INTRODUCTION

MOTIVATIONALSTRATEGIESANDEMPLOYEESJOBPE
RFORMANCE

INTRODUCTION:
Human resource is one of the key organizational factors for business success.
Individual effectiveness usually reflects his/her knowledge, abilities, skills, and
characteristics. In order to reach the ultimate goals of any organization employees must
be highly motivated. Motivation is the combination of a person's desire and energy
directed at achieving a goal. Indeed, motivation is that guiding principle that enables
people to stay focused on the path of success regardless of the challenges that may be
encountered. This includes personal as well as professional goals and targets. Motivation
is critically important for workers. Among other things, it puts staff into action. It also
improves the level of efficiency of employees. Apart from that, it leads to the
achievement of organizational goals; it builds friendly relationship and finally it leads to
stability of work-force.
Robbins and Judge posited that motivation is the process that accounts for an
individuals intensity, direction and persistence of effort toward attaining a goal. This
means that motivation determines how much efforts a person puts in his or her work, the
direction to which those efforts are geared and a measure of how long a person can
maintain effort.
The general belief is that all people can be motivated. However, people are not
motivated by the same things, at the same time, for the same reasons, or with the same
intensity. It is for this reason that it is important that both managers and supervisors
understand the factors that motivate people.It is a todays challenge for the management
in this competitive world to motivate employees to offer efficient and good services that
customers expect. The employees motivation, their enthusiastic and energetic behaviour
towards task fulfilment plays a key role in the success of an organization.
Motivation could be intrinsic or extrinsic. Intrinsic motivation derives from within
the person. It refers to the direct relationship between a worker and the task, and is
usually self- applied. Examples of intrinsic motivation are achievement, accomplishment,
challenge and competence which are derived from performing ones job well. Extrinsic
motivation comes from the work environment, external to the person and his or her work.
2

Good salary, fringe benefits, enabling policies and various forms of supervisions are good
examples of this type of motivation.
Motivation is crucial for organizations to function; without motivation, employees
will not put up their best and the companys performance would be less efficient. High
productivity is a long-term benefit of employee motivation. Motivated employee is a
valuable asset which delivers huge value to the Organization in maintaining and
strengthening its business and revenue growth.

STATEMENT OF THE PROBLEM:

One of the most important factors that move every human being to achieve his or
her goal is motivation. In todays competitive world, it is very necessary to know that
there is need to do a study in the organization on the motivational strategies. It is very
essential to evaluate motivational strategies and its impact on employees job
performance. The success or failure of the company depends mainly on employees
commitment and performance. In this study, efforts are made to know motivational
strategies and employees job performance with respect to facilities provided at JK Tyre
& Industries Ltd.

OBJECTIVES OF THE STUDY:

To examine factors affecting employee performance in JK Tyre& Industries Ltd.
To assess factors that motivates JK Tyre& Industries Ltd employees most.
To evaluate the role that motivation plays on employees performance.
To establish a relationship between motivation and performance.
To explore the motivational strategies used in JK Tyre& Industries Ltd.

SCOPE OF THE STUDY:

The study focused on motivational strategies and employees job performance in
JK Tyre .This study is restricted toworkers and employees belonging to management
cadre .The study helps to interpret the policies, procedures, rules regarding employee
motivational strategies at JK Tyre. Correlate the theoretical concepts of motivation and
motivational strategies implemented at JK Tyre.

RESEARCH METHODOLOGY:
Data collection: The methodology used for data collection is mainly through primary
and secondary data.
3

 Primary data: Information collected first hand directly from the employees of
the organization using structured questionnaires.
Secondary data: Information gathered from source like text books, articles,
company brochures and company website.
Sample size: sample size selected for the study is 50, out of this 50, 30 belong to
management cadre and the remaining 20 belong to the worker category.
Sampling technique: Sampling technique used in the study would be random
sampling. The response of sample employees has been obtained on the Five point
Likerts scale from strongly agree to strongly disagree.
Plan of analysis: Percentage Analysis Method
Measuring Instrument: Questionnaire was used as research instruments for
collection of data.

LIMITATIONS OF THE STUDY:

The study is confined to JK Tyre& Industries Ltd.
Time acts as a limiting factor.
The study is purely for academic purpose.

INDUSTRY
&
COMPANY
PROFILE

INDUSTRYPROFILE
HISTORY OF TYRE INDUSTRY:
The word rubber industry had its beginning in the year 1887, with the initiation of
process of tuber vulcanization by Charles Good Year. However the growth of the industry
received a big boost towards the end of the century, when the Boyd Dunlop succeeded in
making the vulcanized rubber into inflatable pneumatic tyres. Since then the tyre industry
has constituted a major segment of the industry all over the worlds. Even in India,
automotive tyres and tubers account for a major part of the Indian rubber produce
industry.

TYRE INDUSTRY IN INDIA:

Indian tyre industry is about 60 years old. The tyre industry was and continues to
be in the core industry sector. Tyres are covered under the essential commodities Act. The
predominance of the foreign multinational prevailed in the foreign multinational prevailed
in 60s has been considerably reduced. The history of the Indian tyre industry could be
divided into 4 periods.
1920 to 1935 (Multinational trading in tyre)
1935 to 1960 (Multinational manufacturing era)
1961 to 1974 (Broadening of production base)
1974 to 1975

Trading tyres in India was first started in 1920 by firestone, followed by Good
year in 1992 and later by Develop in 1926. Develop set up the first tyre factory at
Saharganj, west Bengal, in the year 1936. Firestone set up a factory at Mumbai. At
present there are 20 licensed companies and 24 factories which included 11 large
companies manufacturing the full range of tyres and tubes. The Indian tyre companies are
having collaboration with tyres companies of U.S.A., U.K. East Germany and Japan.
Significant changes occurred in the Tyre manufacturing process, change over from rayon
to nylon and introduction of radial tyres of both steel belt and fibre glass are most
important.

The hot cure conventional set reading process is replaced with cold cure set
reading process. The truck and bus tyre mileage and load carriage capacity has gone up
by 25%. The tyre industry in Rs. 300 core plus which manufacture tyres for truck and
buses light trucks, jeeps, cars, tractors, tractor trailer, power tillers, scooter, motor cycle,
moped, cycle, earth moving equipments and dumpers, aircrafts and special defense
vehicles. The large tyre units are APOLLO, Bombay tyres international, Ceat, Dunlop,
Good year, J.K. Modi, M.R.F. premier, TCI VTL, Birla Tyres. The company which
manufactures tyre primarily for two and three wheelers are Metro Tyres, Sri Chakra,
Falcon, stallion, transport, S.Kumars. The production of tubes by the large and medium
sector is 80% of the tyre production. The tubes are manufactured from natural rubber as
well as imported butyl rubber. Tyre inner tubes are covered under packaged commodities
Act.
The Government for the tyre industry set up various committeesways back in
1955, the tariff commission was set up. The major trust of the commission report was the
decentralization of the tyre industry. Between 1974 and 1985 the government referred to
Bureau of Industry cost and price (BLCP) five timers for cost and price study of tyre
industry. But the studies of the BICP were not made public. In May 1974 the government
set up a committee on tyre industry with Mr. M. Satyapal as chairman. The committee
submitted its report to the governments in 1985. Report has not been published.
MRF, Ceat, Dunlop, Apollo and Modi rubber dominates the industry together
accounting for much as 60% of total output. Among individual companies, MRF is
moving into aircraft tyre manufacturing in collaboration with unit Royal Goodrich. The
total capacity of Ceat has gone up to 45 lakhs tyres with the commerce of walaj plant and
has plans to manufactures nylon cord tyres. Modi rubber industry has the Modipuram
plant and Modinagar plant is under implementation. Vikrant tyres with a new all steel
radial tyre plant and have plans to manufacture nylon cord tyres. Vikrant tyre with a new
all steel radial tyre plant for trucks and buses is the only company modernizing the
existing plant and manufacturing and new technological tyres of international standards
and acceptability Indian tyre industry is all set to capture a major share in export market
and increases its share of export of various countries.
The tyre industry is a raw material intensive industry. Raw materials accounts for
about 55% of the total production cost. Two of the four major raw materials used in the
tyre making i.e., Nylon Tyre Cord and synthetic rubber are petroleum based derivatives.
In India, the ration of synthetic rubber to natural rubber in the profile of raw materials
consumption is approx. 20:80, which stands in sharp contrast to the ration of 70:30 for
7

developed countries. Natural rubber is more resistant and is therefore more suitable to
Indian roads/conditions.

INPUTS FOR TYRE INDUSTRY:

The major raw materials and their weight age in the total raw materials structure are:
1. Natural rubber 25%
2. Synthetic rubber 14%
3. Carbon Block 13%
4. Nylon tyre cord/yarn (fabric) 34%
(Remaining share of raw materials of 14% approx, is accounted by rubber
chemicals)

NATURAL RUBBER: It is the most important rubber material used in the manufacture
of tyres. Natural rubber accounts for about 10% (by weight) of the total raw material
requirement in the manufacture of a tyre. The productivity of natural rubber is India is
one of the highest in the world, but still Indian is one of the highest consumption of
natural rubber in the world, but still India face shortage of natural rubber. The tyre
industry consumes about 48% of the natural rubber produced in the country. Till the year
1988 government controls the price of natural rubber. Whereas, now the government
fasces what is known as the bench mark price which is the minimum price to help small
farmers to maintain margins. There is no ceiling on the maximum price. Due to the above,
the prices of natural rubber have been fluctuating widely.

SYNTHETIC RUBBER: Styrene Butadiene rubber (SBR), manufactured from

petroleum feed stock, is mainly used passenger car, jeep and LCV tyres.Poly Butadiene
Rubber (PBR), also manufactured from petroleum feed stock is mainly used in heavy
duty truck tyres.Butyl Rubber is a synthetic rubber mainly used for making inner tubes
used in tyres. Entire quantum of 24,000 MT of this variety of tuber consumed in 96-97
was imported as no company in India manufactures this kind of synthetic tuber. The VTL
consumed approx of total 16679MT of natural and synthetic rubber during 99-00 for a
capacity utilization level of 62%. Approx cost of the above quantum is Rs. 6096.58 lakhs.

CARBON BLOCK: Carbon block is petroleum based in organic chemical in the form of
quasi graphite powder of extreme fineness and with high surface area composed
8

essentially of elemental carbon. The main inputs required in the manufacture of carbon
block are carbon block feed stock (CBFS) and furnace oil. Carbon block is generally
divided into two grades viz. Soft and hard grade. Soft grade carbon block is generally
divided in to two grades viz., soft and hard grade. Soft grade carbon block is used inside
the ply. For coating of fabric and the hard grade in used for treads in tyres. About 60% of
the carbon block produced in India is of the soft variety. VTL has consumed carbon block
amounting to 7324 MT of the total raw material consumed during the financial year 9900. The value of this was Rs. 2005 lakhs.

NYLONTYRE CORD/YARN (FABRIC):Nylon tyre cord is an essential reinforcement

material. Weigh tag of nylon tyre yarn in terms of cost of raw materials used the highest
at about 27%. Caprolactum is a major raw material used in the manufacture of nylon tyre
cord. It imparts strength and tenacity to the tyre. It also reduced the wear the tear of the
tyre. The tyre cord is placed below the tyres treads, which is in contact with the road.
VTL consumed 7324 MT of Nylon tyre cord during 99-00 of the total raw
materials consumed in weight terms, for a capacity utilization level of 62% approx. Cost
of the above quantum of nylon tyre cord is Rs. 1701.85 lakhs.

FUNCTIONS OF THE TYRE:

Tyre provides steering response.
Durable and easy to drive.
Has load carrying capacity.
Provides cushioning ability.
Cooler running and gives more mileage.
Having a minimum noise and vibration.
Supplies load holding ability.
Passenger safety.

