Sunrise Scales: Summer Training Report ON "Job Motivation" AT

SUMMER TRAINING REPORT
ON
“JOB MOTIVATION”
AT
Sunrise Scales
(SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR THE AWARD
OF DEGREE IN BACHELOR OF BUSINESS ADMINISTRATION)
TO
MAHARSHI DAYANAND UNIVERSITY, ROHTAK
Session: 2018-19
Submitted to:- Submitted by:-

Ms. Heena Dua Name:-Amit Kumar
Project Guide Class:-BBA5thsem
BBA Department Rollno :-30607
Regno:-1611340587
University Rollno
(DAV CENTENARY COLLEGE)

NH-3 FARIDABAD
ACKNOWLEDGEMENT
Success is not brought inherited. It is a product of what we put in. Success begins with a good feeling about
where we are and a positive attitude about where we want to be. With this willingness, I have started this
report.
It has been many proud privileges to be attached to do research on such topicwhich gave methe chance to get
connected with some great people who are thoroughly professionals i.e. staff of SUNRISE SCALES , all
highly professional company with model outlook.
I am thankful to DR. AKASH VERMA (TRAINEE HEAD-HRD) for his support, cooperation, and
motivation provided to me during the training for constant inspiration, presence and blessings.
There are many who helped me in this project and I want to be thankful to MAHARSHI DAYANAND
UNIVERSITY for giving this valuable opportunities.
I like to thank Ms. SURBHI (Dean of BBA Department) for giving me this opportunity to undertake this
project.
I would also like to thank my Project Guide Ms. HEENA DUA (Project Guide of BBA Department) and all
those who directly or indirectly helped in this project would have never been accomplished.
Lastly, I would also thankful to almighty god and my parents for their moral support and my friends with
whom I shared my day-to-day experience and received lots of suggestions that improved my quality of work.
(AMIT KUMAR)
PREFACE
This report prepared during the summer training, is life,s first greatest experience observations and
knowledge . during the training period interaction held with the officials of SUNRISE SCALES , was
very gainful as it was full of information.
The project consists of eight chapter in all.
The first chapter is “ Introduction to the study” deals with brief introduction of job motivation.
The second chapter deals with the “Industry & Company overview”.
The third chapter is about “ Review of Literature”.
The fourth chapter is “ Research Methodology” deals with the objective ,research design ,sample
selection, data collection.
The fifth chapter is “Data Analysis & Interpertation” and the last three chapters releates to Conclusion &
Suggestions , Bibliography and Annexure that contains Questionnaire.
(AMIT KUMAR)
DECLARATION
I AMIT Class BBA 3RD year, 5th SEM, student of DAV CENTENARY COLLEGE hereby
declared that the Summer Training Report entitled “JOB MOTIVATION” AT SUNRISE
SCALES Is an original work and the same has not been submitted to any other institute for the
award of any other degree.
(AMIT KUMAR)
TABLE OF CONTENT
S.NO PARTICULARS PAGE NO
CHAPTER-1 INTRODUCTION TO THE STUDY 1-8
CHAPTER-2 INDUSTRY & COMPANY PROFILE 9-19
CHAPTER-3 REVIEW OF LITERATURE 20-22
CHAPTER-4 RESEARCH METHODOLOGY 23- 33

 DEFINITIONS OF
RESEARCH
 OBJECTIVE OF THE STUDY
 RESEARCH DESIGN
 LIMITATIONS OF THE
STUDY
CHAPTER-5 DATA ANALYSIS & 34- 59

INTERPERETATION
CHAPTER-6 CONCLUSION & SUGGESTIONS 60-61
CHAPTER-7 BIBLIOGRAPHY 62-63
CHAPTER-8 ANNEXURE 64-67

 Questionnaire
CHAPTER -1
INTRODUCTION TO THE
STUDY
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INTRODUCTION
MOTIVATION
Many contemporary authors have defined the concept of motivation. Motivation has been defined as: the
psychological process that gives behavior purpose and direction (Kreutzer, 1995); a predisposition to
behave in a purposive manner to achieve specific, unmet needs (Buford, Bodleian, & Lindner, 1995); an
internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bodleian, 1993). For
this paper, motivation is operationally defined as the inner force that drives individuals to accomplish
personal and organizational goals.
A basic principle is that the performance of an individual depends on his or her ability backed motivation
stated algebraically the principle is:
Performance = f (Ability * Motivation)
Ability refers to skill & competence of a person to complete a given task. However, ability alone is not
enough. The person’s desire to accomplish the task is necessary. Organizations become successful when
employees have abilities & desire to accomplish given tasks.
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1
IDENTIFIES
NEEDS
6 2
SEARCHES FOR
REASSESS NEEDS WAYS TO SATISFY
DEFICIENCIES NEEDS
EMPLOYEE
3
ENGAGE IN GOAL
5
DIRECTED
RECEIVE
BEHAVIOUR
EITHER
REWARDS OR
PUNISHMENT
4
PERFORMS
FRAMEWORK OF MOTIVATION
ROLE OF MOTIVATION
At one time, employees were considered just another input into the production of goods and services.
Now that employees have been hired, trained & remunerated, they need to be motivated for better the
performance. The HR specialists must use several ways to motivate employees
Why do we need motivated employees.
The answer is survival. Motivated employees are needed in our rapidly changing workplaces. Motivated
employees help organizations survive. They 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 motivate employees’ changes constantly.
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JOB SATISFACTION & MOTIVATION
Employee satisfaction and retention have always been important issues for physicians. After all, high
levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining
take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority,
perhaps because they have failed to understand the significant opportunity that lies in front of them.
Satisfied employees tend to be more productive, creative and committed to their employers, and recent
studies have shown a direct correlation between staff satisfaction and patient satisfaction.1 Family
physicians who can create work environments that attract, motivate and retain hard-working individuals
will be better positioned to succeed in a competitive health care environment that demands quality and
cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their
employees, they've increased their own job satisfaction as well.
Herzberg's Theory:
In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory,
interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. He
asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel that way?
2. Think of a time when you felt especially bad about your job. Why did you feel that way?
From these interviews Herzberg went on to develop his theory that there are two dimensions to job
satisfaction: motivation and hygiene. Hygiene issues, according to Herzberg, cannot motivate employees
but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are
absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal
relations and working conditions. They are issues related to the employee's environment. Motivators, on
the other hand, create satisfaction by fulfilling individuals' needs for meaning and personal growth. They
are issues such as achievement, recognition, the work itself, responsibility and advancement. Once the
hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage
production.
To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues. Although hygiene
issues are not the source of satisfaction, these issues must be dealt with first to create an environment in
which employee satisfaction and motivation are even possible.
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Company and administrative policies: - An organization's policy can be a great source of frustration for
employees if the policies are unclear or unnecessary or if not everyone is required to follow them.
Although employees will never feel a great sense of motivation or satisfaction due to company &
administrative policies, dissatisfaction can be decreased in this area by making sure that policies are fair
and apply equally to all. Also, printed copies should be made of policies-and-procedures manual that
should be easily accessible to all members of the staff. The manual should be updated regularly (again,
with staff input).
Supervision:-To decrease dissatisfaction in this area, one must begin by making wise decisions when a
new appointment is made to the role of supervisor Be aware that good employees do not always make
good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability
to treat all employees fairly. One should teach their supervisors to use positive feedback whenever
possible and should establish a set means of employee evaluation and feedback so that no one feels
singled out.
Salary:- The old adage "you get what you pay for" tends to be true when it comes to staff members.
Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are
not compensated well, they will be unhappy working for the company. Consult salary surveys or even
their local help-wanted ads to see whether the salaries and benefits company are offering are comparable
to those of other offices in that area. In addition, make sure they have clear policies related to salaries,
raises and bonuses.
Interpersonal Relations:- Remember that part of the satisfaction of being employed is the social contact it
brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks,
between patients). This will help them to develop a sense of camaraderie and teamwork. At the same
time, one should crack down on rudeness, inappropriate behavior and offensive comments. If an
individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from
the practice.
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Working Conditions:- The environment in which people work has a tremendous effect on their level of
pride for themselves and for the work they are doing. Equipments and facilities should be kept up to date.
Even a nice chair can make a world of difference to an individual's psyche. Also, if possible, avoid
overcrowding and allow each employee his or her own personal space, whether it is a desk, a locker, or
even just a drawer.
Before we move on to the motivators, remember that we cannot neglect the hygiene factors discussed
above. To do so would be asking for trouble in more than one way. First, employees would be generally
unhappy, and this would be apparent to the patients. Second, hardworking employees, who can find jobs
elsewhere, would leave, while mediocre employees would stay and compromise the practice's success. So
deal with hygiene issues first, then move on to the motivators:
Work Itself:- Perhaps most important to employee motivation is helping individuals believe that the work
they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the
practice result in positive outcomes and good health care for the patients. Share stories of success about
how an employee's actions made a real difference in the life of a patient, or in making a process better.
Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits. Of
course employees may not find all their tasks interesting or rewarding, but one should show the employee
how those tasks are essential to the overall processes that make the practice succeed. Tasks should be find
out that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and
satisfaction.
Achievement:-. One premise inherent in Herzberg's theory is that most individuals sincerely want to
do a good job. To help them, make sure that the company has placed them in positions that use
their talents and are not set up for failure. Set clear, achievable goals and standards for each
position, and make sure employees know what those goals and standards are. Individuals should
also receive regular, timely feedback on how they are doing and should feel they are being
adequately challenged in their jobs. Be careful, however, not to overload individuals with
challenges that are too difficult or impossible, as that can be paralyzing.
Recognition: - Individuals at all levels of the organization want to be recognized for their
achievements on the job. Their successes don't have to be monumental before they deserve
recognition, but the praise should be sincere. If employees are doing something well, take the time to
acknowledge their good work immediately. Publicly thank them for handling a situation
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particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate.
Company should establish a formal recognition program, such as "employee of the month."
Responsibility:-. Employees will be more motivated to do their jobs well if they have ownership of
their
work. This requires giving employees enough freedom and power to carry out their tasks so that they
feel they "own" the result. As individuals mature in their jobs, provide opportunities for added
responsibility. Be careful, however, that simply addition of more work should not be there. Instead,
find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and
authority as well.
Advancement:-. Reward loyalty and performance with advancement. If company do not have an
open position to which to promote a valuable employee, consider giving him or her a new title that
reflects the level of work he or she has achieved. When feasible, support employees by allowing
them to pursue further education, which will make them more valuable to company’s practice
and more fulfilled professionally.
Motivation & job satisfaction is an important concept that has been receiving considerable attention
from academicians, researchers and practicing HR managers. In its essence, motivation & job
satisfaction comprises important elements such as the need or content, search & choice of
strategies, goal directed behavior, social comparison of rewards, reinforcement and performance
satisfaction.
The increasing attention paid towards motivation & job satisfaction is justified because of several
reasons.
Motivated & satisfied employees come out with new ways of doing jobs. They are quality oriented.
They are more productive. Any technology needs motivated employees to adopt it successfully.
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Motivation Techniques Adopted in Sunrise Scales
1.Financial incentives: First techniques of motivation are financial incentives as money is indicator
of success. Therefore it fulfills psychological safety and status need as people satisfy their needs by
money. Wages, salary motivates employees to perform better.
2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile
task. So the scope of job enlargement is high for the motivation of subordinates. It is also known as
horizontally leading of job.
3. Job enrichment: Under this technique jobs are made challenging and meaningful by increasing
responsibility and growth opportunities. In such technique of motivation, planning and control
responsibility are added to the job usually with less supervision and more self evaluation. It is also
called vertical leading.
4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation doesn’t
mean
hanging of their job but only the employees are rotated. By this it helps to develop the competency in
several job which helps in development of employees.
5. Participation: Participation refers to involvement of employee in planning and decision making .it
helps the employees feel that they are an asset of the organization which helps in developing ideas to
solve the problems.
6. Delegation of authority: Delegation of authority is concerned with the granting of authority to the
subordinates which helps in developing a feeling of dedication to work in an organization because it
provides the employees high morale to perform any task.
7. Quality of work life: It is the relationship between employees’ and the total working environment
of organization. It integrates employee needs and well being with improves productivity, higher job
satisfaction and great employee involvement. It ensures higher level of satisfaction.
13
8. Management by objectives: It is used as a motivation and technique for self control of
performance. By this technique superior and subordinates set goals and each individual subordinates
responsibilities clearly defined which help to explore the sill and use in the organization effectively.
9. Behavior modification: The last technique of motivation is behavior modification. It develops

