem



29

5. status 6. Reputation i. Recognition 1.

Promotionii. Seniority 2. Rewardiii. Self Respect 3. Appreciation

4. Attention

1. Becoming everything that isOne capable of being.

1. Desire for excellence

2. Managing a unit Successfully.

ERG Theory:

1. Existence: The basic physiological needs and protection from physical danger2. Relatedness: Social and affiliation needs and the need for respect and

positive regard from others.3. Growth: The need to develop and realize ones potential.

Motivation-Hygiene Theory:

Motivation:

Self Actualization



30

1. Achievement2. Recognition of achievement3. work itself4. responsibility5. Advancement6. Growth 7. Salary

Hygiene:

1. Company Policy and administration2. Supervision3. interpersonal relation4. Working conditions5. Salary6. Status7. Security

Achievement Motivation Theory:

1. Need for Achievement:

i. Give employees periodic feedback on performance.ii. Provide good models of achievementiii. Arrange tasks so that employees call pursue moderate

challenges and responsibilities.

iv. Employee should be able to control their own destiny and imagination. They should be trained, however, to think realistically and positively about how they will accomplish goals.

2. Need for Power:

The employee exhibiting the need for power derives satisfaction from the ability to control the others. Satisfaction is derived from being in position to influence and control.

3. Need for Affiliation:

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Interpersonal relationship between the people and recognized by people as part of group.

Process Theories:

Expectancy Theory:

FirstLevel Outcome

Expectancy Instrumentality

FirstLevel Outcome

E= EffortP= Performance FirstO= Outcome Level

Outcome

Efforts

E P

Performance

P O

Second Level Outcome




Second Level OutcomeSecond Level Outcome

32

Second Level Outcome:These are reward (positive or negative) they include Pay raise Promotion Peer acceptance Job security Recognition Rewards Demotion Transfers Monetary punishments etc

MOTIVATION = VALENCE X EXPECTANCY X INSTRUMENTALITY

THE THREE FACTORS :-

1. ValanceREFERS TO THE STRENGTH OF A PERSON’S

PREFERENCE FOR RECEIVING A REWARD. IT’S VALUE MAY RANGE FROM MINUS ONE (-1) TO ONE (1).

2. EXPECTANCYIS THE STRENGTH OF BELIEF THAT ONE’S WORK –

RELATED EFFORT WILL RESULT IN COMPLETION OF A TASK. IT IS THE PROBABILITY OF A CONNECTION BETWEEN EFFORT

STRONG AVIODENCE

STRONG PREFERENCE

INDIFFERENCE

-1 0 +1

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AND PERFORMANCE. IT’S VALUE MAY RANGE FROM ZERO (0) TO ONE (1).

3. INSTRUMENTALITY:REPRESENTS THE EMPLOYEE’S BELIEF THAT A REWARD

WILL BE RECEIVED ONCE A TASK IS COMPLETED. HERE THE EMPLOYEE ASSUMES THAT THE ORGANISATION VALUES HIS PERFORMANCE AND WILL ADMINISTERS REWARDS ON A CONTINGENT BASIS. IT’S VALUE MAY RANGE FROM ZERO (0) TO ONE (1).

Equity Theory:

+1

Low Probability High Probability

+1

Low Probability High Probability

0

0

34

This theory is based on the assumption that individuals are motivated by their desire to be equitably treated in their work relationship. When employees work for an organization, they basically exchange their services for pay and other benefits. The equity theory proposes that individuals attempt to reduce any inequity they may feel as a result of this exchange relationship.

Four important factors are:1. person 2. comparison others 3. inputs 4. outputs

Porter’s Model:

1. Predictors of efforts2. predictors of performance3. predictors of satisfaction

35

Goal-Setting Theory:

Process:

The success of goal setting in motivating employee depends on establishing goals that have the appropriate attributes or characteristics. Goal should be SMART

S- Specific M- Measurable A- Attainable R- Realistic T- Time bound

Goal

Desire to meet the Goal

Self-Efficiency

Beliefs

Goal Commitmen

t

Task Performanc

e

Meeting the Goal

36

Linking Management by objectives and goal setting theory

Overall organizationa

l Objective

XYZ COMPANY

Divisional Objectives

Consumer Products Division Industrial Products Division

Departmental Objectives

Production Sales Customer Service Marketin

g

Development

Research

Individual Objectives

Individual Employees

37

Motivational Practices:

Types of Organizational Reward:

Motivational Practices

OthersRewards

Job Design

QWL Behavior Modificatio

n

Problem Employees Goal

Setting

Empowerment

Organizational Reward

Membership and Seniority Task

Performance

Competency

Job Status

38

Membership and Security Based Rewards:

In this the employees who are seniors receives more benefit than his or her junior employees

Advancement Promotion Pay raise Retirement benefit Prerequisite

This type of rewards does not directly motivate job performance. These rewards reduce turnover but may fail to motivate achievers to perform better.