COMPANYPROFILE
BACKGROUND AND INCEPTION OF THE COMPANY:
J.K. Organisation, founded over 100 years ago, is an eminent industrial group in
India. The Group has multi-business, multi-product and multi-location operations. The
Companies in the Group manufacture and sell a large range of products with leadership
position in several areas including Automotive Tyres and tubes, Paper & Pulp, Cement,
V-Belts, Oil Seals, Power Transmission Systems, Hybrid Seeds, Woolen Textiles,
Readymade Apparels, Sugar, Food & Dairy Products, Cosmetics etc. Clinical Research
and Software Development are other activities. The Organisation is recognized as a
dynamic force playing a key role in the resurgence of India.
JK organization owes the name to Late Lalajuggilalsinghania, a dynamic
personality with broad vision. Inspired by the cause of the Swadeshi movement of
Mahatma Gandhi, and driven by the Zeal to set up on Indian enterprise,
LalaKamlapatSinghania, founded J.K. organization in the 19th century and sharing in a
new industrial era in India. The process of industrialization and diversification was
worthily and successfully carried on by LalaKamlapats three illustrious sons Padampat,
LalaKailashpat and LalaLakshmipat, aided in no small measure by the late Gopal Krishna
son of Sir Padampat.
J.K. Organisation has different companies for different businesses. Most of these
are public limited companies and are quoted on the stock exchange with a large number
of public shareholders.
All products of the Group are not only strong brand names, but also reputed
market leaders, in their respective segments. The success of the Group is based on the use
of latest technology, continuous research & development and innovation. The
Organisation has set up highly reputed Research and Development Institutes in India.
With its operation spread in almost every state of India, the Group employs a large
number of people and has nationwide sales and service network of over 10,000
distributors and a large number of retailers and service centres.
J.K. Organisation has a global presence with manufacturing activities and
outsourcing arrangements in different parts of the world. Its exports span over 80
countries across 6 continents.

10

The Groups manufacturing facilities are ISO 9001 certified. Many have earned
QS 9000 and ISO 14001 certifications, validating its concern for the environment. Its
units have been conferred with various awards for exemplary export efforts and for the
betterment of ecology like, the Annual Greentech Environment Excellence Award, the
India Manufacturing Excellence Gold Award and numerous other Awards. It has set-up
and promoted a number of Educational, Medical and Social Institutions and actively
supports such causes.JK Tyre a division of JK Industries is the Flagship Company under
the umbrella of JK organization.
Theadvent of JK Organization on the industrial landscape of India almost
synchronizes with the beginning of an era of industrial awareness and endeavour for selfreliance and the setting up of a dynamic Indian industry. This was way back in the middle
of the 19th century and the rest, that followed is history.
JK Organization has been a forerunner in the economic and social advancement of
India. It always aimed at creating job opportunities for a multitude of countrymen and to
provide high quality products. It has striven to make India self reliant by pioneering the
production of a number of industrial and consumer products, by adopting the latest
technology as well as developing its own know-how. It has also undertaken industrial
ventures in several other countries.
JK Organization is an association of industrial and commercial companies and
charitable trusts. Its member companies, employing nearly 50,000 persons are engaged in
the manufacture of variety of products and in diverse fields of commerce. Trusts are
devoted to promoting industrial, technical and medical research, education, religious
values and providing better living and recreational facilities with the spirit of social
consciousness uppermost in mind, JK Organization is committed to the cause of human
advancement.
Indias ongoing automobile boom and expansion of the highway network have
paved a huge business opportunity for the countries tire manufactures. Shrugging off a
sluggish, phase between the period 1999 and 2001, the industry is now climbing a steep
growth curve that is already peaking at an annual rate of 8% in an area marked by intense
competition among home growth players and imported brands, companies are
reorganizing their sales, distribution, marketing and brand strategies to stay one up in the
battle.
Though the competition is intense, with several Indian and MNC player battling it
out for top honours in reality the market is veering around four or five tyre major that
have already consolidated their position. There companies constitute almost 80% of the
11

total tyre production. Within this, the trucks and bus segments contribute almost 75% of
the total demand in value terms.

VIKRANT TYRES LIMITED BECAME J.K. TYRE& INDUSTRIES LIMITED:

Excellence comes not from were words or procedures. It comes from a usage to
strive and deliver the best. A mindset that says, when it is good enough, improve it. It is
the way of thinking that comes only from a power within. H.S. Singhania.
J.K. Tyre, a division of JK industrial is the flagship company under the umbrella
of JK organization. JK Tyre continues to be the dominant player in the passenger car
radials and stepped up its production capacity during the year. The current year will have
the full benefit of increased production of passenger car radials. J.K. Tyre industries
achieved these results in the wake of reduction in tyre prices during the year on the one
hand and increase input costs. Particularly in the petrol based raw materials on the other.
JK Tyre industries are the second largest truck maker in the country, with a market
at 22%. The market leader APPOLLO tyre has 26% the production has been increasing
from the past few years. After the Vikrant tyres was acquired by JK tyres. The managerial
efficiency has increased the production.
It was a very challenging year for the industry. The company has met with their
challenge successfully and is poised to make greater stride in the years ahead. JK Tyre
increased production and sales volumes. It outperformed the industry by registering a
growth of 4% against a negligible growth of 0.2% of the industry, in the 4 wheelers tyre
segment. In the commercial tyre segment, this constitutes 70% of the Rs.10,000crores in
Indian tyre markets. The company holds number one position in the country. JK Tyre
along with Vikrant Tyre further improved the market.

MILE STONES OF JK TYRES &INDUSTRIES LIMITED:

1933

First in India to manufacture Calico Prints JuggilalKamlapat Cotton

Spinningand Weaving Mills Co. Ltd., Kanpur.
First in India to manufacture steel Bailing Hoops for jute and cotton and

1940

to makethe country self sufficient by meeting the entire demandJ.K.

Iron & Steel Co.Ltd., Kanpur.

1944
1949

First in India to produce Aluminium virgin Metal from Indian

BauxiteAluminium Corporation of India Ltd., Jaykaynagar.
First in India to manufacture Engineering files J.K. Engineers Files,
12

Bombay.
1959

First in India to set up a continuous process Rayon Plant.

First to manufacture a Hydraulically Operated Cane Crushing Mill for

1960

Khandsari Sugar Plant and completed 100 ton plantJ.K. Iron & Steel
Co. Ltd., Kanpur.

1961

1962

1965

First in world to set up a plant for production of Hydrosulphite of soda

bySodium Amalgam Process J.K. Chemicals Ltd., Bombay.
First in India to produce Nylon6 with its own polymerised raw
material J.K.Synthetics Ltd., Kota.
First to produce Sodium Sulphoxylate Formaldehyde (Rangolite C of
Formosul)in India J.K. Chemicals Ltd., Bombay.
First to manufacture TV Sets in India J.K. Electronics, Kanpur.

1968

First tomanufacture Metallic Cops for Synthetic Filament yarn industries

in India Syntex tube works, Kanpur.

1969

First to manufacture Acrylic Fibres J.K. Synthetics Ltd. Kota.

First to developdifferentially Dyeable Nylon J.K. Synthetics Ltd., Kota.
First in India to license Synthetic Fibre Technology to third party as well

1973

as thefirst to manufacture Synthetic Fibre Machinery Fibretech Engineers

&Manufacturers, Dadri.

1976

1980

1984

First in India to produce steel belted Radial Tyres for passenger cars,
trucks andbuses J.K. Tyre Plant, Kankroli.
First in world to make Steel Belted Radial Tyres for three wheelers J.K.
TyrePlant, Kankroli.
First in India to produce white cement through dry process J.K. White
cement,Gotan.
First in India to produce CathonicDyeable Polyester Fibre J.K.

1985

Synthetics Ltd.,Kota.
First in India to produce Nylon Tyre Cord based on Spin
DrawTechnology J.K. Synthetics Ltd., Kota.

1989

First in India to produce magnetic tapes with cobalt technology J.K.

magnetics,Surajpur.

1991

Banmore Tyre Plant (BTP) setup with a capacity of 5.7 lacs tyres p.a.

1992

R & D centre setup at HASTERI.

1994

India's first TRated tyre launchedBanmore Tyre Plant (BTP)

13

1995

1996

Mercedes Benz Launched on JK steel radials.

First tyre manufacturer in the worldto get ISO 9001
India's first dual contact high traction steel radial aquasonic
launched.Introduced steel wheels.
Awarded the National Export Award for 9697.
Vikrant Tyres (VTL) acquired.

1997

India's first H rated tyre launched.

Only Tyre manufacturer to get 'E' Mark certification.HASETRI became
the first research institute in Asia to get ISO 9002.

1998

First tyre manufacturer in the world to get QS 9000.

Awarded CAPEXIL's highest export award for 199798.
Synergy with VTL in procurement, marketing and production flexibility.

1999

Completion of state of the art modernisation of truck radials.

JK Tyres ranked 16th largest Tyre Company in the world.
ISA 14000 accredition for environment & safety.

2000

JK introduced National GoKarting Championships.

Received CAPEXIL award.
J.K. Industries received FOCUS LAC export award for the year 1999

2001

2000.
Commendation Certificate of CII Exim.IInd National GoKarting
Championships held.

JK TYRES PLANTS:
Kankroli - Rajasthan
Banmore - Madhya Pradesh
Mysore plant 1 (VTP) - Karnataka
Mysore Plant 1 (VTP Radial) - Karnataka
Vikrant Tyres limited has its Administration office and factory (main plant) at
KRS Road, Metagalli, Mysore 570016. It has its register office at VIKRANT
HOUSE No. 54, Ist Main Road,V.V. Mohalla, Mysore - 570002.

NATURE OF THE BUSINESS CARRIED:

JK Industries is one of the tyre manufacturing companies in India, which is
engaged in designing, developing, manufacturing, automotive tyres tubes, flaps, and
14

camel back. JK industries produce all type of tyres, which are used for four wheelers and
other heavy vehicles.
VISION, MISSION AND QUALITY POLICY:

VISION:
To be amongst the most admired companies in India committed to excellence.

MISSION:
To be the largest and most profitable tyre company in India.
To retain No. 1 position in Truck and Bus segment and to be amongst top two in
all other 4 wheeler tyre.
To make truck /bus radial operations profitable and retain leadership in the
passenger radial market.
To be largest Indian tyre exposure, continue to be a significant player in the world
in Radial and Bias market.
To be a customer observed company.
To enhance value to share holders and service to all stake holder.
To develop a highly motivated team with a sense of ANANDA.
To excel as a values driver organization.
To be the most preferred tyre brand in India.

QUALITY POLICY:
In order to demonstrate its commitment towards quality, JK tyre has made never
ending efforts to make all its products of world class quality. The people of JK Tyre
have an organization committed to quality in everything we do we will continuously
anticipate and understand customer requirement, convert their into performance standards
for their product and service and meet the standard every time. Full customer satisfaction
both internal and external is our motto.

CORE VALUES

15

Excellence comes not from mere words or procedures. It comes from an urge to
strive and deliver the best. A mindset that says, when it is good enough, improve it. It is a
way of thinking that comes only from a power within.
Caring for people
Integrity including intellectual honesty, openness, fairness and trust
Commitment to excellence

PRODUCT PROFILE:
The major products of JK Company are automobile tyre (Nylon tube tyre, radial
tube tyre and tubeless tyre) tubes and flaps.

The products are sold under different brand names. Such as:
FLAPS:
JK Flaps
J. K. RDFLAPS
JK EXP FLAP

TRUCK TYRES
Jet rib
Vikrant track king
Star lug
Supper T.K.
JT king
Hi life
Jet star
Jet Track
Sand cum highway
Track plus
JT Classic
16

 JETRK

LIGHT TRUCK:
Jet Rib
Star lug
Fleet king
Track king

O.T.R. (of the Road):

JK Tubes
Vikrant tubes
Tube VEX

PRODUCT RANGE:J.K. Tyre industries are engaged in design development

manufacturing and marketing automotive and marketing automotive pneumatic tyres,
tubes: the product range includes the following.
Cross ply and radial tyres which are used in buses.
Cross ply and radial tyres for light commercial vehicles.
Cross ply tyres off the road vehicles.
Automotive inner tubes for trucks, buses, light commercial vehicle.
Flaps of trucks, buses and light commercial vehicles.