positive motivation to the workers to do the work in desired behavior in order to modify behavior.
14
CHAPTER – 2
INDUSTRY & COMPANY
PROFILE
15
INDUSTRY PROFILE
Weighing scales (or weigh scales or scales) are devices to measure weight. Spring balances or spring
scales calculate weight that is the product of mass into gravity (9.807 m/s2) on the force on a spring,
whereas a balance or pair of scales using a balance beam compares masses by balancing the weight
due to the mass of an object against the weight of one or more known masses. Some of them can be
calibrated to read in units of force (weight) such as newtons instead of units of mass such as
kilograms. The balance or pair of scales using a traditional balance beam to compare masses may
read correctly for mass even if moved to a place with a different non-zero gravitational field strength.
Also, the spring balances that are designed with reading of weight (force) in mind would read
correctly for weight in a different non-zero gravitational field strength.
HINDUSTAN SCALE COMPANY
Hindustan Scale Company is one of the leading manufacturers, exporters, suppliers and
wholesalers of Electronic Weighing Scales. Offered products are highly acclaimed for qualities
such as high functionality, durability and optimum quality. Incepted in the year 1955, Hindustan
Scale Company is recognized as one of the foremost Manufacturers, Exporters, Suppliers,
Traders and Wholesalers of impeccable range such as Electronic Weighing Scales, Mechanical
Weighing Scales, Corporate Gifting Articles, Electronic Scales Spares, Mechanical Scale Spares
and Industries Served.
These products are developed by skillful professionals utilizing quality approved material which
we have sourced from certified vendors of the market. Under these categories we offer Table Top
Scales – Digital, Price Computing Scales Digital, Pocket Precision Scales, Personal Weighing
Scales Digital, Beam Scales Mechanical, Counter Scales Mechanical, Liquid Measures,
Pedestal – Mechanical, Regular Platform Scale Load Cell and Crane Weighing Scales Digital.
16
OUR MISSION
To provide the highest quality weighing solutions at the most affordable price. We have two R&D
facilities in Mumbai which continuously churn out cutting edge technologies and reliable solutions, to
make sure that every scale that comes out of our manufacturing plant has the latest technology embedded
in it.
INFRASTRUCTURE
The company today comprises of four divisions: Industrial weighing division: manufacturing/ importing
electronic weighing scales for industrial weighing as small as 0. 01 mg to heavy articles weighing upto
100 metric tons. Weigh bridge division: manufacturing road weigh bridges from 20 to 200 metric tons
QUALITY ASSURANCE
Quality is a main concern at our firm and we take all the steps to make sure that our products are at par
with industry norms. Finest quality material and other raw material of the uppermost grade are procured
by us from certified vendors who are known names in the market.
AVERY WEIGH – TRONIX
Avery Weigh-Tronix weighbridges weigh vehicles dependably and accurately, even in tough industrial
environments. As India's leading Weighbridge manufacturer, each weighbridge is built to last with a
rugged design, robust weight sensors and high quality manufacturing – all backed by industry-leading
warranty options.
17
These rugged vehicle scales can be either surface or pit mounted, depending on the location and use of the
scale. We provide a wide variety of weighbridges to suit any application; each scale is fully factory
assembled and performance tested prior to shipment.
An Avery weighbridge can be paired with a range of indicators, software and accessories for a complete
weighing and data management solution. Browse the ‘related products’ tab on each specific product page
for details.
Products
 Bench Scales
 Checkweighers
 Counting Scales
 Weight Indicators
 Forklift Truck Scales
 Load Cells / Weigh Bar
 Platform / Floor Scales
 Rail Scales
 Software Solutions
 Weighbridges
 Custom Weighing Solutions
 Salter India
Legal
 Modern Slavery Act Transparency Statement
Industries
 Chemical & Petrochemical