Job Status-based Rewards:

Job Based Pay and Skill Based Pay:

Factors Job Based Skill BasedPay Structure Based on job performance Based on ability to

performEmployees

FocusJob carries wage;

employees link to jobEmployees carries wages; Employees linked to Skills

Employees Focus Job promotion to earn better pay

Skill Acquisition to earn better pay

Procedures Required

Assess job content; value job

Assess Skills; Value Skills

Advantageous Pay based on value of work performed

Flexibility; reduced workforce

Disadvantageous Potential personal bureaucracy; inflexibility

Potential personal bureaucracy; cost controls

Competency based reward:

When rewards are linked to competencies what emerges is the skill based pay. In the skill based pay, employees are paid on the basis of number of jobs they are capable of discharging or on the depth of their knowledge. The purpose of this system is to motivate employees to acquire additional skills so that they become useful to the organization.

39

Performance based pay:

Organizational Rewards: Stock options Profit sharing(ex: ESOPS)

Team Rewards: Gain sharing Special bonus

Individual Rewards: Piece rate Commissions Merit pay Bonuses

Non Monetary Motivation: ESOPS Recognition Fringe benefits Rewards (ex: trophy) Giving extra power Parties Putting name on dart board as a employee of the month

or year Providing things like T-shirt, watch etc with reason

written on it for giving this reward. Dinner parties for group performance Transportation facility Personal holidays Step reward Promotions Free purchase vouchers Club membership Formation of informal group in organization which

make some events in organization and giving membership of different activity group

40

Sending mails and gifts on birthdays, marriage anniversaries etc.

Festival gift vouchers Etc.

41

Research Design and Methodology

42

Objective & Scope

43

Objective of Project:

To introduce and implement a new motivational program in TATA YAZAKI AUTOCOMP LTD. for the staff level employees. This will lead to retain them, to get better performance out of them and to make them feel important for the organization.

Objectives of the Study:

To study the current motivational level of the employees.

To design a new motivational scheme for the employees in TYA.

To implement the motivational scheme.

Scope:

Motivation is becoming more and more important. It is not only important for the employee as an individual but also the performance of the employee. If employee is motivated his creativity and his performance will increase drastically and his performance will always be outstanding. But to keep the employees motivated at different levels is becoming a challenge for the organizations and the HR people. The employee motivation increases the performance of the employee as well as helps them to retain in the organization. As per REED CONSULTANCIES’ one survey, 3/4th of the employees leave the organization in less than three years. So we can say that motivation is becoming the burning issue in the organizations.

44

Hypothesis

45

Hypothesis:

Motivation has a positive impact on the employees’ performance and the employee retention.

47

Research Design

Locale of Study:

The project study is mainly about to design and implement the motivational programs for the employees in TATA YAZAKI AUTOCOMP LTD. The study is conducted in the Wagholi plant of TATA YAZAKI AUTOCOMP LTD. The study is being made to increase the motivational level of the employees.

Sample Size:

Total sample of 37 employees being selected on the following way.

HODs’ and Managers = 17

48

Staff employees = 20

Sampling Design:

Stratified random sample of 37 were selected for the study. All the HODs were included in the sample. Other than that some managers, deputy managers and staff employees were selected. This selection was done on a random basis with consideration of different departments and designations of the employees.

Data Collection Method:

As the study is made to design and then implementing the motivational policy, there is no secondary data available. So the study is based upon the primary data only. The data is been collected through questionnaire. Different types of questionnaire were used for HODs and managers; and the staff employees.

Data Analysis:

After the collection of the data, the analysis is done with the Microsoft Excel package. Then the bar graphs and the pie charts were used.

49

Graphical representation and Tabulation

Questionnaire for the HOD’s/Managers

50

Q.1 Since how long you are working in this organization?