PRODUCT IDENTIFICATION (PRODUCT LINE)

Name of vehicle
Tractor (Rear)

Size

Product Name

13.6.28

RT 90

12.4.28

RT 90

(Front)

600 X 16

FT 404/SONA

Carry and Buses

900 X 20

Tracking/Super Tracking (RIB)

front L999 (Language Back) /jet
RIB (Front)/ Jet king (B. Rear)
17

Tempo

700 X15

Tracking

Matador

700 X15

10 ply rating

Maxi Cab

700X16

L999/Tracking (Both RCL)

SEGMENTS: The various segments to which J.K. Tyre industries supplies tyres are
Replacement market
Original equipment manufactures
Export
State transport undertakings
Government (DGS & D civil &defense)
NATURE OF TYRES: A tyre is an assembly of thread sidewall, ply fabric and beads
that have been homogenized by vulcanization. Tyre industry is basically a raw material
intensive industry and raw materials amount for about 50% to 54% of the total production
cost. The major raw materials and their present composition in the total raw material cost
structure are given below.
Natural Rubber 26%
Synthetic 15%
Carbon Block 12%
Nylon tyre card/yam (fabric) 26%
Rubber chemicals 91%
Remaining 12% share of raw materials of accounted for by other materials such as
zinc oxide (2%), V.P., Latex (1%), process oils (2%), & others (5%), such as insoluble,
silica, EPDIM and steel Card etc.

AREA OF OPERATION:
The company has been successfully able to establish JK Tyre brand in the world
market. It is a matter of great pride that JK Tyre and Vikrant Tyre brands are rated
amongst premium brands in highly sophisticated global Tyre markets. The exports
account for over 30% of Indias total tyre export and they sell their products across 60
countries over six continents in whole world, thus making a leading mark in the industry.
In order to meet the growing demand of JK Tyre across the globe, the company is
enhancing out sourcing activities from china in its own brand. Today, JK tyres products
compete with the best international players in the premium international bias market in
more than 68 countries in 8 continents. The exports operate through a strong and
18

distribution network, and our distributors are fully supported by the companys technical
team in terms of continued international accreditation for its products in the US, Europe,
South America and the Middle East.
The head office at Mysore is connected with various Regional offices, District
officers, Branch offices and carrying and forwarding agents throughout the
company.
The common marketing organization (CMC) managers the marketing of Nylon
Bias Tyres. The head of the CMO is at New Delhi.
The Truck Radial Group (TRG) managers the marketing of all steel truck radial
tyres. The head office of TRG is situated at Bangalore.

OWNERSHIP PATTERN:
Category

Sub Category

No. of Securities

% Holding

Held
1) Promoters

Indian Promoters

16376700

43.72

Foreign Promoters

0.00

0.00

16376700

43.72

33,904,248

8.82

35,87,706

9.57

FIIs

26,29,787

7.02

Sub total

95,21,741

25.41

Private Corporate Bodies

37,48,225

10.01

Indian Public

37,51,796

10.02

NRI /OCBS

40,60,884

10.84

Any other

0.00

Sub Total

1,15,60,905

30.87

GRAND TOAL

3,74,59,346

100.00

Holding

Persons

Acting

in

Concert
Sub Total
2) Institutional Mutual Funds and UTI
Investors
Banks, FLS, Insurances
Co.s, Central/State Govt.
/Non- Govt. Institutions

3) Others

19

COMPETITORS INFORMATION:
Some of the competitors for JK tyres in National market and international market
are as follows:
NATIONAL MARKET
MRF
Good year
CEAT
Apollo
INTERNATIONAL MARKET
Bridge stone
Michelin
Pirelli
Copper
Sumitomo

INFRASTRUCTUE FACILITIES PROVIDED BY JK TYRE:

Infrastructure facilities means the basic requirement that the company should look
after in order ensure free flow of activities. The company is providing following
infrastructural facilities in order to satisfy its workers, distributors and customers. The
company provides all facilities in order to satisfy its workers, distributors and customers.
The company provides all facilities stated by factories act of 1948.
CANTEEN:
According to the section 48(1) it is obligatory on the part of every factory to provide
canteen facility where in more than 200 employees are employed and hence Vikrant
also provides canteen facility for its employees, which is well constructed, furnished
with good furniture, equipments and also with good accommodation. Here100%
subsidy is provided for meals, coffee and tea, snacks is supplied with subsidy up to
Rs. 300 per month.
COUNSELING FOR SPOUSE AND CHILDREN:
Outside experts for counselling is hired to conduct counselling serious on carries
guidance to employees children and health care to spouses.
20

 SPORTS AND CULTURAL ACTITIVIES:

Sports and cultural activities are conducted every year on Kannada Rajyothsava Day
for employees, their spouses and children. This is conducted in order to provide
recreation facility to the employees and their family.
PROVIDES UNIFORM, SHOES ETC:
As per the settlement between the management and the trade union company is
providing its employees with uniforms, shoes, towels etc., at periodic intervals.
SAFETY:
Management is providing its employees with earplugs, goggles, glouse fire
extinguishers, etc as safety measure. Tanning on safety is also given to every
employee. Every year mock drill regarding the safety actions is conducted.
TRADE UNION SUPPORT:
In Order to encourage trade union activities the 7 offices bearer who are elected are
given only with general shifts.
FIRST AID APPLIANCES:
Whenever there is an accident, the worker will be taken to the health centre which is
inside the plant. All the minor and first aid is done here itself and when there is major
accident first aid is done in the health centre and then they are taken to the hospital.
Every day at least 2 ambulances will be inside the plant, which will be kept ready to
carry the injured whenever there is a major accident.
REST ROOMS:
In J.K. Industries provide rest room to the employers. During the interval the
employees can rest there and relax.
WATER FACILITY:
The Company provides water facility for the company and employees consumptions.
TRANSPORTATION FACILITY:
JK Industries provides wide range of transportation facility for their employees and
their family members.
MEETING ROOMS:
Company provides adequate meeting rooms whenever there is any urgent meeting. It
also provides some of the Air conditional rooms like conference hall.

WORK FLOW MODEL :The workflow starts from acquiring raw material from various
sources. There raw materials will be sent to the stores department. From the stores
department raw materials will be moved to the dipping process. Where raw materials like
21

rayon, nylon, and pollsters are dipped in a solution containing normally latest based
resorcinol formaldehyde to improve adhesive properties.
After this process these dipped raw material will be sent to mixing process. Where
necessary raw materials with selected customer specifications in the Banbury is mixed,
which consist of a completely enclosed mixing chamber with two spiral shaped rotors.
After finishing mixing process the raw material move to fabric calendaring
process. Where initially it will go to signal line extension machine and process of
production of tread and side wall bead apex takes place. Later it will move to bead
winding where coating of hard rubber compound and circular rings are made on the
winding wheels. After the completion of the process from the bead winding machine the
processed material will be transferred dual trend extrusion, which will be later transferred
to cement house. In the later stage bias cutting will be taken place, which will give birth
to cushioning and savage, breaker doubling and shifting.
In the later stage the process like pocket making tyre building ply tyre, tyre
building pocket tyre will be carried out. Next process will be green tyre preparation. This
will be cured under curing process and trimmed under trimming process. Then product
will be visually inspected. In the visual inspection process the material is rejected then it
is suet to repairs. Then it is again re-inspected and sends to finished goods stores. In care
it is accepted the material are send to finished goods stores. If the finished goods stores
assure it is sent for tyre classification.

AWARDS/RECOGNITION:
JK Tyre is the largest exported tyre brand from India.
It was awarded the CAPEXIL Highest Export Award for 199797 by FIEO. It
enjoys preferred premium brand status in Truck Bias market in USA and across
many markets in Africa, Middle East and South East Asia.
ISO 9001, QS 9000 and ISO 14001 certified

FUTURE GROWTH AND PROSPECTS

Produce high quality of products
Profit maximization.
To be the large Tyre export company in India.
To be a customer observed company.
To enhance value to share holders and service to all stakeholders.
22

LITERATURE
REVIEW

23

LITERATUREREVIEW
INTRODUCTION:
Human resource is an important and indispensable part of a business organization.
Qualified workers ensure greater productivity. Strengthening employee performance
ultimately benefits the company. Qualified, skilled, and motivated workforce contributes
a lot to achieve the organizations success. Motivation is a key determinant of job
performance. If the employees are poorly motivated then there will be excessive staff
turnover and negative morale which will increase cost. Therefore, management spends
much time to know what exactly stimulates their staff so that resources are not misused.
The researchers have tried to find out what actually stimulates the performance and to
what extent. In this paper we have reviewed many literatures on motivation and have
found that traditionally it was believed that money or extrinsic reward can boost
performance. But in present day money alone cannot stimulate employee behaviour. Now
employees are more aware of their career development, job enrichment, association with
management and empowerment. By ensuring a congenial and harmonious work
atmosphere organizations can motivate employees and foster their performance.
According to Koontz and Weihrich, motivation is defined as a general term
applying to the entire class of drives, desires, needs wishes and similar forces. Koontz and
Weihrich added that to say that managers motivate their subordinates is to say that they
do those things which they hope will satisfy these drives and induce the subordinates to
act in a desired manner.
Another view of motivation is the willingness to exert high levels of effort
towards organizational goals, conditioned by the efforts ability to satisfy some individual
need. Motivation is an internal process which directs any one to behave in a particular
way. It is a force that boosts enthusiasm and it differs depending on situation. It is the
development of an aspiration in an employee to accomplish a task to the greatest ability
based on that individuals own initiative. Its strive to reach peak performance every day,
to enjoy the continual challenge of improving results, to genuinely care about their peers
and their company, and to maintain positive results. It is the willingness to exert high
levels of effort toward organisational goals, conditioned by the persons ability to satisfy
some individual need. Motivating is the ability to instruct the employees with a unity of
purpose and to maintain a continuing, harmonious relationship among all people. It is a
force which persuades and promotes an eagerness of every employee to cooperate with
24

every member of the team. Through motivation the organizational climate becomes
harmonious to all the work groups and the company as a whole gets benefited.

CONCEPT OF MOTIVATION:
Motivation is defined as the force or forces that arouse enthusiasm and persistence
to pursue a certain course of action. Motivation, derived from the Latin word meaning to
move represents those psychological goals directed processes. Motivation is a general
term applying to the entire class of drives, desires, needs, wishes, wants, aims, goals,
motives, and incentives. It is a basic psychological process that includes the need-drive
incentive sequence or cycle. Motivation is a process that starts with a physiological or
psychological deficiency or need that activates behaviour or a drive that is aimed at a goal
or incentive. It also refers to theprocesses that account for an individuals willingness to
exert a high level of effort to reach organizational goals, conditioned by the efforts
ability to satisfy needs.
The motivation remains a key secret of managing people at organizational
interfaces. Different people from differing background come together within an
organization having different aims incompatible to organizational aims. Motivation acts
as key forces to drive diversified workforce to meet organizational objectives. The
success of any organization falls back upon its competent and motivated human
resources. Human resources regarded as the most valuable assets and sometimes
irreplaceable assets in the organization. It is human resources who set organizations
objectives and strategies, design and produce goods and services, quality control and
market goods and services. It is simply impossible on the part of an organization to get
these activities performed efficiently and effectively, unless the people of the organization
extend their sincere and voluntary cooperation depending upon the level of motivation an
individual has with his or her job, to put forth his or her best to the organization.
Motivated employees in the workplace can be termed as those who willingly and
voluntarily extend their best efforts in order to help the organization attaining its goal.
Motivated employees are sincere, dutiful, and laborious; therefore, need less supervision
of expert best performance out of them.
Individuals differ not only in their ability to do, but also in their determinations to
do, or motivates managers who are successful in motivating employees are often
providing an environment in which appropriate goals are available for needs satisfaction.
Retaining and motivating workers require special attention and the responsibility falls
squarely on all levels of management.
25

Management have to create a work environment where people enjoy what they do,
feel like they have a purpose and have pride in the mission of the organization. It requires
more time, more skill, and managers who care about people. It takes true leadership. By
giving employees with special tasks, making them feel more important. When employees
feel like they are being trusted with added responsibilities, they are motivated to work
even harder so they wont let the company down.
Motivation is essential for any organisation because employees are the pertinent
intellectual assets of the company. Motivation is important for the growth of employees
as well as for contributing organizational productivity.