 Construction
 Food & Beverage
 Manufacturing
 Mining & Aggregates
 Transport & Logistics
 Waste & Recycling
 Other Industries
18
COMPANY PROFILE
SUNRISE SCALES is the manufacturer of Electronic Weighing Scales in India has been working in the
field for last 5 Years. Our Dealer / Distributor network strength in India is more than 80 dealers. Our
products are supplied to only Indian Customers. SUNRISE SCALES is the manufacturer of
Electronic Weighing Scales in India has been working in the field for last 5 Years.
Sunrise scales has its state of the art manufacturing facility at Ahmadabad, India with all Modern
Machinery and qualified trained work force. Sunrise Technology main strength is its R & D department;
where company is constantly developing new Products & improving old ones.
Services
After years of in-depth of the Electronic Weighing Scale Market company has adopted the channel
marketing model for the best penetration in targeted areas of the country.
SUNRISE SCALES is operation from its Head Office located at Ahmadabad handling the network of
more than 80 dealers located in almost all major
towns and cities of the Country. The quality of products provided by SUNRISE SCALES gives her in
- depth penetration and builds the brand apart amongst its end-users i. e, if the customer uses
SUNRISE SCALES only brand products for once; they will ask for always.
Our Products
All products offer a complete customized solution with the basic individual requirements standardized.
We are offer the most advanced technology to the market at extremely competitive prices. Our emphasis
has been on application of Load Cell technology and Process Instrumentation to address various process
problems which are so typical as well as rare for every industry. Our relentless efforts in this
directionhave earned us expertise in this area. All of our products offer an on-line documentation with
easy
computer compatibility. Also the software provided for the automation is programmed within wide range
of packages to make it compatible with the current working system of the user organization. The back-
end used gives an easy storage and manipulation of the database where as the front-end provides
attractive screens for Graphical User Interface to enter and control various parameter.
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1. Truck Scale/Truck Weigh 10.rail weightbridg
Bridge
2. Mobile Weighbridge 11.Hanging Scale
3. Tank/Hopper Scale 12.Batching
4. Weighing- in-motion 13.Rapid Loading
Scale System
5. Crane Scale 14.Conveyer Weighing
6. Pipe Weighing 15.Chek Weighed
7. Axle Scale 16. Weigh-feeder
8. Platform Scale 17.hanging scale
9. Retail Scale 18.Analytical Balance
Also make special application as per customer requirement.
Our Quality Assurance
Quality is the forte of our organization and we pay immense attention in consistent delivery of superior
quality components. To ensure flawless delivery of our components, we have designed a strict quality
management system that covers entire business activities of our organization. We continuously make
unremitting quality checks, right from the sample approvals to final dispatch at our premises to offer our
customers the best components.
We enforce our own steep quality standards at every stage – right from creating robust structural
diagrams, to sourcing the finest components, engineering the finished product, making minute quality
inspection and delivering it on schedule. Our products are quality tested at different levels, which include:
 Both, the machine are the process of fabrication are regularly checked from time to time.
 The weighing machines are checked and monitored lot wise.
 Prior to the shipment of every consignment
The products are quality tested based on the following parameters:
 Durability
 Sleek Design
 Versatile
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 Accuracy
 Corrosion Resistance
 Tensile Strengths
 User Friendly
Our Team
Our company is profoundly supported by a skilled tem that works in coordination and dedication. The
efficient team we have has made it possible to achieve maximum client satisfaction successfully till now.
With regular training, experts’ consultation and innovative ideas, we let our team keep learning ways to
deal with all sorts of issue. They have relevant expertise and immense industry experience that benefits
our company. They keep a regular tab on the market and keep us updated with the trends. Our team
comprises of the following professionals:
 Engineers
 Technician
 Quality Supervisors
 Researchers
 Marketing & sales personnel
Our Products:
Weighbridge
We manufacture high quality Weighbridges. These are mostly suitable where excavation work for
foundation is difficult or construction of pit is expensive. Since the structure is above ground level,
vehicles can approach the weighbridge only from two directions where the ramps are provided. This type
of weighbridge requires more space. Electronic Weighbridge has some unique benefits over other types of
weighbridges.
Pit Type Weighbridge
Suitable for use in areas of limited space, the PIT weighbridge is constructed with two main longitudinal
21
steel I-Beams that are braced very rigidly with more smaller I-Beams transversely bearing I beam sections
in adequate nos. and finally topped up with MS plates to complete the structure suitable for permanent
type installations .Ground level deck provides safe access for trucks and personnel.
Design Structure:
Complete all Steel structure, fabricated to form a box type Squamish grid network in semi bolted
construction covered with M.S. Plates duly ribbed, a rugged cubical web unique modular design. The
modules consists of Steel deep section main "I" Beams, which are placed longitudinally in the direction of
the traffic, which take the real weight. The load cells are mounted under these main beams. Cross 'I' beam
modules are bolted / welded crosswise, carefully fabricated in rigid box type grid work to prevent
deflection and distortion, even on overloads. Retrofit cubical web design is symmetrical axle load
bearing, where the deck plate acts as a surface skin rather than part of the load bearing structure
underneath. The sophisticated design is unmatched performance that others can only hope to emulate.
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Pitiless Weighbridges
Pitiless Weighbridges: A low profile weighbridge that is versatile and easy to install, the structure is
almost identical as the former. But because it is elevated and installed on the Ground Level, maintenance
works are far easier. However the land required for this is more as the approach ramps on both ends
are a must This type of weighbridge is particularly suitable if the site conditions are hazardous ,rocky
soil conditions also if relocation of site is anticipated.
Jewelers Scales
We are engaged in trading, wholesaling and supplying Jewelry Scales. These are the prime requisites for
any jewelers shop. We provide these scales in 2Kg to 100 Gm to provide precise measurements. These
are used widely for best results in the jewelry shops.
Our organization specializes in manufacturing and supplying a wide collection of Jewelry Scales, which
are suitable for weighing gold, silver, diamond and stock taking scales. Furthermore, these scales can be
attached to PC for transfer of weight, which is necessary for Jewelers with software POS type sales. Our
experts follow total quality management policy in each activity of our manufacturing process to offer
quality products. The wide array of products meets the individual requirement of clients in the best
possible manner.
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Features:
 Capacity ranges - 300 gms., 600 gms.,1000gm, 1200gm

 Cabinet Make from Transparent ABS
 Round SS Pan
 High Accurate Load cell for precision weighing
 Over load protection Stoppers (Transport Lock)
 Corner Over load protection (safety Lock)
 Weather & water proof tactile key pad
 Auto Zero Tracking, Power Saving function
 Smart Calibration (thru key pad)
 High Bright RED / GREEN Led display options available
 Piece Counting, CARAT Conversion is available
 Battery Back Up & Wind shield is Standard for Jewelers models
 Auto Calibration for finer accuracy
 Operating Temperature : 0° to 50° C
 Power Supply : 230 V AC ±10%, 50 Hz
Platform Scales:
Our clients can avail from us superior quality Platform Scale, which is widely used in heavy industrial
application. Apart from rugged design and toughness, the scale is known for economic operations and
accurate readings. Our clients can avail scales in numerous models, capacities and pan sizes as specified
by the clients.
Available with us Platform Scales is designed to handle heavy loads. These are highly appreciated for
their robust construction, precise reading and user-friendly features. Platform scales are widely used
in transport sector, weighing heavy machinery.
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Features:
Capacity ranges from 50 Kg. to 5000 Kg.