Less than one

One to three

Three to five

More than five

31%

57%

6% 6%

Less than 1

1 to 3

3 to 5

more than 5

Q.2 According to you, why people join this organization?

Because of growth opportunity

Because of Brand name

Good working conditions

Because they do not get job at any other place

None of above any other (Specify) ___________

26%

63%

0%0% 11%

Grow th Opportunities

Brand Name

w orking condition

Not getting job at anyother place

Any other

Q.3 What do you think about Company’s current HR policies?

51

Excellent

Very good

Good

Average

0% 13%

43%

44%Excellent

Very good

good

Averange

Q.4 As a Department head/Manager which of the following factors motivates you?

Subordinates performance

Work completed on time

Employees taking and understanding responsibility

You want to perform on your own

Any other (Specify)

23%

31%17%

20%

9%


w ork completed on time

employees taking andunderstanding responsibility

w ant to perform on yourow n

any other

Q.5 According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11)

52

General Depart. Organization Achievement __ __ __Recognition __ __ __Responsibility __ __ __Incentives __ __ __Growth __ __ __Perks __ __ __Gifts __ __ __Bonus __ __ __Fringe benefits __ __ __Cash benefits __ __ __Appreciation in public __ __ __Fear __ __ __

General:1. Growth2. Achievement3. Recognition4. Responsibility

Department:1. Growth2. Recognition3. Responsibility4. Achievement

Organization:1. Responsibility2. Growth3. Recognition4. Achievement

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Q.6 Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees?

RecognitionPromotionAchievementOpportunities and challenges of work Position of authorityInteresting Job ProfileRecognition of team/GroupPositive interpersonal relationshipOther (specify)_______

0% 20% 40% 60% 80% 100%

Recognition

Promotion

Achivement

Opportunities and Challenges of Work

Position of Authority

Intresting job profile

Recognition of team/ group

Positive interpersonal relationship

Yes

No

Uncertain

Yes No Uncertain

54

Q.7 External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees?

Personal needPersonal valuePersonal attitudePersonal interestWork securityVariety of skills to do different jobsOpportunity to complete taskWorking independentlyExternal Feedback on performanceAny other (Specify)_____

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Personal need

Personal Value

Personal attitude

Personal interest

w ork security

variaty of skills to do different jobs

opportunity to complete task

w orking independently

external feedback on performance

Never

Seldom

Sometimes

Often

Always

Q.8 Which type of incentive motivates employees in the organization?

Monetary

Non- monetary

Both

13%0%

87%

Monetory

non- monetory

both

Neve Seldom Sometime

Often Always

55

Q.9 Which type should be implemented?

Monetary

Non- monetary

Both

Any other (Specify) ________

11%5%

68%

16%

Monetory

non- monetory

both

Any other

Q.10 Which one or more of the leadership style of manager will work or not work in this organization?

Leadership style Will work Will not workAutocratDemocratLaissez-faire (Who allow the things to happen, not try to control them)TransformationalParticipativeAny Other(Specify)__________

56

0% 20% 40% 60% 80% 100%

Autocrat

Democrat

Laissez-fair

Transformational

Participative

Any other

Will work

Will not work

Q.11 What is an average age of your department people? (Excluding You)

18-25

25-35

35-50

Above 50

6%

75%

19% 0%

18-25

25-35

35-50

above 50

Q.12 Which age group mainly goes for monetary benefits?

18-25

25-35

35-50

50 and above

57

28%

61%

11% 0%

18-25

25-35

35-50

above 50

Q.13 Which age group mainly goes for non monetary benefits?

18-25

25-35

35-50

50 and above

12%6%

35%

47%18-25

25-35

35-50

above 50

Q.14 How do you keep your department people motivated?

By having dialogs

By rewards

Appreciation

None of above any other (Specify) __________

58

31%

25%

38%

6%

By Having dialoge

By rew ards

by appreciation

none of the above

Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5

Aspects RatingsWork culture

Working conditionsJob security

SeniorsWorking environment

Subordinates Fear

Performance

Aspect/Ratings 1 2 3 4 5Ratings Given by HOD’s/Managers

Work culture 0 1 4 6 6

Working conditions 1 2 2 5 7

Job security 7 4 3 2 1

Seniors 1 4 2 6 4

Working environment

1 2 2 5 7

Subordinates 4 3 6 3 1

Fear 9 3 4 1 0

Performance 0 0 3 4 10

Q.16 Is performance appraisal a right tool to motivate employees?