DEFINITION OF MOTIVATION:
According to Edwin B Flippo, Motivation is the process of attempting to
influence others to do their work through the possibility of gain or reward.
According to Anne and Barry (2005), Motivation refers to the amount of effort
that an individual puts into doing something.

SIGNIFICANCE OF MOTIVATION:
According to Hackett, Motivation is very important for an organization because of
the following reasons: Every concern requires physical, financial and human resources to
accomplish the goals. It is through motivation that human resources can be utilised
bymaking full use of it. This can be done by building willingness in employees to work.
This will help enterprise in securing best possible utilization of resources. To Hackett, the
level of a subordinate or an employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and
willingness has to be filled which helps in improving the level of performance of
subordinates. This will result into increase in production, reducing cost of operation; and
improving overall efficiency.
Motivation also leads to the achievement of organization goals. The goals of an
organization can be achieved only when factors like best possible utilization of resources;
co-operative work environment; employees are goal-directed ;and act in purposive
manner and co-ordination and co-operation takes place simultaneously which can be
effectively done through motivation.
Motivation is an important factor which brings employees satisfaction. This can
be done by keeping into mind and framing an incentive plan for the benefit of the
26

employees. This could initiate things like monetary and non monetary incentives,
promotion opportunities for employees, disincentive for inefficient employees.
Stability of workforce is very important from the point of view of reputation and
goodwill of an organization. The employee can remain loyal to the organization only
when they have a feeling of participation in management. The skills and efficiency of
employees will always be of advantage to employees. This will lead to a good public
image in the market which will attract competent and qualified people into the
organization.

Motivated Employees give us positive consequences such as:

The workforce will be better satisfied if the management provides them with
opportunities to fulfil their physiological and psychological needs. The workers
will cooperate voluntarily with the management and will contribute their
maximum towards the goals of the enterprise.
Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization.
This will also result in increased productivity.
The rates of labours turnover and absenteeism among the workers will be low.
There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will decrease.
The number of complaints and grievances will come down, accident will also be
low.
There will be increase in the quantity and quality of products. Wastage and scrap
will be less. Better quality of products will also increase the public image of the
business.

RELATIONSHIP BETWEEN MOTIVATION AND PRODUCTIVITY:

According Smith, the reason why employers motivate employees is purposely for
survival. Motivated employees are needed in our rapidly changing workplaces. Motivated
employees help organizations survive. Motivated employees are more productive. To be
effective, managers need to understand what motivates employees within the context of
the roles they perform. Of all the functions a manager performs, motivating employees is
arguably the most complex. This is due, in part, to the fact that what motivates
employees changes constantly. For example, research by Kovach suggests that as
27

employees' income increases, money becomes less of a motivator. In addition, as

employees get older, interesting work becomes more of a motivator.
The achievements of individuals and organizational goals are independent process
linked by employee work motivation. Individuals motivates themselves to satisfy their
personal goals, therefore they invest and direct their efforts for the achievements of
organizational objectives to meet with their personal goals also. It means that
organizational goals are directly proportional to the personal goals of individuals.
Another goal in organization of manager is to develop motivated employees and
encourage their morale regarding their respective works. The employee work morale,
such as supervisors, peers, organization, and work environment can be defined in a sense
that the employee has the feeling and be conscious about all aspects of the job. The
performance is poor if the employee is not satisfied and happy. There are a number of
ways in which organizations can affect the employees perceptions of goal importance.
First, as mentioned above, managers can persuade employees that their jobs are important
by providing a convincing rationale for their work tasks. One way managers may attempt
to do this is by linking the job performance directly to organizational performance.
Similar to the concept of task significance, if employees can see how their work
contributes to achieving important organizational goals, then they are more likely to see
their work as particularly salient because the link between individual and organization
goals may extend beyond the boundaries of the organization.
Effective managers realise that in order to motivate their employees they need to
understand their employees and identify what motivates them. It is important to realise
that people have different needs, goals and objectives and will act differently toward
obtaining or achieving their goals or satisfying their need deficiencies. According to Fox,
individual employees differ basically to such an extent that no two individuals will show
the same reaction to a particular stimulus and therefore not all employees will be
motivated by the same factors with a view to performance.
Effective managers will identify these differences and need deficiencies in order
to determine the appropriate strategies, taking into consideration the fact that employees
are motivated differently, to ensure a highly motivated workforce in return. Managers
need to realise that there is no such thing as an average employee and gone are the days
where a one size fits all approach, like a presentation by a motivational speaker, will
have a motivated workforce as a result. The people employed by organisations are
ultimately responsible for wealth creation in the organisation and motivating them to
achieve improved performance and productivity will ensure that the organisational goals
28

are achieved and simultaneously satisfy the theory of the firm which, according to
Salvatore, postulates that the primary goal or objective of the firm is to maximize the
wealth or value of the firm.
Striking a balance between organisational goals and employee personal goals will
go a long way to ensure a workforce that is motivated to achieve the level of performance
that is expected of them while simultaneously satisfying their own personal goals and
needs.
Motivated employees are inclined to be more productive than non-motivated
employees. Most businesses make some pains to motivate workers but this is normally
easier said than done. Employees are all individuals with different likes dislikes and
needs, and different things will motivate each.

RESULTS OF MOTIVATIONAL STRATEGIES:

1) Motivated Employees Are More Productive:

If employee will satisfied and happy then he/she will do his /her work in a very
impressive way, and then the result will be good, on the other hand motivated employee
will motivate other employees in office.
2) Decision-making and practical Expectations
It is important to engage employees in the decision-making process, but create
realistic expectations in the process.
3) Job Description, Work Environment and Flexibility
Employee doing the right job for his personality and skill set, and performing well
at the job greatly increases employee motivation and satisfaction. A safe and nonthreatening work environment is necessary to maintain a high level of employee
motivation. Flexible human resource policies, flexible time, work from home, childcare
also be liable to have happier and more motivated workers.
4) Pay and Benefits
Keeping employees motivated with good benefits is easy. Where to draw the line
at generous benefits that motivate all employees, versus raises and larger salaries to retain
and attract the best workers and keep them happy and motivated to be working for you,
are more difficult..
5) Company Culture
Creating a positive and employee-friendly company culture is a great motivational
tool.
29

THEORIES OF MOTIVATION:
Numerous motivation theories have been developed over the years in an attempt
to capture the essence of human motivation. These theories are aimed at helping
managers to understand the needs and goals of employees and to help the manager to
arouse, direct and sustain a particular course of action or to stop certain behaviours that
are proving problematic in the organisation.
The following are the theories of motivation:
1. Content Theories
2. Process Theories
1. CONTENT THEORIES:These theories attempt to explain the specific things which
actually motivate the individual at work. These theories are concerned with
identifying peoples needs and their relative strengths and the goal they pursue in
order to satisfy these needs. These theories place emphasis on the nature of the needs
and what motivates individuals. The basis of these theories is the belief that the
content of motivation consists of needs (Mullin, 2005). It is essentially about taking
action to satisfy needs, and identifies the main needs that influence behaviour. An
unsatisfied need therefore, creates tension and a state of disequilibrium and in order to
restore balance, a goal that will satisfy the need should be identified, and a behaviour
pathway that will lead to the achievement of the gaol is selected. Not all needs are
important to an individual at a time; some may provide a much more powerful drive
towards a goal than others. This is dependent on the background and the present
situation of the individual. The complexity of needs is further increased because there
is no simple relation between needs and goals. The same need can be satisfied by a
number different goals and the stronger the need and the longer its duration, the
broader the range of possible goals.
The various postulated content theories are:
a) Maslows Hierarchy Of Needs Theory
b) Herzbergs Two-Factor Theory
c) Erg Theory Of Motivation
d) Mcclellands Achievement Motivation Theory
e) McGregor Theory X And Theory
30

a) MASLOWS HIERACHY OF NEEDS THEORY OF MOTIVATION:

Maslows theory states that human needs are arranged in hierarchy composed of
five categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or
system of values. As the lower needs are satisfied, higher needs emerge. Higher needs
cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator.
This resembles the standard economic theory of diminishing returns. The hierarchy of
needs at work in the individual is today a routine tool of personnel trade and when these
needs are active, they act as powerful conditioners of behaviour- as Motivators.
Hierarchy of needs are physiological needs, safety needs, social needs, ego needs
and self actualization needs, as shown in order of their importance.

Physiological Needs:The individual moves up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be
equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety Needs:The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once his
31

bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security against
disease, misfortune, old age etc as also against industrial injury. Such needs are generally
met by safety laws, measure of social security, protective labour laws and collective
agreements.

Social needs:Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He feels
the need to love and be loved and the need to belong and be identified with a group. In a
large organization it is not easy to build up social relations. However, close relationship
can be built with at least some fellow workers. Every employee wants to feel that he is
wanted or accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs:These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the
recognition of ones merit by promotion, by participation in management and by
fulfilment of workers urge for self expression. Some of the needs relate to ones esteem.
For Example need for achievement, self confidence, knowledge, competence etc. On the
job, this means praise for a job but more important it means a feeling by employee that at
all times he has the respect of his supervisor as a person and as a contributor to the
organizational goals.

Self realization or Actualization Needs:This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes the
employee give up the dependence on others or on the environment. He becomes growth
oriented, self oriented, directed, detached and creative. This need reflects a state defined
in terms of the extent to which an individual attains his personnel goal. This is the need
which totally lies within oneself and there is no demand from any external situation or
person.

Maslow separated his hierarchy of needs into higher and lower order needs. This
simply means that as a lower-level need(s) becomes substantially fulfilled the next
higher-order need(s) increases in strength and thus becomes a powerful motivator. Top
managers are better able to satisfy their esteem and self-actualisation needs than lower
32

level managers; part of the reason is that top managers have more challenging jobs and
opportunities for self-actualisation. Motivational factors that satisfy lower-order needs
include pay, service benefits, job security and good working conditions. Motivational
factors that satisfy higher-order needs include, rewarding high employee achievements
with recognition and appreciation, linking pay to performance achievements, challenging
jobs, opportunity for promotion, creativity and skill development and work autonomy.

b) HERTZBERGS TWO-FACTOR THEORY:

Frederick Herzberg proposed the two-factor theory, also called the motivationalhygiene theory, used the critical incident technique to identify factors that made
employees feel exceptionally good or exceptionally bad about their jobs. Hertzberg
investigated the question, What do people want from their jobs? Hertzberg conducted a
study with a group of about 200 accountants and engineers.
Hertzbergs research indicated that the factors that made employees feel good
about their jobs were significantly different from the factors that made them feel bad
about their jobs. His study also revealed that employees, who felt good about their jobs,
ascribed this to internal factors, while employees who did not feel good about their jobs
ascribed their attitude to external factors. Theory illustrates Hertzberg's finding which
implies that the opposite of job satisfaction is no job satisfaction and that the opposite
of job dissatisfaction is no job dissatisfaction. Someone, for example, who indicated
low pay as a source of dissatisfaction did not necessarily indicate high pay as a
source of satisfaction or motivation.