Standard SS Top 400 × 400, 500*500, 600*600, 750*750, 900*900, 1000*1000, 1200*1200
1500*1500 mm (MS Checkered top Optional) Also make special size as per order.
Sturdy Ms Grill for heavy & better support
Rugged / heavy MS square Pipe structure
Adjustable, shock resistant platform legs
Suitable, Programmable ABS / ms / sis Indicator
Indicator can be arranged – Separate / Attached with structure
Over load protection Stoppers (Transport Lock)
Corner Over load protection (safety Lock)
Weather & water proof tactile key pad
Auto Zero Tracking, Power Saving function
Smart Calibration (thru key pad)
High Bright RED / GREEN Led display options available
KG. / LTR. Conversion, Piece Counting
In Built Battery Back Up is Standard for all models
Dual / Triple accuracy is also available
Operating Temperature : 0° to 50° C
Power Supply : 230 V AC ±10%, 50 Hz
Mission
Adapting to a global customer community with a culturally diverse workforce
Values
Accountability – We believe in taking the responsibility for our actions and learn from failures.
Authenticity – We believe in presenting the true facts to our customers and employees.
Diversity – We believe in diversity of opinions and people.
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CHAPTER – 3
REVIEW OF LITERATURE
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INTRODUCTION TO MOTIVATION
Abraham Lincoln, until past forty, was a failure in almost all activities he undertook. When asked about
the change he said, ‘My father taught me to work but did not teach me to love my work. I hit that
accidentally, when I was past forty’. This ‘love or will to do’ (called motivation) depends on the strength
of people’s motives. Motives are the expressed needs and could be conscious or subconscious. They are
always directed towards goals.
Motivating people to perform better and thus to achieve organizational objectives has been the greatest
challenge to managers. Why do some people perform better than others? Why does the same person act
differently at different times? These and many other questions related to work performance have been
confronting managers continuously.
THE PROCESS OF MOTIVATION
The process of motivation starts with the need which may be the perception of deficiency in an individual.
For example, an employee in the organization considers the need for higher pay, more challenging work,
for time off etc. These needs influence the thought processes of employee that directs him to satisfy the
needs by adopting a particular pattern of action. In case the selected course of action of an employee leads
him towards expected results in the form of reward than he will definitely be motivated by the similar
reward to give the same performance in the future. On the other hand, if the anticipated rewards are not
resulted by adopting a certain line of action, then the employee would not be likely to repeat his behavior.
So the rewards of certain action, act as a feedback mechanism that supports the employee to evaluate the
consequences when he is considering his future action.
FUNDAMENTAL PHASES – PROCESS OF MOTIVATION
Following are the basic phases of the process of motivation.
1. Need Identification
In the first phase of the process of motivation is the employee feels certain need that is unsatisfied &
hence he identifies that need. Then the unfulfilled need stimulates the employee to search certain goal by
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creating tension in him. This tension acts as driving force for the accomplishment of the set goals which
can satisfy the tension creating need.
2. Exploring Ways to Fulfill the Need
In this phase of the process of motivation, different alternative ways are explored that can satisfy the
unsatisfied need that is identified in the first phase. In fact the unsatisfied need stimulates the thought
processes of the employee that direct him to adopt a certain course of action.
3. Selecting Goals
In the third phase of the process of motivation, the goals are selected on the basis of identifying needs and
alternative course of actions.
4. Performance of Employee
In the fourth phase of Motivation Process, the identified need stimulates the employees perform in a
certain way that has already been considered by him. So the employee performs certain course of action
to the satisfaction of unsatisfied need.
5. Rewards/Punishments as Consequences of Performance:
If the consequences of the particular course of action followed by an employee are in the form of rewards,
then the employee would be motivated to perform the same level of efforts for acquisition of similar
rewards in future. Whereas when the anticipated results of the actions of an employee lack the rewards,
then he would not be willing to repeat his behavior in the future.
6. Reassessment of Deficiencies of Need
When an employee feels satisfaction for his certain unsatisfied need through the rewards of a certain line
of action, then he again reassesses any further unsatisfied need and resultantly the whole process is
repeated again.
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THEORIES OF MOTIVATION
Maslow’s Hierarchy of Needs
Abraham Maslow is among the most prominent psychologists of the twentieth century. His hierarchy of
needs is an image familiar to most business students and managers. The theory is based on a simple
premise: Human beings have needs that are hierarchically ranked.Maslow, A. H. (1943). A theory of
human motivation. Psychological Review, 50, 370–396; Maslow, A. H. (1954). Motivation and
personality. New York: Harper. There are some needs that are basic to all human beings, and in their
absence nothing else matters. As we satisfy these basic needs, we start looking to satisfy higher order
needs. In other words, once a lower level need is satisfied, it no longer serves as a motivator.
Maslow’s Hierarchy of Needs
The most basic of Maslow’s needs are physiological needs. Physiological needs refer to the need for food,
water, and other biological needs. These needs are basic because when they are lacking, the search for
them may overpower all other urges. Imagine being very hungry. At that point, all your behavior may be
directed at finding food. Once you eat, though, the search for food ceases and the promise of food no
longer serves as a motivator. Once physiological needs are satisfied, people tend to become concerned
about safety needs. Are they free from the threat of danger, pain, or an uncertain future? On the next level
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up, social needs refer to the need to bond with other human beings, be loved, and form lasting attachments
with others. In fact, attachments, or lack of them, are associated with our health and well-
being.Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments
as a fundamental human motivation. Psychological Bulletin, 117, 497–529. The satisfaction of social
needs makes esteem needs more salient. Esteem need refers to the desire to be respected by one’s peers,
feel important, and be appreciated. Finally, at the highest level of the hierarchy, the need for self-
actualization refers to “becoming all you are capable of becoming.” This need manifests itself by the
desire to acquire new skills, take on new challenges, and behave in a way that will lead to the attainment
of one’s life goals.
Maslow was a clinical psychologist, and his theory was not originally designed for work settings. In fact,
his theory was based on his observations of individuals in clinical settings; some of the individual
components of the theory found little empirical support. One criticism relates to the order in which the
needs are ranked. It is possible to imagine that individuals who go hungry and are in fear of their lives
might retain strong bonds to others, suggesting a different order of needs. Moreover, researchers failed to
support the arguments that once a need is satisfied it no longer serves as a motivator and that only one
need is dominant at a given time.Neher, A. (1991). Maslow’s theory of motivation: A critique. Journal of
Humanistic Psychology, 31, 89–112; Rauschenberger, J., Schmitt, N., & Hunter, J. E. (1980). A test of the
need hierarchy concept by a Markov model of change in need strength. Administrative Science
Quarterly, 25, 654–670.
Despite the lack of strong research support, Maslow’s theory found obvious applications in business
settings. Understanding what people need gives us clues to understanding them. The hierarchy is a
systematic way of thinking about the different needs employees may have at any given point and explains
different reactions they may have to similar treatment. An employee who is trying to satisfy esteem needs
may feel gratified when her supervisor praises an accomplishment. However, another employee who is
trying to satisfy social needs may resent being praised by upper management in front of peers if the praise
sets the individual apart from the rest of the group.
How can an organization satisfy its employees’ various needs? In the long run, physiological needs may
be satisfied by the person’s paycheck, but it is important to remember that pay may satisfy other needs
such as safety and esteem as well. Providing generous benefits that include health insurance and
company-sponsored retirement plans, as well as offering a measure of job security, will help satisfy safety
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needs. Social needs may be satisfied by having a friendly environment and providing a workplace
conducive to collaboration and communication with others. Company picnics and other social get-
togethers may also be helpful if the majority of employees are motivated primarily by social needs (but
may cause resentment if they are not and if they have to sacrifice a Sunday afternoon for a company
picnic). Providing promotion opportunities at work, recognizing a person’s accomplishments verbally or

through more formal reward systems, and conferring job titles that communicate to the employee that one
has achieved high status within the organization are among the ways of satisfying esteem needs. Finally,
self-actualization needs may be satisfied by the provision of development and growth opportunities on or
off the job, as well as by work that is interesting and challenging. By making the effort to satisfy the
different needs of each employee, organizations may ensure a highly motivated workforce.
ERG Theory
ERG theory includes existence, relatedness, and growth.
Source: Based on Alderfer, C. P. (1969). An empirical test of a new theory of human

needs. Organizational Behavior and Human Performance, 4, 142–175.
ERG theory, developed by Clayton Alderfer, is a modification of Maslow’s hierarchy of needs.Alderfer,