59

Yes

No

Sometimes

38%

13%

49%

Yes

no

sometimes

Q.17 If answer to above question is yes then how much is the effect of the performance appraisal on the motivation?

0-25%

25-50%

50-75%

75-100%

25%

33%

25%

17%

0-25%

25-50%

50-75%

75-100%

Q.18 Is the same appraisal policy applied for all who are performing the same kind of task with the same efficiency?

60

Yes

No

73%

27%

yes

no

Q.19 How would you describe the work in your department?

Monotonous

With variety in work

High pressure work

Challenging

Lot of traveling

15%

26%

33%

22%4%

Monotonous

With Variaty in w ork

High pressure w ork

Challanging

lot of trevelling

Q.20 On which basis would you like your department people to get rewards or recognition?

Individual performance

Group performance

61

People involved in doing some particular work (Team work)

Organizational reward

38%

31%

23%

8%


Group performance

Team w ork

Organisational rew ard

Q.21 How do you grade your department people?

□ Highly Motivated

□ Motivated

□ Somewhat motivated

□ Less Motivated

□ De-motivated

6%

56%19%

13%6%

Highly Motivated

Motivated

Sometimes motivated

Less Motivated

Demotivated

Q.22 Do you discuss your department people about there performance?

Yes

No

62

Sometimes

94%

0% 6%

yes

no

sometimes

Questionnaire for the Staff-Employees

Q.1 From how many years you are working with this organization?

Less than one

One to two

Two to Three

More than Three

26%

11%

26%

37% Less than one

One to tw o

Tw o to Three

More than Three

Q.2 What is your current gross salary per month?

Less than 5000

5000 to 10000

10000 to 15000

63

More than 15000

0% 16%

21%63%

Less than 5000

5000-10000

10000-15000

More than 15000

Q.3 As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies?

Yes

No

Can’t say

55%

20%

25%

Yes

No

Cant Say

Q.4 What do you feel about the work in your Department?

Monotonous

Challenging

Comfortable

Confusing/ Always fire fighting

64

4%

44%

30%

22%Monotonous

Challaning

Comfortable

Confusing/ Alw ays FireFighting

Q.5 Do you feel money is the only motivating factor?

Yes

No

Not for all

5%

53%

42% Yes

No

Not for All

Q.6 How much increment in salary Motivates you?

0-25%

25-50%

50-75%

75-100%

65

21%

52%

16%

11%

0-25%

25-50%

50-75%

75-100%

Q.7 Does your superior keep you adequately motivated? If yes how?

Yes / No / Sometimes ( Tick one )

42%

21%

37%Yes

No

Sometimes

Q.8 When your motivational levels are low what would you like to do?

Talk with collogues or seniors

Take a leave

Still you try to work because you have deadlines

You handover work to someone else

Quit/ Change the job

Any other (Specify) __________

66

35%

9%43%

0% 13% 0%

Tak w ith collogues/seniors

Take a leave

Still try to w ork because ofdeadlines

you handover w ork tosomeone else

quit/change the job

any other

Q.9 After achieving your set target, how do you get motivated?

Monetary benefits

Recognized in public

Reward

Setting higher targets

23%

15%

23%

39% Monetary benefits


Rew ard

Setting higher target

Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee?

Individual reward

Group reward

67


Any facility/ concession/privilege other than what you are getting (Specify) _____________

61%24%

5% 10%

Individual rew ard

Group rew ard

Organizational rew ard

Any facility, previllage,concession other thanw hat you are getting

Q.11 How do you keep yourself stress free from your regular work?

By joining Hobby club

Meet regularly with your friends

Playing games

Weekend parties

Entertainments (like: movies/ theater)

Any other (specify) ______________

15%

32%

15%8%

15%

15% By joining hobby club

Meet regularly w ith friends

Playing games

Weekend Parties

Entertainment

Any other

Q.12 Do you feel stress free environment leads to motivation at work place?

68

Yes

No

95%

5%

Yes

No

Q.13 On “Maslow’s need hierarchy theory” what do you think your need is?