33

Hertzberg termed the sources of work satisfaction Motivator factors. Motivators

are also known as Growth factors and are closely related to the nature and content of
work done. Examples of these include the work itself, achievements, recognition,
responsibility, and opportunities (what people actually do in their work) and are
associated with positive feelings about their work.
Griffin further elaborate by stating that when present in a job, these factors could
apparently cause satisfaction and motivation; when they were absent, the result was
feelings of no satisfaction rather than dissatisfaction. Hertzberg termed the sources of
work dissatisfaction as Hygiene factors and are factors in the job context that includes
salary, interpersonal relations (supervisor and subordinates), company policies and
administration, status and job security. If these factors are adequately provided for, there
will be no dissatisfaction.
Hygiene factors are associated with individuals negative feelings about their
work and these factors do not contribute to employee motivation. Feelings of
dissatisfaction may exist among employees if these factors are considered inadequate,
when these factors were considered acceptable however, the employees were still not
necessarily satisfied, and rather, they were simply not dissatisfied.
Motivator factors are internal to the employee (intrinsic) whereas hygiene factors
are external to the employee (extrinsic). Dissatisfied employee cannot be motivated. It is
therefore important that managers first give attention to hygiene factors before
introducing motivators into the employees job. Only motivators can motivate.
According to Herzberg, the answer to the motivation problem lies in the design of
the work itself. Job enrichment (the vertical loading of an employees job to make it
more challenging, interesting and to provide opportunities for responsibility, growth and
recognition) is based on Hertzbergs ideas. Achievement, recognition for what has been
achieved, the job itself (how interesting, meaningful and challenging it is), progress or
growth (learning and development) responsibility and feedback are all motivators, while
company policies, equipment, supervision, interpersonal relationships, salary, status,
working conditions and job security are all examples of hygiene factors.

c) ERG THEORY OF MOTIVATION:

The ERG theory is another important need theory of motivation that
wasdeveloped by Clayton Alderfer, a Yale psychologist.
The E, R, and G stands for three basic need categories: existence,relatedness, and
growth.These needs can be summarised as follows:
34

Existence needs:It is concerned with providing the humans basicmaterial existence

requirements; the items Maslow considered asphysiological and safety needs.

Relatedness needs: It is concerned with the humans desire tomaintain important

interpersonal relationships. These social andstatus desires require interaction with others
if they are to besatisfied; they align with Maslows social needs and the
externalcomponents of Maslows esteem needs.

Growth needs:It is concerned with the humans intrinsic desire forpersonal development
which aligns with the external components ofMaslows esteem needs and selfactualisation needs.

This theory paysspecific attention to ongoing communication with employees to

establish theirneeds and recognise at which level in the model employees are attempting
tosatisfy their needs and to recognise frustrated needs, should they emerge, inorder to take
the necessary steps to remedy those identified frustrated needs.

d) MCCLELLANDS ACHIEVEMENT MOTIVATION THEORY:

According to McClellands there are three types of needs. They are as follows:
Need for Achievement: Achievement motivated people have an intensive craving for
attaining goals and success. They want to control the situations in which they are
involved. They take moderate risks and set realistic targets. They want to be
challenged and like to analyze problems. This need is the strongest and lasting
motivating factor. Particularly in case of persons who satisfy the other needs. They are
35

constantly pre occupied with a desire for improvement and lack for situation in which
successful outcomes are directly correlated with their efforts. They set more difficult
but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power: People having need for Power seek positions of leadership. They
always try to control or dominate others. They like to exercise their influencing
power. They are forceful, argumentative, hard-headed, and outspoken. It is the desire
to control the behaviour of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it
negative application tends autocratic style.
Need for Affiliation: Affiliation motivated people usually get pleasure from being
loved and socialized with others. It is the related to social needs and creates
friendship. This results in formation of informal groups or social circle.

e) MCGREGOR THEORY X AND THEORY Y:

McGregor constructed a philosophy based on differing managerial practice and
presented a sharp contrast between two different sets of managerial assumptions about
people and identified them as theory X and theory Y which represents two extreme ends
of a continuum of beliefs.

36

Theory X set of assumptions about human behaviour suggest that people act to
realise basic needs and, hence, do not voluntarily contribute to organisational aims.
McGregor made an assumption that individuals are indolent, self-centred, resistant to
change, lack ambition, dislike responsibility and are naive. Managers need to direct and
modify worker behaviour to meet organisational needs by persuading; rewarding,
punishing and controlling those who do not naturally strive to learn and grow.
Theory Y view of worker behaviour sees people as motivated by higher order
growth needs. It is, therefore, the task of management to facilitate individuals to act on
these needs and grow in their job. Managements essential task is to structure the job
environment to allow people achieve their higher-order individual goals and
accomplishing the organisational objective. McGregor saw theory Y as a way to align
workers goals with that of the organisation.

2. PROCESS THEORIES:
These theories are extrinsic theories and they attempt to identify the relationships
among the dynamic variables which make up motivation and the actions required to
influence behaviour and action. They provide a further contribution to our understanding
of the complex nature of work motivation. Process theory on the other hand is also known
as cognitive theory because it is concern with peoples perceptions of their working
environment, the ways in which they interpret and understand. According to Guest,
process theory provides a much more relevant approach to motivation than Maslow and
Herzberg which he suggests, have been shown by extensive research to be wrong.
Cognitive theory can certainly be more useful to managers than need theory because it
provides more realistic guidance on motivation techniques (Armstrong, 2006). The
process theories are:
a) Expectancy theory
b) Goal Setting theory
c) Equity theory

37

a) EXPECTANCY THEORY:
This theory was developed by an American, V.H. Vroom in 1960s. Vroom
proposes that motivation is a function of value of effort-performance and performance
rewarded relationships. Expectancy theory emphasizes the role of individual perceptions
and feelings (expectations of particular results) in determining motivation and behaviour.
Also the expectancy theory does not specify which outcomes are relevant to individuals in
any situation. The core of this theory relates to how a person perceives the relationships
between three things that is effort, performance and rewards. Vroom proposes that people
are motivated by how much they want something and how likely they think they are to
get it. He suggests that motivation leads to efforts and the efforts combined with
employees ability together with environmental factors interplay to determine
performance. This performance in turn leads to various outcomes, such of which has an
associated value called valence. The three key factors are based on the individuals
perception of the situation. These are:
Expectancy which is the extent of the individuals perception, or belief, that a
particular act will produce a particular outcome.
Instrumentality is the extent to which the individual perceives that effective
performance will lead to desired rewards and
Valence which is the strength of the belief that attractive rewards are potentially
available, it is important to note that Vroom distinguishes Valence from Value. He
does so by defining the former in terms of the anticipated satisfaction the individual hopes
to obtain from the outcome or reward, and by defining Value in terms of the actual
satisfaction obtained by the individual. According to Vroom the three factors that is,
Expectancy, Instrumentality and Valence combine together to create a driving force,
which motivates an individual to put in an effort, achieve a level of performance, and
obtain rewards at the end.

38

It is prudent to note that, effort alone may not necessarily lead to effective
performance. Other factors are involved, such as the individuals own characteristics
(personality, knowledge and skills) and the way in which he perceives his role. For
example, the prospect of promotion could be seen by a newly appointed employee as an
attractive prospect (valence), but his expectancy of gaining promotion could be low, if he
perceives that promotion is attained primarily on length of service. In such a situation,
performance does not lead to rewards, so effort in that direction is not seen as worthwhile.
These analyses clearly show that individual workers expectancy of returns for a job
performed vary and which has become a problem of management as to which is the
satisfactory way of motivating workers for a good job done.

b) GOAL SETTING THEORY:

Goal setting theory plays a key part in performance management process and was
evolved from the largely discredited management-by-objective (MBO) approach. It was
postulated by Locke and Latham and they stated that motivation and performance are
higher when individuals set specific goal, when accepted goals are difficult, and when
there is feedback on performance. The basic premise of this theory is that peoples goals
or intentions play an important part in determining behaviour.
Goals guide peoples response and action by directing work behaviour and
performance, and lead to certain feedback. Locke stressed that goal setting is viewed as a
motivational technique rather than a formal theory of motivation. Erez and Zidon
emphasised the need for acceptance of and commitment to goal. This emphasis was based
on findings that, as long as they agree, demanding goals lead to a better performance than
easy ones. Erez also stressed on the importance of feedback as Goals inform individuals
to achieve particular levels of performance, in order for them to direct and evaluate their
actions; whiles performance feedback allows the individual to track how well an
individual has been doing in relation to the goal, so that, if necessary adjustment in effort,
direction or possibly task strategies can be made. Individuals with specific and difficult
goals perform better than those with vague and easier goals. This goes to confirm stretch
goals which are ambitious, highly targeted opportunities for breakthrough improvement in
performance. Hannagan has suggested that at present goal-setting is one of the most
influential theories of work motivation applicable to all cultures.

39

Goal theory has a number of practical implications:

Specific performance goals should be identified and set in order to direct behaviour
and maintain motivation
The set goals should be challenging but at a realistic level
Complete, accurate and timely feedback and knowledge of results is usually
associated with high performance.
Goals can be determined either by superior or individuals themselves.
c) EQUITY THEORY:
The basis of Equity Theory, in a work context, is that people make comparisons
between themselves and others in terms of what they invest in their work (inputs) and
what outcomes they receive from it. Sense of equity (i.e. fairness) is applied to their
subjective view of conditions and not necessarily to the objective situation. The theory
states that when people perceive an unequal situation, they experience equity tension,
which they attempt to reduce by appropriate behaviour. This behaviour may be to act
positively to improve their performance and/or to seek improved rewards, or may be to
act negatively.
Thus, part of the attractiveness of rewards in a work context is the extent to which
they are seen to be comparable to those available to the peer-group. Such thinking,
however, is best applied to extrinsic rewards, such as pay, promotion, pension
arrangements, company car and similar benefits, since they (a) depend on others for their
provision, and (b) have an objective truth about them. Equity theory cannot apply in the
same way to intrinsic rewards, such as intrinsic job interest, personal achievement and
exercise of responsibility, which by their very nature are personal to the individual,
entirely subjective, and therefore less capable of comparison in any credible sense.

40

MOTIVATIONAL STRATEGIES IMPLEMENTED BYJK TYRE:

To keep the people working efficiently, theyneed to consistently motivate. Money

is not a solemotivating factor. Besides money, there are many otherfinancial and nonfinancial factors that can keep peoplehappy. Good interpersonal relations, prestige and
socialdignity, open communication, training and development,job security, reward and
recognition, security for thefuture, growth/promotion are perceived as keysmotivating
factors. As employees' income increases, money becomes lessof a motivator. Also, as
employees getolder, interesting work becomes more of a motivator.
Salary/Pay: Salary plays a significant role in motivation levelof employees. The
amount of money a personreceives monthly can be best predictor of his/hermotivation
level. The employees who are efficient andeffective in achieving tasks and goals
deserve a goodsalary package. One of themajor criteria for the quality of work life is
adequate andfair compensation.For maintaining a higher level ofmotivation, it is very
important to maintain a reasonablelevel of salaries.
Social dignity/status: Social status can then be considered anultimate motive for
human action. Since people aresocial beings, they need to belong, to be accepted
byothers. Employees perception oftheir own socioeconomic status depends on
theiremployment status. Social distinction and status are among thestrongest
motivations of human behavior.
Career ambition: Employees see their work aseither a Job (focus on financial
rewards and necessityrather than pleasure or fulfillment; not a major positivepart of
life), a Career (focus on advancement), or aCalling (focus on enjoyment of fulfilling,
socially usefulwork). The work is not an end in itself, but instead is ameans that
allows individuals to acquire the resourcesneeded to enjoy their time away from the
Job.
Training and development: One key factor in employee motivation and retention is
the opportunity employees want to continueto grow and develop job and career
enhancing skills. Infact, this opportunity for employees to continue to growand
develop through training is one of the mostimportant factors in employee motivation.
41

 Comfort:The workplace environment plays a crucial rolefor the employees.