C. P. (1969). An empirical test of a new theory of human needs. Organizational Behavior and Human
Performance, 4, 142–175. Instead of the five needs that are hierarchically organized, Alderfer proposed
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that basic human needs may be grouped under three categories, namely, existence, relatedness, and
growth.
Existence corresponds to Maslow’s physiological and safety needs, relatedness corresponds to social
needs, and growth refers to Maslow’s esteem and self-actualization.
ERG theory’s main contribution to the literature is its relaxation of Maslow’s assumptions. For example,
ERG theory does not rank needs in any particular order and explicitly recognizes that more than one need
may operate at a given time. Moreover, the theory has a “frustration-regression” hypothesis suggesting
that individuals who are frustrated in their attempts to satisfy one need may regress to another. For
example, someone who is frustrated by the growth opportunities in his job and progress toward career
goals may regress to relatedness need and start spending more time socializing with coworkers. The
implication of this theory is that we need to recognize the multiple needs that may be driving individuals
at a given point to understand their behavior and properly motivate them.
Two-Factor Theory
Frederick Herzberg approached the question of motivation in a different way. By asking individuals what
satisfies them on the job and what dissatisfies them, Herzberg came to the conclusion that aspects of the
work environment that satisfy employees are very different from aspects that dissatisfy them.Herzberg, F.,
Mausner, B., & Snyderman, B. (1959). The motivation to work. New York: John Wiley; Herzberg, F.
(1965). The motivation to work among Finnish supervisors. Personnel Psychology, 18, 393–
402. Herzberg labeled factors causing dissatisfaction of workers as “hygiene” factors because these
factors were part of the context in which the job was performed, as opposed to the job itself. Hygiene
factors included company policies, supervision, working conditions, salary, safety, and security on the job.
To illustrate, imagine that you are working in an unpleasant work environment. Your office is too hot in
the summer and too cold in the winter. You are being harassed and mistreated. You would certainly be
miserable in such a work environment. However, if these problems were solved (your office temperature
is just right and you are not harassed at all), would you be motivated? Most likely, you would take the
situation for granted. In fact, many factors in our work environment are things that we miss when they are
absent but take for granted if they are present.
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In contrast, motivators are factors that are intrinsic to the job, such as achievement, recognition,
interesting work, increased responsibilities, advancement, and growth opportunities. According to
Herzberg’s research, motivators are the conditions that truly encourage employees to try harder.
The two-factor theory of motivation includes hygiene factors and motivators.
Sources: Based on Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work. New
York: John Wiley and Sons; Herzberg, F. (1965). The motivation to work among Finnish
supervisors. Personnel Psychology, 18, 393–402.
Herzberg’s research is far from being universally accepted.Cummings, L. L., & Elsalmi, A. M. (1968).
Empirical research on the bases and correlates of managerial motivation. Psychological Bulletin, 70, 127–
144; House, R. J., & Wigdor, L. A. (1967). Herzberg’s dual-factor theory of job satisfaction and
motivation: A review of the evidence and a criticism. Personnel Psychology, 20, 369–389. One criticism
relates to the primary research methodology employed when arriving at hygiene versus motivators. When
people are asked why they are satisfied, they may attribute the causes of satisfaction to themselves,
whereas when explaining what dissatisfies them, they may blame the situation. The classification of the
factors as hygiene or motivator is not that simple either. For example, the theory views pay as a hygiene
factor. However, pay may have symbolic value by showing employees that they are being recognized for
their contributions as well as communicating that they are advancing within the company. Similarly, the
quality of supervision or the types of relationships employees form with their supervisors may determine
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whether they are assigned interesting work, whether they are recognized for their potential, and whether
they take on more responsibilities.
Despite its limitations, the theory can be a valuable aid to managers because it points out that improving
the environment in which the job is performed goes only so far in motivating employees. Undoubtedly,
contextual factors matter because their absence causes dissatisfaction. However, solely focusing on
hygiene factors will not be enough, and managers should also enrich jobs by giving employees
opportunities for challenging work, greater responsibilities, advancement opportunities, and a job in which
their subordinates can feel successful.
Acquired-Needs Theory
Among the need-based approaches to motivation, David McClelland’s acquired-needs theory is the one
that has received the greatest amount of support. According to this theory, individuals acquire three types
of needs as a result of their life experiences. These needs are the need for achievement, the need for
affiliation, and the need for power. All individuals possess a combination of these needs, and the dominant
needs are thought to drive employee behavior.
McClelland used a unique method called the Thematic Apperception Test (TAT) to assess the dominant
need.Spangler, W. D. (1992). Validity of questionnaire and TAT measures of need for achievement: Two
meta-analyses. Psychological Bulletin, 112, 140–154. This method entails presenting research subjects an
ambiguous picture asking them to write a story based on it. Take a look at the following picture. Who is
this person? What is she doing? Why is she doing it? The story you tell about the woman in the picture
would then be analyzed by trained experts. The idea is that the stories the photo evokes would reflect how
the mind works and what motivates the person.
If the story you come up with contains themes of success, meeting deadlines, or coming up with brilliant
ideas, you may be high in need for achievement. Those who have high need for achievement have a strong
need to be successful. As children, they may be praised for their hard work, which forms the foundations
of their persistence.Mueller, C. M., & Dweck, C. S. (1998). Praise for intelligence can undermine
children’s motivation and performance. Journal of Personality and Social Psychology, 75, 33–52. As
adults, they are preoccupied with doing things better than they did in the past. These individuals are
constantly striving to improve their performance. They relentlessly focus on goals, particularly stretch
goals that are challenging in nature.Campbell, D. J. (1982). Determinants of choice of goal difficulty
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level: A review of situational and personality influences. Journal of Occupational Psychology, 55, 79–
95. They are particularly suited to positions such as sales, where there are explicit goals, feedback is
immediately available, and their effort often leads to success. In fact, they are more attracted to
organizations that are merit-based and reward performance rather than seniority. They also do particularly
well as entrepreneurs, scientists, and engineers.Harrell, A. M., & Stahl, M. J. (1981). A behavioral
decision theory approach for measuring McClelland’s trichotomy of needs. Journal of Applied
Psychology, 66, 242–247; Trevis, C. S., & Certo, S. C. (2005). Spotlight on entrepreneurship. Business
Horizons, 48, 271–274; Turban, D. B., & Keon, T. L. (1993). Organizational attractiveness: An
interactionist perspective. Journal of Applied Psychology, 78, 184–193.
Are individuals who are high in need for achievement effective managers? Because of their success in
lower level jobs where their individual contributions matter the most, those with high need for
achievement are often promoted to higher level positions.McClelland, D. C., & Boyatzis, R. E. (1982).
Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67,
737–743. However, a high need for achievement has significant disadvantages in management positions.
Management involves getting work done by motivating others. When a salesperson is promoted to be a
sales manager, the job description changes from actively selling to recruiting, motivating, and training
salespeople. Those who are high in need for achievement may view managerial activities such as
coaching, communicating, and meeting with subordinates as a waste of time and may neglect these
aspects of their jobs. Moreover, those high in need for achievement enjoy doing things themselves and
may find it difficult to delegate any meaningful authority to their subordinates. These individuals often
micromanage, expecting others to approach tasks a particular way, and may become overbearing bosses
by expecting everyone to display high levels of dedication.McClelland, D. C., & Burnham, D. H. (1976).
Power is the great motivator. Harvard Business Review, 25, 159–166.
If the story you created in relation to the picture you are analyzing contains elements of making plans to
be with friends or family, you may have a high need for affiliation. Individuals who have a high need for
affiliation want to be liked and accepted by others. When given a choice, they prefer to interact with
others and be with friends.Wong, M. M., & Csikszentmihalyi, M. (1991). Affiliation motivation and daily
experience: Some issues on gender differences. Journal of Personality and Social Psychology, 60, 154–
164. Their emphasis on harmonious interpersonal relationships may be an advantage in jobs and
occupations requiring frequent interpersonal interaction, such as a social worker or teacher. In managerial
positions, a high need for affiliation may again serve as a disadvantage because these individuals tend to
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be overly concerned about how they are perceived by others. They may find it difficult to perform some
aspects of a manager’s job such as giving employees critical feedback or disciplining poor performers.
Thus, the work environment may be characterized by mediocrity and may even lead to high performers
leaving the team.
Finally, if your story contains elements of getting work done by influencing other people or desiring to
make an impact on the organization, you may have a high need for power. Those with a high need for
power want to influence others and control their environment. A need for power may in fact be a
destructive element in relationships with colleagues if it takes the form of seeking and using power for
one’s own good and prestige. However, when it manifests itself in more altruistic forms such as changing
the way things are done so that the work environment is more positive, or negotiating more resources for
one’s department, it tends to lead to positive outcomes. In fact, the need for power is viewed as an
important trait for effectiveness in managerial and leadership positions.McClelland, D. C., & Burnham, D.
H. (1976). Power is the great motivator. Harvard Business Review, 25, 159–166; Spangler, W. D., &
House, R. J. (1991). Presidential effectiveness and the leadership motive profile. Journal of Personality
and Social Psychology, 60, 439–455; Spreier, S. W. (2006). Leadership run amok. Harvard Business
Review, 84, 72–82.
McClelland’s theory of acquired needs has important implications for the motivation of employees.
Managers need to understand the dominant needs of their employees to be able to motivate them. While
people who have a high need for achievement may respond to goals, those with a high need for power
may attempt to gain influence over those they work with, and individuals high in their need for affiliation
may be motivated to gain the approval of their peers and supervisors. Finally, those who have a high drive
for success may experience difficulties in managerial positions, and making them aware of common
pitfalls may increase their effectiveness.
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CHAPTER -4
RESEARCH METHODOLOGY
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Research Methodology
Every organization has to face certain problems pertaining to their daily functioning. These problems call
for an effective thinking on the part of academician to find out a valid & reliable solution. Hence it
becomes not only desirable to carry out a well-planned research in the area asking for effective solutions.
This calls for a well-planned research methodology so that the problematic areas could be well identified
& causes if any, be known and solved. This research is particularly carried out at Sunrise Technology
Scales, Ahmadabad on factors affecting motivation & job satisfaction.
Research
Research comprises "creative and systematic work undertaken to increase the stock of knowledge,
including knowledge of humans, culture and society, and the use of this stock of knowledge to devise new
applications."[1] It is used to establish or confirm facts, reaffirm the results of previous work, solve new or
existing problems, support theorems, or develop new theories. A research project may also be an
expansion on past work in the field. Research projects can be used to develop further knowledge on a
topic, or in the example of a school research project, they can be used to further a student's research
prowess to prepare them for future jobs or reports. To test the validity of instruments, procedures, or
experiments, research may replicate elements of prior projects or the project as a whole. The primary
purposes of basic research (as opposed to applied research) are documentation, discovery, interpretation,
or the research and development (R&D) of methods and systems for the advancement of human
knowledge. Approaches to research depend on epistemologies, which vary considerably both within and
between humanities and sciences. There are several forms of research: scientific, humanities, artistic,
economic, social, business, marketing, practitioner research, life, technological, etc.
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Research Methods/Types of Research
 1 Basic research
 2 Applied Research
 3 Problem oriented research
 4 Problem solving
 5 Quantitative Research
 6 Qualitative Research
Basic Research
This research is conducted largely for the enhancement of knowledge, and is research which does not
have immediate commercial potential. The research which is done for human welfare, animal welfare
and plant kingdom welfare. It is called basic, pure, fundamental research. The main motivation here is
to expand man's knowledge, not to create or invent something. According to Travers, “Basic Research
is designed to add to an organized body of scientific knowledge and does not necessarily produce
results of immediate practical value.” Such a research is time and cost intensive (Example: A
experimental research that may not be or will be helpful in the human progress). It is used to solve a
problem by adding to the field of application of a discipline.
Applied Research
Applied research is designed to solve practical problems of the modern world, rather than to acquire
knowledge for knowledge's sake. The goal of applied research is to improve the human condition. It
focuses on analysis and solving social and real life problems. This research is generally conducted on
a large scale basis and is expensive. As such, it is often conducted with the support of some financing
agency like the national government, public corporation, World Bank, UNICEF, UGC, Etc. According
to Hunt, “applied research is an investigation for ways of using scientific knowledge to solve practical
problems” for example:- improve agriculture crop production, treat or cure a specific disease, improve
the energy efficiency of homes, offices, how can communication among workers in large companies
be improved.
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Problem Oriented Research
Research is done by industry apex body for sorting out problems faced by all the companies. Eg:- WTO
does problem oriented research for developing countries, in India agriculture and processed food export
development authority (APEDA) conduct regular research for the benefit of agri-industry.
• As the name indicates, Problem identifying researches are undertaken to know the exact nature of
problem that is required to be solved.
• Here, one clarification is needed when we use the term ‘Problem’, it is not a problem in true sense. It is
usually a decision making dilemma or it is a need to tackle a particular business situation.
• It could be a difficulty or an opportunity.
For e.g.:-Revenue of Mobile company has decreased by 25% in the last year. The cause of the problem
can be any one of the following:
• Poor quality of the product.• Lack of continuous availability. • Not so effective advertising campaign
• High price.• Poor caliber / lack of motivation in sales people/marketing team.• Tough competition from
imported brands. • Depressed economic conditions
• In the same case, suppose the prime cause of problem is poor advertising campaign & secondary cause
is higher pricing.• To tackle the problem of poor advertising, we have to answer questions like, what can
be the new advertising campaign, who can be the brand ambassador, which media, which channel, at what
time & during which programmed advertisements will be broadcast.
Problem Solving
This type of research is done by an individual company for the problem faced by it. Marketing research
and market research are the applied research. For eg:- videocon international conducts research to study
customer satisfaction level, it will be problem solving research. In
short, the main aim of problem solving research is to discover some solution for some pressing practical
problem.
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Quantitative Research
This research is based on numeric figures or numbers. Quantitative Research aims to measure the quantity
or amount and compares it with past records and tries to project for future period. In social sciences,
“quantitative research refers to the systematic empirical investigation of quantitative properties and
phenomena and their relationships”. The objective of quantitative research is to develop and employ
mathematical models, theories or hypothesis pertaining to phenomena.
The process of measurement is central to quantitative research because it provides fundamental