Need for belongingness

Need for affiliation

Need for social needs

Need for self-esteem

Need for self actualization

5%

26%

26%

38%

5%Need For Belongingness

Need for Aff iliation

Need for Social Needs

Need for Self Esteem

Need for Self Actualisation

Q.14 Does Job enrichment, job rotation and job specification are the motivating tools for the employees?

Yes

69

No

Cant say

Sometimes

53%

0%0%

47%Yes

No

Cant say

Sometimes

Q.15 Do you feel that to keep the employee motivated each department head should discuss with him/her, individual’s/employees’ future plans and past performances?

Yes

No

Not necessary

Important tasks only

95%

0%0%5%Yes

No

Not Necessary

Important Tasks Only

Q.16 How would you prefer to set your career planning?

By organization

By yourself

Both

70

21%

11%

68%

By Organisation

By Yourself

Both

Q.17 Do you feel career planning is one of the tools for employee retention and motivation?

Yes

No

Cant say

79%

5%

16%

Yes

No

Cant say

Q.18 Which of the following factors should be considered in the career planning? Rank them

Educational qualification __

Total experience of employee __

Employee’s experience in organization __

KSA’s (Knowledge, Skill, Ability) __

Product related knowledge __

71

Interest/ Enthusiasm of employees __

Any other (Specify) __________ __

As per the employees in the organization by and large all the think which are provided here should be taken in consideration but what they feel more important is the knowledge, skill, ability(KSA’s) to which 17 employees rank as a most preferable and second preference of approximately all the employees is Employee’s experience in the organization.

Q.19 Do you participate in decision making process about your work?

Never

Seldom

Whenever asked for

Always

0% 5%

42%53%

Never

Seldom

Whenever Ask for

Alw ays

Q.20 How would you describe the following when you are at work? (Please tick.)

Very Good Fair Poor Very Good poor

Energy levels

Mood

72

Concentration

Stress levels

0% 20% 40% 60% 80% 100%

Very good

Good

Fair

Poor

Very Poor

Energy level

Mood

Concentration

Stress Level

Q.21 Does employee participation in decision making motivates an employee?

Yes

No

Cant say

79%

0%

21%

Yes

No

Cant Say

Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be……………

Physical acceptanceSafeSatisfying social needsEmphasizing respect and trust Allowing free communication

Yes No

73

Accepting diverse opinion Any Other (Specify) __________________

0% 20% 40% 60% 80% 100%

Physical Acceptance

Safe

Satisfying Social Needs

Emphasising Respect And Trust

Allow ing Free Communication

Accepting Diverse Option

Any Other

Yes

No

Q.23 How does decision making contribute to motivation?

Employee Belongingness

Employee Satisfaction

Transparency - make you feel secured

None of the above

Any Other (Specify) _______

32%

32%

32%

4%0%Belongingness

Satisfaction

Transferancy

None Of above

Any other

74

Analysis

75

As above data show that the people in the organization wants not only monetary but they also wants the non-monetary benefits in the way of recognition in public and other rewards.

In all it is the mix pool of all the views of HOD’s, managers and staff employees where overall view is that people at different level always requires the different kind of rewards which prove the MASLOW’s “NEED HIERARCHY THEORY” very right at organizational level.

The response of all the people in organization towards this program is very positive and they all have given some good views and also they have provided with good quality response which is very helpful during making the motivational policy and implementation phase of the program.

76

Suggestions

Program recommended:

1. Program for individual employees:

As MRM is held every month, each department head should keep a watch on each and every employee and whoever performs best in that month in his department. HOD should give his name to the CEO/COO.

After each and every department gives their employees name, HR department will organize one monthly program. In which all those people whom CEO/COO will also consider as the best performer for the month should be given some incentives like Movie tickets, gifts, shopping vouchers, dinner parties, paid trips, outings etc.

78

If any employee gets this reward continuously for three months will get some amount as bonus for his outstanding performance during that quarter.

If management found that the person is performing above average for more than six months in that condition he will be eligible for increment or promotion.

If management found the name given by HOD is not performed well or decision of HOD is biased in that condition management can take other peoples views and take the decision on that basis or can do the double filter system for the purpose of removing the chances of biased decision.

Every month the list of best performers will be put on notice board.

Every month’s rewards should be given by CEO/COO in presence of all the HODs and staff.