Nowadays employees may have alarge number working alternatives, and then the
environmentin the workplace becomes a critical factor for acceptingand/or keeping
the jobs. The quality of the environmentin the workplace may simply determine the
level ofemployee motivation, subsequent performance and productivity.
Mutual cooperation:According to McClellands Theory of Needs, The Need for
affiliation is the desire forfriendship and close and close interpersonalrelationships
which plays a significant role in motivation level of employees.
Management relation:Managers use motivation in the workplace toinspire people to
work, both individually and in groups,to produce the best results for business in the
mostefficient and effective manner. The manager mustidentify what actually
motivates associates. People tendto do their best work when they are in an
environmentthat makes them feel valued for a job well done.
Reward management:Reward management processes can provide direct motivation
through various forms of performance pay and rewards.
Welfare schemes: JK Tyre has covered all the statutory welfare policies laid down by
law such as drinking water, canteen facilities, uniforms etc., and these welfare
schemes help them to boost their performance time to time.
Job design:Job design should involve those aspects that relate to the needs and
motivation through the work itself.
Performance management:Performance management processes can provide direct
motivation for goal setting, feedback and reinforcement.
Discipline: This is the most important element in the organization although it very
hard to determine the desired level of discipline. Management should therefore
emphasize discipline so as to come out with the desired level of output.

42

Data ANALYSIS
&
INTERPRETATION

43

ANALYSISANDINTERPRETATIONOFDATA
Methodology refers to the systematic procedure carried out in any work, project or
research or study. Methodology used for collecting the data in this study is questionnaires.
Sample size selected for the study is 50, out of this 50, 30 belong to management
cadre and the remaining 20 belong to the worker category.Sampling technique used in the
study would be random sampling.
The response of sample employees has been obtained on the Five point Likerts
scale.
This scaleconsists of 5 scales of measurement. They are:
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Questionnaire was used as research instruments for collection of data. Data
Analysis andInterpretations of the questionnaires have been presented by Percentage
Analysis Method.

PERCENTAGE ANALYSIS METHOD =Number of Respondents

* 100

-------------------------------Total Number of Respondents

44

PERSONALINFORMATION

1. RESPONDENTS GENDER:
Table No 1: Gender Wise Distribution of Respondents
Gender

Number of

Percentage (%) of

Respondents

Responses

Male

40

80%

Female

10

20%

Total

50

100

Graphical Representation of Respondent's Gender Balance

20%
Male
Female

80%

INTERPRETATION:
From the table it is observed that 80% of the respondents are male and 20%
respondents are female.
From the table it is inferred that majority of the respondents are male in JK Tyre.
As it is Tyre manufacturing company we find more number of male employees compare
to female employees.

45

2. RESPONDENTS AGE:

Table No 2: Age Wise Distribution of Respondents

Age of the Employees

Number of

Percentage (%) of

Respondents

Responses

Below 20

4%

21-30

10

20%

Above 30

38

76%

Total

50

100

Graphical Representation of Respondent's Age Wise

Classification

4%
20%
Below 20 Yrs
21-30 Yrs
76%

Above 30 Yrs

INTERPRETATION:
From the table it is observed that 4% of the respondents belong to the age group
below 20 yrs, 20% of the respondents belong to the age group between 21-30 yrs and
76% of the respondents belong to the age group of above 30 yrs.
From the table it is inferred that majority of the respondents considered in the
study belong to the age group of above 30 yrs.

46

3. RESPONDENTS MARITAL STATUS:

Table No 3: Marital Status ofRespondents

Marital Status

Number of

Percentage (%) of

Respondents

Responses

Married

40

80%

Unmarried

10

20%

Total

50

100

Graphical Representation of Respondent's Marital Status

20%

Married
Unmarried
80%

INTERPRETATION:
From the table it is observed that 80% of the respondents are married and 20%
respondents are unmarried.
From the table it is inferred that majority of the respondents considered in the
study are married.

47

4. RESPONDENTS QUALIFICATION:

Table No 4: Qualificationof Respondents

Education

Number of

Percentage (%) of

Qualification

Respondents

Responses

Below UG

11

22%

UG

24

48%

Above UG

15

30%

Total

50

100

Graphical Representation of Respondent's Education Level

22%

30%

Below UG
UG
Above UG
48%

INTERPRETATION:
From the table it is observed that, qualification of 22% of the respondents are
under graduate, 48% of the respondents are graduates and 30% are post graduates.
From the table it is inferred that majority of the respondents are under graduates.

48

5. RESPONDENTS EXPERIENCE:

Table No 5: Experience Wise Distribution of Respondents

Experience (In yrs)

Number of

Percentage (%) of

Respondents

Responses

Below 1 yr

4%

Between 1-3 yrs

15

30%

Above 3 yrs

33

66%

Total

50

100

Graphical Representation of Respondent's Experience

4%
30%
Below 1 yr
66%

Between 1-3 yrs

Above 3 yrs

INTERPRETATION:
From the table it is observed that 4% of the respondents have experience less than
1 year, 30% of the respondents have experience of 1 to 3 years and 66% of the
respondents have experience of more than 3 years.
From the table it is inferred that majority of the respondents have more than 3
years of experience.
49

1. Do you agree that your current salary motivates you to perform better?

Table No 6: Motivation through Salary

Number of

Percentage of

Respondents

Respondents

Strongly agree

12

24%

Agree

29

58%

Neutral

6%

Disagree

12%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation level through

Salary
70%
58%

60%
50%
40%
30%

24%

20%

12%
6%

10%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly
Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 24% of
respondents have strongly agreed and 58% of the respondents have agreed to the fact that
employees are motivated and satisfied by the current drawing salaries.
Salary is one of the important motivating factors which make people to do work to
earn money.The employees who are efficient and effective in achieving tasks and goals
deserve a good salary package.

50

2. Do you agree that the Job security motivates employees in the organisation?

Table No 7: Motivation through Job Security

Number of

Percentage of

Respondents

Respondents

Strongly agree

15

30%

Agree

25

50%

Neutral

14%

Disagree

6%

Strongly Disagree

Total

100

Opinion

Graphical Representation of Motivtion level through Job

security
60%
50%

50%
40%
30%

30%

20%

14%

10%

6%
0

0%
Strongly agree

Agree

Neutral

Disagree

Strongly
Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 15% of
respondents have strongly agreed and 50% of the respondents have agreed that Job
security motivates to perform job efficiently.
Employees in fear of losing job cant concentrate on work and even sense of
belonging will be absent in those employees. Lack of job security leads to job
dissatisfaction.

51

3. Do you agree that the work environment provided to the employees increases the
productivity of both individual and organisation?

Table No 8: Increase in Productivity by Work Environment

Number of

Percentage of

Respondents

Respondents

Strongly agree

15

30%

Agree

27

54%

Neutral

4%

Disagree

8%

Strongly Disagree

4%

Total

50

100

Opinion

Graphical Representation of Productivity by Work

Environment
60%

54%

50%
40%
30%

30%

20%
10%

4%

8%

4%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly
Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 30% of
respondents have strongly agreed and 54% of the respondents have agreed that Work
environment present in the company is productive for both employees and organisation.
Employees get satisfied when they feel comfort in their working environment and
it should be free from unnecessary distractions such as frequent strikes, functions etc.
52

4. Are you satisfied with the safety devices provided while working in shops?

Table No 9: Satisfaction through Safety Devices

Number of

Percentage of

Respondents

Respondents

Strongly agree

15

30%

Agree

26

52%

Neutral

6%

Disagree

6%

Strongly Disagree

6%

Total

50

100

Opinion

Graphical Representation of Satisfaction through Safety

Devices
60%

52%

50%
40%
30%

30%

20%
10%

6%

6%

6%

Neutral

Disagree

Strongly
Disagree

0%
Strongly agree

Agree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 30% of
respondents have strongly agreed and 52% of the respondents have agreed that safety
devices are provided in satisfactory manner.
Safety devices play a very important role in manufacturing company. They avoid
accidents and give employees the feel of protection which leads to satisfaction and
motivates employees to work hard.

53

5. Are you satisfied with the appreciation and recognition given to the employees
for their excellence in work and attendance?

Table No 10: Motivation through Appreciation and Recognition

Number of

Percentage of

Respondents

Respondents

Strongly agree

34

68%

Agree

16%

Neutral

8%

Disagree

4%

Strongly Disagree

4%

Total

50

100

Opinion

Motivation through Appreciation and Recoginition

80%
70%

68%

60%
50%
40%
30%
16%

20%

8%

10%

4%

4%

Disagree

Strongly
Disagree

0%
Strongly agree

Agree

Neutral

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 68% of
respondents have strongly agreed that they are satisfied by the appreciation and
recognition provided by the company for their excellence in their work and attendance.
According to Hertzbergs theory Appreciation and recognition are identified as
motivator which motivates the employees and leads to job satisfaction. A tap on shoulder
or praise from managers boost up the energy of employees.
54

6. Do you feel your job is both interesting and challenging?

Table No 11: Motivation through Job

Number of

Percentage of

Respondents

Respondents

Strongly agree

17

34%

Agree

24

48%

Neutral

16%

Disagree

2%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through Job

60%
48%

50%
40%

34%

30%
20%

16%

10%
2%
0%
Strongly agree

Agree

Neutral

Disagree

0
Strongly
Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 34% of
respondents have strongly agreed and 48% of the respondents have agreed that their job is
challenging and interesting.
Interesting and challenging job motivates employees to perform in better way.
Employees get bored of routine job which leads to dissatisfaction. So it is necessary to
have a challenging job which motivates employees to become more productive.

55

7. Are you satisfied with the training provided by the organisation to improve your
ability and skills?

Table No12: Motivation through Training

Number of

Percentage of

Respondents

Respondents

Strongly agree

38

76%

Agree

16%

Neutral

8%

Disagree

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through Training

80%

76%

70%
60%
50%
40%
30%
16%

20%

8%

10%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly
Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 76% of
respondents have strongly agreed that training provided by the organisation improves
their ability and skills.
This is in fact true that training of employees lead to increase in motivation level.
The reason that they gave is after completion of training process, employee gain some
knowledge and become eligible for attractive salary.
56

8. Do you agree that the performance appraisal system motivates you to achieve
your goals and improve your performance?

Table No 13: Motivation through Performance Appraisal System

Number of

Percentage of

Respondents

Respondents

Strongly agree

10

20%

Agree

28

56%

Neutral

12%

Disagree

8%

Strongly Disagree

4%

Total

50

100

Opinion

Graphical Representation of Motivation through Performance

Appraisal System
60%

56%

50%
40%
30%
20%

20%
12%

10%

8%

4%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 20% of
respondents have strongly agreed and 56% of the respondents have agreed that
performance appraisal system of company motivates them to achieve their goals and
improve their performance.
Performance appraisal system motivates employee to work harder to get
appreciated by management and to get performance based compensations.
57

9. Do you agree that the organisation is sensitive about employees personal and job
related problems and assist them to solve?