connection between empirical observation and mathematical expression of quantitative relationships.
Statistics is the most widely used branch of mathematics in quantitative research. Statistical methods are
used extensively with in fields such as economics and commerce.
In sum, the research using the normative approach conducts why may be called quantitative research as
the inferences from it are largely based on quantitative data. Moreover, objectivity is the primary guard so
that the research may be replicated by others, if necessary.
Qualitative Research
Qualitative research presents non-quantitative type of analysis. Qualitative research is collecting,

analyzing and interpreting data by observing what people do and say. Qualitative research refers to the
meanings, definitions, characteristics, symbols, metaphors, and description of things. Qualitative research
is much more subjective and uses very different methods of collecting information, mainly individual, in-
depth interviews and focus groups.
The nature of this type of research is exploratory and open ended. Small number of people is interviewed
in depth and or a relatively small number of focus groups are conducted. Qualitative research can be
further classified in the following type.
I. Phenomenology:-a form of research in which the researcher attempts to understand how one or more
individuals experience a phenomenon. Eg:-we might interview 20 victims of Bhopal tragedy.
II. Ethnography:- this type of research focuses on describing the culture of a group of people. A culture is
the shared attributes, values, norms, practices, language, and material things of a group of people. E.g.:-
the researcher might decide to go and live with the tribal in Andaman island and study the culture and the
educational practices.
III. Case study:-is a form of qualitative research that is focused on providing a detailed account of one or
more cases. Eg:-we may study a classroom that was given a new curriculum for technology use.
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IV. Grounded theory:- it is an inductive type of research, based or grounded in the observations of data
from which it was developed; it uses a variety of data sources, including quantitative data, review of
records, interviews, observation and surveys
V. Historical research:-it allows one to discuss past and present events in the context of the present
condition, and allows one to reflect and provide possible answers to current issues and problems. E.g.:-the
lending pattern of business in the 19th century.
In addition to the above, we also have the descriptive research. Fundamental research, of which this is
based on establishing various theories
Also the research is classified into:
1. Descriptive research
2. Analytical research
3. Fundamental research
4. Conceptual research
5. Empirical research
6. One time research or longitudinal research
7. Field-setting research or laboratory research or simulation research
8. Clinical or diagnostic research
9. Exploratory research
Research Process
Dissertation markers expect the explanation of research process to be included in Methodology chapter. A
typical research process comprises the following stages:
1. Selecting the research area. You are expected to state that you have selected the research area due to
professional and personal interests in the area and this statement must be true. The importance of this first
stage in the research process is often underestimated by many students. If you find research area and
research problem that is genuinely interesting to you it is for sure that the whole process of writing your
dissertation will be much easier. Therefore, it is never too early to start thinking about the research area
for your dissertation.
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2. Formulating, Research aim, Objectives and Research questions or developing hypothesis, The
choice between the formulation of research questions and the development of hypotheses depends on
your research approach as it is discussed further below in more details. Appropriate research aims and
objectives or hypotheses usually result from several attempts and revisions and these need to be
mentioned in Methodology chapter. It is critically important to get your research questions or hypotheses
confirmed by your supervisor before moving forward with the work.
3. Conducting the literature review. Literature review is usually the longest stage in the research
process. Actually, the literature review starts even before the formulation of research aims and objective;
because you have to check if exactly the same research problem has been addressed before. Nevertheless,
the main part of the literature review is conducted after the formulation of research aim and objectives.
You have to use a wide range of secondary data sources such as books, newspapers, magazines, journals,
online articles etc.
4. Selecting methods of data collection. Data collection method(s) need to be selected on the basis of
critically analyzing advantages and disadvantages associated with several alternative data collection
methods. In studies involving primary data collection, in-depth discussions of advantages and
disadvantages of selected primary data collection method(s) need to be included in methodology.
5. Collecting the primary data. Primary data collection needs to be preceded by a great level of
preparation and pilot data collection may be required in case of questionnaires. Primary data collection is
not a compulsory stage for all dissertations and you will skip this stage if you are conducting a desk-based
research.
6. Data analysis. Analysis of data plays an important role in the achievement of research aim and
objectives. Data analysis methods vary between secondary and primary studies, as well as, between
qualitative and quantitative studies.
7. Reaching conclusions. Conclusions relate to the level of achievement of research aims and objectives.
In this final part of your dissertation you will have to justify why you think that research aims and
objectives have been achieved. Conclusions also need to cover research limitations and suggestions for
future research.
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8. Completing the research. Following all of the stages described above, organizing separate chapters
into one file leads to the completion of the first draft. The first draft of your dissertation needs to be
prepared at least one month before the submission deadline. This is because you will need to have
sufficient amount of time to address feedback of your supervisor.
OBJECTIVE OF THE STUDY
The objective of the report is to study the factors which lead to job satisfaction & helps in motivating
employees in the Sunrise Technology Scales.
The objective is subdivided into two parts:
1. To find out the dominant hygiene factor which prevents dissatisfaction among employees
2. To find out the dominant motivator, which motivate employees in the organization?
RESEARCH DESIGN
This is a diagnostic type of research. Survey method is adopted using questionnaire with appropriate
scaling techniques. The survey was done on two grades of employees dealing with the general
administration of the organization. These two grades are:
1. Managers
2. Supervisors
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Questionnaire method has been adopted to collect primary data. The questionnaire for conducting the
research process has the following features:
Close ended: The questionnaire prepared is close ended so that the employees will be comfortable enough
to provide the precise information as required. The close-ended question gave the five degree freedom for
expressing their satisfaction or consent over a particular question expressed numerically as 1, 2,3,4,5.
1: corresponds to Strongly Disagree