2. Responsibility :

As people feel that they can do better if they given opportunities and they like to take the decisions and responsibility so if instead of HOD’s taking all the decisions himself he can give the rights to the people and also make them responsible sometimes people don’t like to take responsibility in some cases in that kind of condition management can give them chance as high risk responsibility high rewards and for low level responsibility very low rewards.

3. Reverse mentoring:

In this the decisions are taken by the HOD’s but they must be views coming from staff people and on that basis on all peoples idea they can take any once idea which HOD found suitable. The suitable idea which is get selected is rewarded in monthly meetings.

79

Limitation

As a time for project is of only two months because of which it is not possible to see the effect of the motivational policy and response of the employees.

Because of some IR issues it is not possible to take the views from the workers and make the program for the workers.

80

Because of time constraint it is not possible to take the big sample of the employees to do the survey and take their views.

81

Bibliography/References

82

5. K. Aswathappa “Organisational Behavior” Himalaya Publishing House – Girgaon, Mumbai 6th revised and enlarged Edition, 2005.

6. Gary Dessler “Human Resource Management”

7. TACO HR Manual

8. www.google.com

9. www.tacogroup.com

10. www.yahoo.com

83

Annexure

84

5. Questionnaire for HOD’s 6. Questionnaire for staff employees

85

Questionnaire for the HOD’s/Managers:

Q.1 Since how long you are working in this organization?

Less than one

One to three

Three to five

More than five

Q.2 According to you, why people join this organization?

Because of growth opportunity

Because of Brand name

Good working conditions

Because they do not get job at any other place

None of above any other (Specify) ___________

Q.3 What do you think about Company’s current HR policies?

Excellent

Very good

Good

Average

Q.4 As a Department head/Manager which of the following factors motivates you?

86


Work completed on time

Employees taking and understanding responsibility

You want to perform on your own

Any other (Specify)

Q.5 According to you what motivates an employee in general, in your department and in this organization rank them. (From 1 to 11)

General Depart. Organization Achievement __ __ __Recognition __ __ __Responsibility __ __ __Incentives __ __ __Growth __ __ __Perks __ __ __Gifts __ __ __Bonus __ __ __Fringe benefits __ __ __Cash benefits __ __ __Appreciation in public __ __ __Fear __ __ __

Q.6 Listed below are internal motivator which cause a person to act in a certain way. Which one or more would you regards as an internal motivator for employees?

RecognitionPromotionAchievementOpportunities and challenges of work Position of authorityInteresting Job ProfileRecognition of team/GroupPositive interpersonal relationshipOther (specify)_______

Yes No Uncertain

87

Q.7 External motivators are the factors which motivate an employee but they are not related to his job. Listed below are some external motivators which cause a person to act in a certain way. Which one or more would you regards as an external motivator for employees?

Personal needPersonal valuePersonal attitudePersonal interestWork securityVariety of skills to do different jobsOpportunity to complete taskWorking independentlyExternal Feedback on performanceAny other (Specify)_____

Q.8 Which type of incentive motivates employees in the organization?

Monetary

Non- monetary

Both

Q.9 Which type should be implemented?

Monetary

Non- monetary

Both

Never

Seldom

Sometime

Often Always

88

Any other (Specify) ________

Q.10 Which one or more of the leadership style of manager will work or not work in this organization?

Leadership style Will work Will not workAutocratDemocratLaissez-faire (Who allow the things to happen, not try to control them)TransformationalParticipativeAny Other(Specify)__________Q.11 What is an average age of your department people? (Excluding You)

18-25

25-35

35-50

Above 50

Q.12 Which age group mainly goes for monetary benefits?

18-25

25-35

35-50

50 and above

Q.13 Which age group mainly goes for non monetary benefits?

18-25

25-35

35-50

50 and above

Q.14 How do you keep your department people motivated?

By having dialogs

By rewards

89

Appreciation

None of above any other (Specify) __________

Q.15 Which of the following factors act as a motivator? Rate them on the scale of 1-5Aspects Ratings

Work cultureWorking conditions

Job securitySeniors

Working environmentSubordinates

FearPerformance

Q.16 Is performance appraisal a right tool to motivate employees?

Yes

No

Sometimes

Q.17 If answer to above question is yes then how much is the effect of the performance appraisal on the motivation?

0-25%

25-50%

50-75%

75-100%

Q.18 Is the same appraisal policy applied for all who are performing the same kind of task with the same efficiency?