Table No 14: Organization Assisting Employees Problem

Number of

Percentage of

Respondents

Respondents

Strongly agree

16%

Agree

34

68%

Neutral

4%

Disagree

10%

Strongly Disagree

2%

Total

50

100

Opinion

Graphical Representation of Organization assisting

Employee's Problem
80%
68%

70%
60%
50%
40%
30%
20%

16%
10%

10%

4%

2%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 16% of
respondents have strongly agreed and 68% of the respondents have agreed that
organisation is sensitive about their personal and job related problems and assist them to
solve.
Employees are satisfied by organisation involvement in solving their grievances
and they also provide counselling sessions. This leads to increase in pride and sense of
belongingness towards JK Tyre.
58

10. Are you satisfied with the work schedule in the organization?

Table No 15: Satisfaction through Work Schedule

Number of

Percentage of

Respondents

Respondents

Strongly agree

20

40%

Agree

24

48%

Neutral

8%

Disagree

2%

Strongly Disagree

2%

Total

50

100

Opinion

Graphical Representation of Satisfaction through Work

Schedule
60%
48%

50%
40%

40%

30%
20%
8%

10%

2%

2%

Disagree

Strongly Disagree

0%
Strongly agree

Agree

Neutral

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 40% of
respondents have strongly agreed and 48% of the respondents have agreed that the work
schedule in the organization is satisfactory.
Employees feel that their working hour is appropriate according to shifts assigned.
This leads to satisfaction, increase in motivation level and decrease in labour turnover
rates. If work schedule is exploitative it leads to dissatisfaction and increase in retention
rates.
59

11. Do you feel that welfare facilities provided by the organisation are adequate and
provide satisfaction?

Table No 16: Satisfaction through Welfare Facilities

Number of

Percentage of

Respondents

Respondents

Strongly agree

35

70%

Agree

10

20%

Neutral

6%

Disagree

4%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Satisfaction through Welfare

facilities
80%
70%

70%

60%
50%
40%
30%

20%

20%

6%

10%

4%

0%
Strongly agree

Agree

Neutral

Disagree

0
Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 70% of
respondents have strongly agreed that they are satisfied by the welfare facilities provided.
Welfare facilities such as canteen, rest room, first aid facilities lead to increase in
motivation level of employees. This intends them to improve their work performance for
the fulfilment of their personal and organisational goals.

60

12. Do you agree that the advancement and growth opportunity within the
organisation motivates you to perform better?

Table No17: Motivation through Growth and Advancement Opportunity

Number of

Percentage of

Respondents

Respondents

Strongly agree

14

28%

Agree

17

34%

Neutral

15

30%

Disagree

4%

Strongly Disagree

4%

Total

50

100

Opinion

Graphical Representation of Motivation through Growth and

Advancement Opportunity
40%
34%

35%

30%

28%

30%
25%
20%
15%
10%
5%

4%

4%

Disagree

Strongly Disagree

0%
Strongly agree

Agree

Neutral

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 28% of
respondents have strongly agreed and 34% of the respondents have agreed
thatadvancement and growth opportunity provided by the organisation motivates them to
perform better.
But 30% of the respondents are neutral which tell us that organisation need to
emphasis on advancement and growth opportunity to make employees perform better. By
making use of opportunities available, growth of employees increases and lead to
satisfaction.
61

13. Does the management involve you in decision making which are connected to
your department?

Table No 18: Employees Involvement in Decision Making

Number of

Percentage of

Respondents

Respondents

Strongly agree

15

30%

Agree

20

40%

Neutral

16%

Disagree

10%

Strongly Disagree

4%

Total

50

100

Opinion

Graphical Representation of Employee's involvement in

Decision making
45%

40%

40%
35%
30%

30%

25%
20%

16%

15%

10%

10%

4%

5%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 30% of
respondents have strongly agreed and 40% of the respondents have agreed that they are
involved in decision making.
Employee involvement leads to employee empowerment, which tells us that
employees are not only doers but also thinkers. This in one of the motivating factor which
lead to job satisfaction and builds harmonious environment.
62

14. Do you receive adequate guidance and support from your manager/supervisor?

Table No 19: Motivation through Guidance and Support of Manager

Number of

Percentage of

Respondents

Respondents

Strongly agree

10

20%

Agree

30

60%

Neutral

16%

Disagree

4%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through Guidance

and Support of Manager
70%
60%

60%
50%
40%
30%
20%

20%

16%

10%

4%

0%
Strongly agree

Agree

Neutral

Disagree

0
Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 20% of
respondents have strongly agreed and 60% of the respondents have agreed that they
receive adequate guidance and support from their manager.
Supports from managers are also essential for employees to improve their work
performance. This gives the sense of relationship building between manager and
employee. This leads to increase in motivation and satisfaction.
63

15. Do you feel that your job has enough learning opportunities which will help you
in career advancement?

Table No 20: Learning Opportunities from Job

Number of

Percentage of

Respondents

Respondents

Strongly agree

32

64%

Agree

16%

Neutral

10

10%

Disagree

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Learning Opportunities from

Job
70%

64%

60%
50%
40%
30%
16%

20%

10%

10%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 64% of
respondents have strongly agreed and 16% of the respondents have agreed that their job
provide them enough learning opportunities which will to have career advancement.
Learning opportunities build the path towards career of the employee. This
provides practical knowledge of corporate through various innovations raised by these
opportunities. This motivates employees to become adaptable to change and learning new
things.
64

16. Do you agree that there are right opportunities in this organization for your
personal growth and promotion?

Table No 21: Motivation through Growth and Promotional Opportunities

Number of

Percentage of

Respondents

Respondents

Strongly agree

34

68%

Agree

10

20%

Neutral

12%

Disagree

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through Growth and

Promotional Opportunities
80%
70%

68%

60%
50%
40%
30%

20%

20%

12%

10%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 66% of
respondents have strongly agreed and 20% of the respondents have agreed that
opportunities are provided by the organization their your growth and promotion.
Employees are in search of growth opportunities to get promoted, so that they can
have a raise in their designation. Promotion opportunities increases competition and make
employee to work harder to survive the competition.
65

17. Is your job content and responsibilities are appropriate (not over loaded or not
under loaded) for you?

Table No 22: Job Content and Responsibilities

Number of

Percentage of

Respondents

Respondents

Strongly agree

17

34%

Agree

24

48%

Neutral

16%

Disagree

2%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Job content and Responisibilities

60%
48%

50%
40%

34%

30%
20%

16%

10%
2%
0%
Strongly agree

Agree

Neutral

Disagree

0
Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 34% of
respondents have strongly agreed and 48% of the respondents have agreed that job
content and responsibilities are appropriate.
Employees feel that they are not over loaded or not under loaded. This motivates
employees to attain satisfaction from their job responsibilities. Job must be framed in
such a way that it should be suitable to employees capabilities, skills and knowledge.
Lower level employee cant be assigned job of higher level employee.
66

18. Do you feel that sense of achievement while performing your job?

Table No 23: Sense of Achievement

Number of

Percentage of

Respondents

Respondents

Strongly agree

17

34%

Agree

25

50%

Neutral

10%

Disagree

4%

Strongly Disagree

2%

Total

50

100

Opinion

Graphical Representation of Sense of Achievement

60%
50%

50%
40%

34%

30%
20%
10%

10%

4%

2%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 34% of
respondents have strongly agreed and 50% of the respondents have agreed that sense of
achievement while performing their job.
Sense of achievement is one of the motivating factors stated by Achievement
Motivation theory. Employees get motivated by achieving their task. This feeling provide
higher motivation than that of motivation through monetary incentives.

67

19. Does your organisations current reward management and incentive schemes
motivate you to perform better?

Table No 24: Motivation through Reward Management and Incentive Schemes

Number of

Percentage of

Respondents

Respondents

Strongly agree

14

28%

Agree

20

40%

Neutral

14%

Disagree

12%

Strongly Disagree

6%

Total

50

100

Opinion

Graphical Representation of Motivation through Reward

Management and Incentive Schemes
45%

40%

40%
35%
30%

28%

25%
20%
14%

15%

12%

10%

6%

5%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 28% of
respondents have strongly agreed and 40% of the respondents have agreed thatreward
management and incentive schemes motivate them to perform better.
Reward management motivates employees to improve their work efficiency so
that they will be qualified to get rewards at the end of their task. This also leads to
competition, where employee needs to struggle to attain those rewards.
68

20. Does your manager/supervisor let you take the responsibility for the tasks you
perform?

Table No 25: Employees taking Responsibility to Perform Job

Number of

Percentage of

Respondents

Respondents

Strongly agree

8%

Agree

26

52%

Neutral

10

20%

Disagree

10%

Strongly Disagree

10%

Total

50

100

Opinion

Graphical Representation of Employee's taking Responsibility

to Perform Job
60%
52%
50%
40%
30%
20%

20%
10%

8%

10%

10%

Disagree

Strongly Disagree

0%
Strongly agree

Agree

Neutral

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 52% of
the respondents have agreed that managers let them to take the responsibility for the tasks
they perform. Responsible employees are self motivated to do work efficiently.
When employees are responsible for their own work, they will work hard to make
their managers proud of them. They want to deliver their work in the best way due to the
responsibilities over them.
69

21. Do you agree that the employees are treated equally without any impartial
behaviour?
Table No 26: Employees Fair Treatment
Number of

Percentage of

Respondents

Respondents

Strongly agree

14

28%

Agree

32

64%

Neutral

8%

Disagree

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Employee's Fair Treatment

70%

64%

60%
50%
40%
30%

28%

20%
8%

10%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 28% of
respondents have strongly agreed and 64% of the respondents have agreed that they are
treated equally without any impartial behaviour.
Equity theory states that fair and equal treatment is one of the important
motivating factors. Employees compare themselves with their peers and subordinates to
judge impartial treatment. Fair and equal treatment of company motivates employees to
perform their work effectively and efficiently.
70

22. Do you agree that the mutual cooperation (supervisor and subordinates) makes
your job interesting and comfort?

Table No 27: Motivation through Mutual Co-operation

Number of

Percentage of

Respondents

Respondents

Strongly agree

28

56%

Agree

15

30%

Neutral

14%

Disagree

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through

Mutual Co-operation
60%

56%

50%
40%
30%

30%
20%

14%

10%
0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 56% of
respondents have strongly agreed and 30% of the respondents have agreed that mutual
cooperation (supervisor and subordinates) makes their job interesting and comfort.
Mutual co-operation is very necessary to have job satisfaction. Employees having
mutual co-operation tends to get emotionally strong due to the relationship among them.
Hence this is also one of the important motivating factors.
71

23. Does your job provide you the social status which motivates to improve your
efficiency?

Table No 28: Motivation through Social Status

Number of

Percentage of

Respondents

Respondents

Strongly agree

10

20%

Agree

25

50%

Neutral

10

20%

Disagree

10%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Motivation through Social Status

60%
50%

50%
40%
30%
20%

20%

20%
10%

10%

0%
Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 20% of
respondents have strongly agreed and 50% of the respondents have agreed that the social
status motivates them to improve their efficiency.
Employees get motivated by social status available through their job. Social status
is one of the important motivating factors which also provide job satisfaction.

72

24. Do you agree that motivational strategies improve Employees productivity?

Table No 29: Motivational Strategies Improve Employees Productivity

Number of

Percentage of

Respondents

Respondents

Strongly agree

34

68%

Agree

10

20%

Neutral

10%

Disagree

2%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Improvement in Employee's

Productivity through Motivational Strategies
80%
70%

68%

60%
50%
40%
30%

20%

20%

10%

10%

2%

Disagree

Strongly Disagree

0%
Strongly agree

Agree

Neutral

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 68% of
respondents have strongly agreed and 20% of the respondents have agreed that
motivational strategies improve Employees productivity.
Employees productivity is directly linked with Motivational strategies used in JK
Tyres. Motivated employees tend to perform better than the employee who is not
motivated. Motivated employees attain job satisfaction.

73

25. Are you satisfied with the current motivational strategies you are enjoying at JK
Tyre?

Table No 30: Satisfaction through Motivational Strategies at JK Tyre

Number of

Percentage of

Respondents

Respondents

Strongly agree

15

30%

Agree

25

50%

Neutral

16%

Disagree

4%

Strongly Disagree

Total

50

100

Opinion

Graphical Representation of Satisfaction of Motivational

strategies at JK Tyre
60%
50%

50%
40%
30%

30%

20%

16%

10%

4%

0%
Strongly agree

Agree

Neutral

Disagree

0
Strongly Disagree

INTERPRETATION:
From the table it is observed that most of the respondents at JK Tyre i.e. 30% of
respondents have strongly agreed and 50% of the respondents have agreed that they are
satisfied through current motivational strategies enjoying at JK Tyre.
Motivational strategies are effective but not highly effective. So, company need to
revise these motivational strategies to motivate employees in effective manner.