2: corresponds to Disagree
3: corresponds to Neither agree nor disagree
4: corresponds to Agree
5: corresponds to Strongly Agree
SOURCES OF DATA
Collection of data is an essential part of the project, as it constitutes the foundation of the statistical
analysis and interpretation. Thus it forms the initial step of any project. A sample of 74 employees was
taken comprising the managers & supervisors of the organization. Out of which 44 are managers & 30 are
supervisors. After collection of the required data from all sources, analysis was done and the problems
were identified.
Recommendations and suggestions in respect to the problems identified have been give
ANALYSIS OF DATA
Data analysis is a primary component of data mining and Business Intelligence (BI) and is key to gaining
the insight that drives business decisions. Organizations and enterprises analyze data from a multitude of
sources using Big Data management solutions and customer experience management solutions that utilize
data analysis to transform data into actionable insights.
45
VARIOUS METHOD OF DATA COLLECTION
Depending on the source, statistical data are classified under two categories:
Primary Data: Primary data are obtained by a study specifically designed to fulfill the data needs of the
problem at hand. Such data are original in character and are generated in large no. of survey conducted
with a sample.
Secondary Data: These data are not originally collected but rather obtained from published or unpublished
source
Sample size
Sample size:- Sample size determination is the act of choosing the number of observations or replicates
to include in a statistical sample. The sample size is an important feature of any empirical study in which
the goal is to make inferences about a population from a sample.
SAMPLE SELECTION
Sample selection is a very important but sometimes underestimated part of a research study. Sampling
theory describes two sampling domains: probability and nonprobability. Probability samples contain some
type of randomization and consist of simple, stratified, systematic, cluster, and sequential types.
Nonprobability samples lack randomization and consist of convenience or accidental, purposive, quota,
volunteer, and expert types. The primary distinction between the two domains is that the probability
sampling study findings can be generalized to the target population while the nonprobability sampling
study findings can only be generalized to the institution where the sample was studied.
46
LIMITATIONS OF THE STUDY
 This might be possible that people would have been bit biased on one side so would have given
actual picture.
 The outcome cannot be generalized for whole region as this study was conducted in Ahmadabad
only.
 Due to the shortage of time, the sample size of the respondent was kept 50, which is very small to find
accurate results.
 Employers ignore trainees who came for research.
 Every employee has own feeling about strategies therefore it is difficult to find which strategies are
more motivating.
47
CHAPTER -5
DATA ANALYSIS & DATA
INTEPRETATION
48
DATA ANALYSIS & INTERPRETATION
The response of managers and supervisors has been encoded objectively in form of questionnaire, which
gives the freedom to the employees to choose the appropriate grade to be given to different dimensions of
the problems covered through questionnaire. Thus through questionnaire method it becomes easy to
represent the view of employee qualitatively and also helps to choose the parameter which mostly affects
the job satisfaction and motivation.
Although the total number of statement covering different aspects of job satisfaction and motivation is 30
but it has been divided into 2 parts and used for different purpose separately.
Part one contains questions from 1 to15 of hygiene factors and part two contains questions from 16 to 30
of motivators.
However before going for comprehensive analysis on the findings, it is better to have a look separately
over different dimensions taken for assessing job satisfaction and motivation. The interpretation of
different dimensions according to their response can be depicted as follows:
General information before analysis

Number of managers surveyed = 44
Number of supervisors surveyed = 30
Physical meaning of the different responses used

1 means strongly disagree
2 means disagree
3 means neither agree nor disagree
4 means agree
5 means strongly agree
49
DIMENSIONWISE ANALYSIS
DIMENSION -1: COMPANY & ADMINISTRATIVE POLICIES
Managers 3.1 2.5 3.3

Supervisors 3.8 3.1 3.9
COMPARISON ON MEANS OF EACH

STATEMENT OF COMPANY &
ADMINISTRATIVE POLICIES
4.5
3.5
2.5
Managers
2 Supervisors
1.5
0.5
0
Statement1 Statement2 Statement3
Data Analysis & Interpretation:
From the above graph & data we can interpret that supervisors are more concerned about company &
administrative policies in comparison to managers. Managers & supervisors both strongly agree on the
statement that policies are revised timely in this organization. But they disagree with the statement that
employees contribute equally while making policies.
50
DIMENSION – 2: SUPERVISION

COMPARISON ON MEANS
OF EACH STATEMENT OF
SUPERVISION
4.5
3.5
2.5
Managers
2 Supervisors
1.5
0.5
0
We can interpret that supervisors & managers both are almost equally concerned about the supervision.
As both managers & supervisors agrees that supervisors use positive feedback in this organization. This
shows that employees are given positive feedback which helps them to improve. But they disagree that
practice of supervision has a consistent, timely & fair method for evaluating individual performance.
51
DIMENSION – 3: SALARY

COMPARISON ON MEANS OF
EACH STATEMENT OF
SALARY
3.5
2.5
2 Managers
Supervisors
1.5
0.5
0
The above bar graph is representing that managers and supervisors both agrees that the organization have
the clear policies related to salary, raises and bonuses. From the above data it can be interpreted that
supervisors agrees that they are being paid fairly but mangers are not so much agree with this statement.
52
DIMENSION – 4: INTERPERSONAL RELATIONS
COMPARISON ON MEANS OF
EACH STATEMENT OF
INTERPERSONAL RELATIONS
3.5
2.5
2 Managers
Supervisors
1.5
0.5
0
As the above graph shows that managers and supervisors have difference in opinion for interpersonal
relations. Managers strongly agree with the statement that individuals have opportunities to socialize with
one another during the workday. But supervisors strongly agree on the statement that everyone have a
sense of companionship and teamwork. But both managers & supervisors think the same about the
statement that people who have good interpersonal skills are disruptive.
53
DIMENSION – 5: WORKING CONDITIONS


STATEMENT OF WORKING CONDITIONS
4.2
4.1
3.9
3.8
Managers
3.7 Supervisors
3.6
3.5
3.4
3.3
By seeing the above bar diagram & data we can interpret that managers believe that office conditions are
comfortable in this organisation. But on the other hand supervisors strongly believe that working
condition facilities are clean and up to date. But supervisors agree more than mangers that adequate
personal space is given to every individual.
54
DIMENSION – 6: WORK ITSELF


STATEMENT OF WORK ITSELF
4.5
3.5
2.5 Managers
Supervisors
2
1.5
0.5
0
statement1 statement2 statement3
The above graph represents that managers and supervisors both highly agree that they get opportunity to
look ways to stream line process and make, themselves more efficient. But they don’t agree with the
statement that employees perceive their work is meaningful.
55
DIMENSION – 7: ACHIEVEMENT

COMPARISON ON MEANS
ACHIEVEMENT
4.5
3.5
2.5
Managers
2 Supervisors
1.5
0.5
0
It can be interpreted that managers and supervisors have the same views for achievement. Both managers
& supervisors agree that individual have clear, achievable goals & standards for their positions but
supervisors agrees more on this statement than managers. But they also believe that individuals did not
get regular timely feedback on how they are doing.
56
DIMENSION- 8: RECOGNITION

COMPARISON ON MEANS
OF EACH STATEMENT
OF RECOGNITION
4.5
3.5
2.5
Managers
2 Supervisors
1.5
0.5
0
This graph shows that on this dimension managers and supervisors they both have almost same views. As
we can see that the difference between the means of managers and supervisors is very little. Managers and
supervisor strongly agree with the statement 3 which shows that organisation recognizes contributions
made by individuals by formal programs such as Kaizen.
57
DIMENSIONS- 9: RESPONSIBILITY
COMPARISON ON MEANS
RESPONSIBILITY
3.5
2.5
2 Managers
Supervisors
1.5
0.5
0
From the above data it can interpreted that employees perceive that they have ownership of their work
and opportunities are provided to employees for added responsibilities, as they both agree on the
statements 1&3. But disagree that employees get sufficient freedom and authority.
58
DIMENSION – 10: ADVANCEMENT

COMPARISON ON MEANS
ADVANCEMENT
4.5
3.5
2.5 Managers
Supervisors
2
1.5
0.5
0
It can be interpreted that employee’s continuing education and personal growth is supported in this
organization, as managers & supervisors strongly agree with the statement 3. Managers disagree with the
statement that individual gets reward for their performance. But supervisors disagree with the statement
that employees are promoted from within the organization, when appropriate.
59
OVERALL ANALYSIS
BAR GRAPH MEANS OF HYGIENE FACTORS
4.5
3.5
3
Company Policies
2.5 Supervision
Salary
2
Interpersonal Relations
1.5
Working Conditions
1
0.5
0
HYGIENE FACTORS
This graph is showing that the dominant and lacking hygiene factor is working conditions and
interpersonal relations (team work) respectively.
60
OVERALL ANALYSIS
BAR GRAPH MEANS OF MOTIVATORS
3.9
3.8
3.7
Work Itself
3.6 Achievement
Recognition
3.5
Responsibility
3.4
Advancement
3.3
3.2
3.1
MOTIVATORS
This graph is showing that the dominant and lacking motivator in is work itself and responsibility
respectively.
61
GRADEWISE ANALYSIS
BAR GRAPH MEANS OF HYGIENE FACTORS OF MANAGERS
3.5
2.5 Company Policies

Supervision
2
Salary
1.5 Interpersonal Relations
Working Conditions
1
0.5
0
HYGIENE FACTORS
This bar diagram is representing the dominant and lacking hygiene factor for managers is working
conditions and company and administrative policies respectively.
62
GRADEWISE ANALYSIS
BAR GRAPH MEANS OF MOTIVATORS OF MANAGERS
4.5
3.5
3
Work Itself
2.5 Achievement
Recognition
2
Resposibility
1.5
Advancement
1
0.5
0
MOTIVATORS
This bar diagram is showing that the dominant and lacking motivator for managers is work itself and
responsibility respectively.
63
GRADEWISE ANALYSIS
BAR GRAPH MEANS OF HYGIENE FACTORS OF SUPERVISORS
4.5
3.5
3
Company Policies
2.5 Supervision
Salary
2
1.5
Working Conditions
1
0.5
0
HYGIENE FACTORS
This bar diagram is showing that the dominant and lacking hygiene factor for supervisors is working
conditions and interpersonal relations respectively.
64
GRADEWISE ANALYSIS
BAR GRAPH MEANS OF MOTIVATORS OF SUPERVISORS
4.2
4.1
3.9
Work Itself
3.8 Achievement
Recognition
3.7
Responsibility
3.6
Advacement
3.5
3.4
3.3
MOTIVATORS
This bar diagram is showing that the dominant and lacking motivator for supervisors is work itself and
65
YEARS IN KEC WISE ANALYSIS
BAR GRAPH OF HYGIENE FACTORS

ON NO. OF YEARS WISE 1 TO 8 YEARS
3.5
2.5 Company Policies

Supervision
2
Salary
1.5 Interpersonal Relations
Working Conditions
1
0.5
0
HYGIENE FACTORS
This bar diagram is showing that the dominant and lacking hygiene factor is working condition and salary
respectively.
66
BAR GRAPH OF MOTIVATORS ON NO.