Yes

No

Q.19 How would you describe the work in your department?

Monotonous

With variety in work

High pressure work

Challenging

90

Lot of traveling

Q.20 On which basis would you like your department people to get rewards or recognition?


Group performance

People involved in doing some particular work (Team work)


Q.21 How do you grade your department people?

□ Highly Motivated

□ Motivated

□ Somewhat motivated

□ Less Motivated

□ De-motivated

Q.22 Do you discuss your department people about there performance?

Yes

No

Sometimes

Q.23 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know.

____________________________________________________________________________________________________________________________________________________________________________________________

Thank you for filling in this questionnaire Your input will help us to make the motivational program.

91

Questionnaire for the Staff employees:

Q.1 From how many years you are working with this organization?

Less than one

One to two

Two to Three

More than Three

Q.2 What is your current gross salary per month?

Less than 5000

5000 to 10000

10000 to 15000

More than 15000

Q.3 As TYA is having a worker oriented approach, do you feel that there are adequate staff friendly policies?

Yes

No

Can’t say

Q.4 What do you feel about the work in your Department?

Monotonous

92

Challenging

Comfortable

Confusing/ Always fire fighting

Q.5 Do you feel money is the only motivating factor?

Yes

No

Not for all

Q.6 How much increment in salary Motivates you?

0-25%

25-50%

50-75%

75-100%

Q.7 Does your superior keep you adequately motivated? If yes how?

Yes / No / Sometimes ( Tick one )

How_____________________________________________________________________________________________________________________________________________

Q.8 When your motivational levels are low what would you like to do?

Talk with collogues or seniors

Take a leave

Still you try to work because you have deadlines

You handover work to someone else

Quit/ Change the job

Any other (Specify) __________

Q.9 After achieving your set target, how do you get motivated?

93

Monetary benefits


Reward

Setting higher targets

Q.10 Do you think an addition of any of the following benefits will lead to more motivation of employee?

Individual reward

Group reward


Any facility/ concession/privilege other than what you are getting (Specify) _____________

Q.11 How do you keep yourself stress free from your regular work?

By joining Hobby club

Meet regularly with your friends

Playing games

Weekend parties

Entertainments (like: movies/ theater)

Any other (specify) ______________

Q.12 Do you feel stress free environment leads to motivation at work place?

Yes

No

How?____________________________________________________________________________________________________________________________________________________________________________________________

94

Q.13 On “Maslow’s need hierarchy theory” what do you think your need is?

Need for belongingness

Need for affiliation

Need for social needs

Need for self-esteem

Need for self actualizationQ.14 Does Job enrichment, job rotation and job specification are the

motivating tools for the employees?

Yes

No

Cant say

Sometimes Q.15 Do you feel that to keep the employee motivated each department

head should discuss with him/her, individual’s/employees’ future plans and past performances?

Yes

No

Not necessary

Important tasks only

Q.16 How would you prefer to set your career planning?

By organization

By yourself

Both

Q.17 Do you feel career planning is one of the tools for employee retention and motivation?

Yes

No

Cant say

Q.18 Which of the following factors should be considered in the career planning? Rank them

Educational qualification __

95

Total experience of employee __

Employee’s experience in organization __

KSA’s (Knowledge, Skill, Ability) __

Product related knowledge __

Interest/ Enthusiasm of employees __

Any other (Specify) __________ __

Q.19 Do you participate in decision making process about your work?

Never

Seldom

Whenever asked for

Always

Q.20 How would you describe the following when you are at work? (Please tick.)

Very Good Fair Poor Very Good poor

Energy levels

Mood

Concentration

Stress levels

Q.21 Does employee participation in decision making motivates an employee?

Yes

No

Cant say

Q.22 Conducive (likely) work environment that will promote motivation of employees in the workplace should be……………

96

Physical acceptanceSafeSatisfying social needsEmphasizing respect and trust Allowing free communicationAccepting diverse opinion Any Other (Specify) __________________

Q.23 How does decision making contribute to motivation?

Employee Belongingness

Employee Satisfaction

Transparency - make you feel secured

None of the above

Any Other (Specify) _______

Q.24 Do you have any other comment or suggestion? If you have any idea to motivate the people through different ways, please let us know.

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Thank you for filling in this questionnaire Your input will help us to make the motivational program.

Yes No

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