74

26. Rank all of the following factors of motivation in order of importance to you i.e.
the factor that in your opinion will motivate you the most will be ranked as
number 1.

MOTIVATIONAL FACTORS
(Rate the following from 1 to 10; 1 being the top most priority and 10 being the least)
1) Employees get reasonable periodical increase in salary.
2) Satisfactory Working conditions quality of equipment, office environment etc.
3) Good Safety measures are adopted in the organization.
4) Job security exists in the company.
5) Employees get adequate Promotional opportunities.
6) Effective Training & Development programs.
7) There exists good relationship among co-worker and staff members.
8) Performance Appraisal activities are helpful to get motivated.
9) Recognition and appreciation of employee on their achievements and
performance.
10) Career advancement and growth - opportunities within the organisation.

INTERPRETATION:
By going through this rating we can learn that employees are highly motivated by
periodical increase in salary. Second most motivating factor is having satisfactory
working conditions. Third motivating factor is good safety measures adopted in
organisation.
Last motivating factor according to the study is career advancement and growth.
This may be due to lack of career growth and advancement provided to employees.

75

SUMMARY
OF
FINDINGS

76

FINDINGS
The findings of the study are as follows:
JK tyre has a harmonious relationship in the company between employees and
management to build the good work environment.
Most of the employees are satisfied with the present Salary of the company.The
employees who are efficient and effective in achieving tasks and goals deserve a good
salary package.
Majority of the employees agreed that they feel secured in their present job. Job
security plays a vital role in motivating employees of JK. Tyre.
Work environment present in the company is productive for both employees and
organisation. Employees get satisfied and motivated when they feel comfort in their
working environment.
Most of the workers are satisfied with quality of safety devicesprovided by JK Tyre
for ensuring the employees safety and to avoid accidents and injuries.
Most of the workers and employees agreed that the company is eager to recognize and
appreciate their work and attendance.A tap on shoulder or praise from managers boost
up the energy of employees to perform in better way.This makes the employee feel
that he is valued part of the organization and the also makes him feel that the
organization knows the value of the employee.
Employees in JK. Tyre believes that training provided by the company improve their
ability and skills.This increases their motivation level.
Employees are satisfied with the performance appraisal system of company which
motivates them to achieve their goals and improve their performance. Performance
appraisal system motivates employee to work harder to get appreciated by
management and to get performance based compensations.
Most of the workers and employees agreed that company is sensitive about their
personal and job related problems and assist them to solve. Employees are satisfied by
organisation involvement in solving their grievances.
Average numbers of workers are satisfied with the work schedule. Employees feel
that their working hour is appropriate according to shifts assigned. This leads to
satisfaction, increase in motivation level and decrease in labour turnover rates. If work
schedule is exploitative it leads to dissatisfaction and increase in retention rates.

77

 Majority of the employees are satisfied and motivated by the welfare facilities
provided by JK Tyres.Welfare facilities such as canteen, rest room, first aid facilities,
drinking water etc., lead to increase in motivation level of employees.
Most of the employees are motivated through guidance and support from the
manager. This improves their work performance and gives the sense of relationship
building between manager and employee. This leads to increase in motivation.
Majority of employees agreed that they are involved in decision making but some
employees wont agree this. Employee involvement leads to employee empowerment.
This makes the employee feel that he is valued part of the organization.
Most of the employees agreed that their job provide them learning opportunities.
Learning opportunities build the path towards career of the employee. This motivates
employees to become adaptable to change and learning new things.
Employees are satisfied with the opportunities provided by the organization for their
growth and promotion. Promotion opportunities increases competition and make
employee to work harder to survive the competition.
Employees in JK. Tyre believes that their job content and responsibilities are
appropriate. Employees feel that they are not over loaded or not under loaded.
Fair and equal treatment of company motivates employees to perform their work
effectively and efficiently.
Employees believe that mutual cooperation (supervisor and subordinates) makes their
job interesting and comfort. Employees having mutual co-operation tends to get
emotionally strong due to the relationship among them.
Employees in JK.Tyre believe that reward management and incentive schemes
motivate them to perform better. This motivates employees to improve their work
efficiency so that they will be qualified to get rewards at the end of their task.
According to the rating done in the study, employees in JK.Tyre get highly motivated
by periodical increase in salary. Second most motivating factor is having satisfactory
working conditions. Third motivating factor is good safety measures adopted. Last
motivating factor according to the study is career advancement and growth. This may
be due to lack of career growth and advancement provided to employees.
Most of the workers and employees agreed that they are satisfied through current
motivational strategies at JK Tyre.
Most of the employees in JK. Tyre feels that motivational strategies improve their job
performance. Employees productivity is directly linked with Motivational strategies.
Motivated employees tend to perform better than the employee who is not motivated.
78

SUGGESTIONS
&
CONCLUSION

79

SUGGESTIONS
The suggestions for the findings from the study are as follows:
Most of the employees agree that the reward management and incentive schemes are
helpful to get motivated, so the company should try to improve reward management
system, so that they can improve their performance.Reward management motivates
employees to improve their work efficiency so that they will be qualified to get
rewards at the end of their task.
Better career development opportunities should be provided to the employees so that
they get motivated and perform their work to maximum extent.
Constantly giving constructive feedback along with appreciative feedback to the
employees will help them to take responsibilities.
Employees whose work performance suffers due to poor interpersonal relationships or
because of lack of interpersonal skills should be provided proper coaching by their
superiors. Planed coaching sessions help an individual to work through issues,
maximize their potential and return to peak performance.
Being touch with employees and helping them when in need and giving them support
and by creating friendly and cooperative environment the employee should feel that
organization is second home.
Employees believe that advancement and growth opportunity provided by the
organisation motivates them to perform better. Company need to emphasis on
advancement and growth opportunity to make employees perform better. By making
use of opportunities available, growth of employees increases and lead to satisfaction.
Employees should be given responsibilities for the tasks they perform. Responsible
employees are self motivated to do work efficiently. When employees are responsible
for their own work, they will work hard to make their managers proud of them. They
want to deliver their work in the best way due to the responsibilities over them.
Employee involvement should be increased in decision making process. This makes
them to feel that they are integral part of the organisation and their opinions are
valued by the organisation. This leads to increase in sense of belongingness towards
company.

80

CONCLUSION
The

study

concludes

that,

the

motivational

program

procedure

in

MOTIVATIONAL STRATEGIES AND EMPLOYEES JOB PERFORMANCEis

found effective but not highly effective. The study on Motivational Strategies and
Employees Job Performance highlighted so many factors which will help to motivate the
employees. The study was conducted among 50 employees& collected information
fromthe structured questionnaire.
The study helped to findings which were related with employee motivational
programs which are provided in the organization.
The periodical increase in salary and working conditions really play a major role
in motivating the employees of the organization. It is a major factor that makes an
employee feels good in his work and results in his satisfaction too. Motivational strategy
towards career advancement and growth should be revised again. Employees
involvement in decision making should be encouraged and they should be given
responsibilities for the tasks they perform.The organization can still concentrate on
specific areas which are evolved from this study in order to make the motivational
programs more effective.
A motivated and qualified workforce is crucial to increase productivity and the
quality of the organisational services in order to achieve organisational objectives.
Only if the employees are properly motivated, they work well and only if they
work well the organization is going to benefit out it.
Productivity is directly linked to motivation, and motivation is in turn dependent
on productivity. Therefore, Suitable motivation is a contributor to maximising
Employees productivity.
.

81

BIBLIOGRAPHY
BOOKS REFERRED:
Organizational Behaviour by Stephen Robins
Management and OrganizationalBehavior by SubbaRao
Human Recourses Management by V.S.P.Rao
Essentials of Management by Koontz. H. and Weihrich, H
Human Resource Management by K. Aswathappa

JOURNALS:
Annual Reports of the company
Personnel Today

WEBSITE REFERRED:

www.jktyre.com
www.vikrant.com
http://dictionary.babylon.com/performance
http://humanresources.about.com

82

ANNEXURE

83

QUESTIONAIRE

The questionnaire sample provided to the employees at JK Tyre & Industries Ltd.,
Mysore is as follows:
Respected Sir/ Madam,
I, Rashmi.A am a student of MBA (14MBO354) 4th Semester student of, Pooja Bhagavat
Mahajana P.G Centre Mysore. For the partial fulfilment of my courseIam conducting a
study, titled MOTIVATIONAL STRATEGIES AND EMPLOYEES JOB PERFORMANCE.
The study is purely for academic purposes and the information given will be
treated with utmost confidentiality. I therefore, humbly request you to spare some time
and answer the following questions.

Yours faithfully,
Rashmi A
PERSONAL PROFILE:

1. NAME:
2. GENDER: Male/Female
3. AGE (IN YEARS):
a) Below 20

b) 21-30

c) Above 30

3. MARITAL STATUS:
a) Married

b) Unmarried

4. EDUCATION:
a) Below UG

b) UG

c) Above UG

5. EXPERIENCE:
a) Below 1yr

b) Between 1-3 yrs

c) Above 3 yrs

6. DESIGNATION:

7. DEPARTMENT:

84

KINDLY TICK THE RELEVANT OPTIONS

1) Do you agree that your current salary motivates you to perform better?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

2) Do you agree that the Job security motivates employees in the organisation?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

3) Do you agree that the work environment provided to the employees increases the
productivity of both individual and organisation?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

4) Are you satisfied withthe safety devices provided while working in shops?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

5) Are you satisfied with the appreciation and recognition given to the employees for
their excellence in work and attendance?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

6) Do you feel your job is both interesting and challenging?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

85

7) Are you satisfied with the training provided by the organisation to improve your
ability and skills?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

8) Do you agree that the performance appraisal system motivates you to achieve your
goals and improve your performance?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

9) Do you agree that the organisation is sensitive about employees personal and job
related problems and assist them to solve?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

10) Are you satisfied with the work schedule in the organization?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

11) Do you feel that welfare facilities provided by the organisation are adequate and
provide satisfaction?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

12) Do you agree that the advancement and growth opportunity within the organisation
motivates you to perform better?
86

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

13) Does the management involve you in decision making which are connected to your
department?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

14) Do you receive adequate guidance and support from your manager/supervisor?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

15) Do you feel that your job has enough learning opportunities which will help you in
career advancement?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

16) Do you agree that there are right opportunities in this organization for your personal
growth and promotion?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

17) Is your job content and responsibilities are appropriate (not over loaded or not under
loaded) for you?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

18) Do you feel that sense of achievement while performing your job?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

87

19) Does your organisationscurrent reward management and incentive schemes motivate
you to perform better?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

20) Does your manager/supervisor letyou take the responsibility for thetasks you
perform?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

21) Do you agree that the employees are treated equally without any impartial behavior?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

22) Do you agree that the mutual cooperation(supervisor and subordinates) makesyour job
interesting and comfort?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

23) Does your job provide you the social status which motivates to improve your
efficiency?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

24) Do you agree that motivational strategies improve Employees productivity?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

25) Are you satisfied with the current motivational strategies you are enjoying at JK Tyre?
Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

88

26) Rank all of the following 13 factors of motivation in order of importance to you i.e.
the factor that in your opinion will motivate you the most will be ranked as number 1.

MOTIVATIONAL FACTORS
(Rate the following from 1 to 12; 1 being the top most priority and 12 being the least)
1) Employees get reasonable periodical increase in salary.
2) Job security exists in the company.
3) There exists good relationship among co-worker and staff members.
4) Employees get adequate Promotional opportunities.
5) Effective Training & Development programs.
6) Good Safety measures are adopted in the organization.
7) Performance Appraisal activities are helpful to get motivated.
8) Career advancement and growth - opportunities within the organisation.
9) Satisfactory Working conditions quality of equipment, office environment etc.
10) Recognition and appreciation of employee on their achievements and performance.
Thank you for giving your valuable time

89