OF YEARS WISE 1 TO 8 YEARS
3.9
3.8
3.7
3.6
Work Itself
3.5
Achievement
3.4
Recognition
3.3 Responsibility
3.2 Advancement
3.1
2.9
MOTIVATORS
This bar diagram is showing that the dominant and lacking motivator is work itself and achievement
resepectively
67

ON NO. OF YEARS WISE 9 TO 16
YEARS
2.6
2.5
2.4
Company Policies
2.3 Supervision
Salary
2.2
2.1 Working Conditions
1.9
HYGIENE FACTORS
This bar diagram is showing that the dominant and lacking hygiene factor is working conditions and
company and administrative policies respectively.
68
BAR GRAPH OF MOTIVATORS ON

NO. OF YEARS WISE 9 TO 16
YEARS
2.5
2.45
2.4
2.35
Work itself
2.3
Achievement
2.25
Recognition
2.2 Responibility
2.15 Advancement
2.1
2.05
2
MOTIVATORS
Data Analysis & Interpretation
This bar diagram is showing that the dominant and lacking motivator is achievement and advancement
respectively.
69

YEARS
4.5
3.5
3
Company Policies
2.5 Supervision
Salary
2
1.5
Working Conditions
1
0.5
0
HYGIENE FACTORS
interpersonal relationship respectively.
70

YEARS
4.2
3.8
Work Iself
Achievement
3.6
Recognition
Responsibility
3.4
Advancement
3.2
3
MOTIVATORS
This bar diagram is showing that the dominant and lacking motivator is work itself and responsibility
respectively.
71
72

YEARS
3.5
2.5 Company policies

Supervision
2
Salary
1.5 Interpersonal relations

working conditions
1
0.5
0
HYGIENE FACTORS
interpersonal relationship respectively
73
YEAR’S IN KEC WISE ANALYSIS

YEARS
4.5
3.5
3
Work itself
2.5 Achievement
Recognition
2
Responibility
1.5
Advancement
1
0.5
0
MOTIVATORS
This bar diagram is showing that the dominant and lacking motivator is work itself and
74
CHAPTER-6
CONCLUSION &
SUGGESTIONS
75
CONCLUSION
In conclusion we write the various conclusions that we have came upon after we have analyzed all the
study, and then we extract conclusion from there:
 Some of the employees who are at good post are not very much educated and can’t do their work
properly.
They should increase their non-monetary benefits.
Right persons do no have right roles.
Criteria for the selection of employees are not proper.
Proper performance appraisal is not there.
Employees feel filling forms is a wastage of time
SUGGESTIONS
1. In this organization positive feedback is given to employees but feedback is not given regularly on their
performance. So, a regular feedback, should be given that will help employees to know where they
need to improve.
2. Accountability of job is given but it needs to be increased so that employees will feel more
& accountable towards their job.
3. While making or revising company & administrative policies an opportunity should be given to all
employees to give their suggestions so that they will feel that they are also contributing in making company
& administrative policies.
4. Management should encourage CFTs (Cross functional teams) to increase the sense of
companionship & teamwork among employees.
76
CHAPTER-7
BIBILOGRAPHY
77
BIBLIOGRAPHY
Books
 “BASIC ECONOMETRICS”, Gujarati D.N.
 “MARKETING RESEARCH”, Malhotra N.K.
 “PRINCIPLES OF MARKETING” , Kotler , Armstrong
 “BUSINESS RESEARCH METHOD”,DR. F.C. SHARMA
 “HUMAN RESOURCE MANAGEMENT”,DR.FC.SHARMA
 “HUMAN RESOURCE MANAGEMENT”,SHAGUN AHUJA
Websites
 www.Sunrise Technologyscales.com
 www.google.com
 https://research-methodology.net
 www.businessstudynotes.com
 www.yourarticlelibrary.com
 www.collinsdictionary.com
 www.merriam-webster.com
78
CHAPTER-8
ANNEXURE
 QUESTIONNAIRE
79
QUESTIONNAIRE
Level
5 Strongly Agree(SA)
Level
4 Agree
Level
3 Neither Agree nor Disagree(NA)
Level
2 Disagree
Level
1 Strongly Disagree
The information you will give will be kept confidential. It will be used only for study purpose
S.NO SA A NA D SD
1 Employees have easy
access to the pozlicies
2 Employees contribute
equally while making
policies
3 In this organisation
policies are revised timely
4 Employees have trust on
their supervisors
5 Supervisors use positive
feedback with employees
80
Practice of supervisors has
6 a consistent, timely & fair
method for
Evaluating individual
performance
7 Employee perceive that

their benefits are sufficient
for them
8 This organization have
their clear policies releated
to salary , raises &
bonuses
9 Employees perceive that
they are being paid fairly
10 Individuals have
opportunities to socialize
with one another during
the workday
11 Everyone have a sense of
companionship & team
work
12 People who have good
interpersonal skills are
disruptive (interrupt others
progress)
13 Working conditions
facilities are clean and up
to date
14 Office conditions are
Comfortable
15 Adequate personal space
is given to every
individual
16 Employees perceive their
81
work is meaningful
17 Employees are
communicated that their
work is important
18 I look for ways to stream
line processes and make
them more efficient
19 Individuals are adequately
challenged in their jobs
20 Employees get sufficient
freedom and authority
82

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SUMMER TRAINING REPORT

Submitted to:- Submitted by:-

(DAV CENTENARY COLLEGE)

The project consists of eight chapter in all.

The third chapter is about “ Review of Literature”.

S.NO PARTICULARS PAGE NO

CHAPTER-1 INTRODUCTION TO THE STUDY 1-8

CHAPTER-2 INDUSTRY & COMPANY PROFILE 9-19

CHAPTER-3 REVIEW OF LITERATURE 20-22

CHAPTER-4 RESEARCH METHODOLOGY 23- 33

CHAPTER-5 DATA ANALYSIS & 34- 59

CHAPTER-7 BIBLIOGRAPHY 62-63

CHAPTER-8 ANNEXURE 64-67

Performance = f (Ability * Motivation)

Why do we need motivated employees.

with staff input).

9. Behavior modification: The last technique of motivation is behavior modification. It develops

HINDUSTAN SCALE COMPANY

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Also make special application as per customer requirement.

Our Quality Assurance

The products are quality tested based on the following parameters:

Pit Type Weighbridge

 Capacity ranges - 300 gms., 600 gms.,1000gm, 1200gm

Capacity ranges from 50 Kg. to 5000 Kg.

Adapting to a global customer community with a culturally diverse workforce

Diversity – We believe in diversity of opinions and people.

THE PROCESS OF MOTIVATION

FUNDAMENTAL PHASES – PROCESS OF MOTIVATION

Following are the basic phases of the process of motivation.

2. Exploring Ways to Fulfill the Need

5. Rewards/Punishments as Consequences of Performance:

6. Reassessment of Deficiencies of Need

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs

picnic). Providing promotion opportunities at work, recognizing a person’s accomplishments verbally or

ERG theory includes existence, relatedness, and growth.

Source: Based on Alderfer, C. P. (1969). An empirical test of a new theory of human

ERG theory, developed by Clayton Alderfer, is a modification of Maslow’s hierarchy of needs.Alderfer,

The two-factor theory of motivation includes hygiene factors and motivators.

The process of measurement is central to quantitative research because it provides fundamental

Qualitative research presents non-quantitative type of analysis. Qualitative research is collecting,

Also the research is classified into:

OBJECTIVE OF THE STUDY

The objective is subdivided into two parts:

1: corresponds to Strongly Disagree

General information before analysis

Physical meaning of the different responses used

DIMENSION -1: COMPANY & ADMINISTRATIVE POLICIES

Managers 3.1 2.5 3.3

COMPARISON ON MEANS OF EACH

Data Analysis & Interpretation:

Managers 3.5 3.5 3.3

Data Analysis & Interpretation:

Managers 2.8 3.4 3.0

Data Analysis & Interpretation:

Managers 3.4 3.3 2.5

Supervisors 3.2 3.8 2.7

Data Analysis & Interpretation:

Managers 3.6 3.7 3.6

COMPARISON ON MEANS OF EACH