report on motivation with reference to j k tyre

8/17/2019 report on motivation with reference to j k tyre

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INTRODUCTION

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MOTIVATIONALSTRATEGIESANDEMPLOYEE’SJOBPE

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

individual’s 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 today’s challenge for the managementin 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 one’s job well. Extrinsic

motivation comes from the work environment, external to the person and his or her work.

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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 company’s 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 today’s 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 veryessential to evaluate motivational strategies and its impact on employee’s 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 employee’s 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 employee’s 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 employee’s 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.

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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

Likert’s 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.

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INDUSTRY

&

COMPANY

PROFILE

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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 60’s 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.

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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 equipment’s 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 committees’ways 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

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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 year1988 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

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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 99-

00. 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 tyrecord. 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 tyre’s 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.

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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 LalaKamlapat’s 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. TheOrganisation 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.

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The Group’s 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 self-

reliance 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.

India’s 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

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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 onehand 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.

1940

First in India to manufacture steel Bailing Hoops for jute and cotton and

to makethe country self sufficient by meeting the entire demand–J.K.

Iron & Steel Co.Ltd., Kanpur.

1944 First in India to produce Aluminium virgin Metal from Indian

BauxiteAluminium Corporation of India Ltd., Jaykaynagar.

1949 First in India to manufacture Engineering files– J.K. Engineers’ Files,

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Bombay.

1959 First in India to set up a continuous process Rayon Plant.

1960

First to manufacture a Hydraulically Operated Cane Crushing Mill for

Khandsari Sugar Plant and completed 100 ton plant–J.K. Iron & Steel

Co. Ltd., Kanpur.

1961 First in world to set up a plant for production of Hydrosulphite of soda

bySodium Amalgam Process– J.K. Chemicals Ltd., Bombay.

1962 First in India to produce Nylon–6 with its own polymerised raw

material– J.K.Synthetics Ltd., Kota.

1965 First to produce Sodium Sulphoxylate Formaldehyde (Rangolite C of

Formosul)in India – J.K. Chemicals Ltd., Bombay.

1968

First to manufacture TV Sets in India– J.K. Electronics, Kanpur.

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.

1973

First in India to license Synthetic Fibre Technology to third party as well

as thefirst to manufacture Synthetic Fibre Machinery Fibretech Engineers

&Manufacturers, Dadri.

1976 First in India to produce steel belted Radial Tyres for passenger cars,

trucks andbuses– J.K. Tyre Plant, Kankroli.

1980 First in world to make Steel Belted Radial Tyres for three wheelers– J.K.

TyrePlant, Kankroli.

1984 First in India to produce white cement through dry process– J.K. White

cement,Gotan.

1985

First in India to produce CathonicDyeable Polyester Fibre– J.K.

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) set–up with a capacity of 5.7 lacs tyres p.a.

1992 R & D centre set–up at HASTERI.

1994 India's first T–Rated tyre launchedBanmore Tyre Plant (BTP)

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1995 Mercedes Benz Launched on JK steel radials.

First tyre manufacturer in the worldto get ISO 9001

1996India's first dual contact high traction steel radial– aquasonic

launched.Introduced steel wheels.

1997

Awarded the National Export Award for 96–97.

Vikrant Tyres (VTL) acquired.

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.

1998First tyre manufacturer in the world to get QS 9000.

Awarded CAPEXIL's highest export award for 1997–98.

1999

Synergy with VTL in procurement, marketing and production flexibility.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 Go–Karting Championships.

2001

Received CAPEXIL award.

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

2000.Commendation Certificate of CII Exim.IInd National Go–Karting

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, and14


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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 neverending 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

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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

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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 Size Product Name

Tractor (Rear) 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)

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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 India’s 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

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distribution network, and our distributors are fully supported by the company’s 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

Held

% Holding

1) Promoter’s

Holding

Indian Promoters 16376700 43.72

Foreign Promoters 0 0.00

Persons Acting in

Concert

0 0.00

Sub Total 16376700 43.72

2) Institutional

Investors

Mutual Funds and UTI 33,904,248 8.82

Banks, FLS, Insurances

Co.s, Central/State Govt.

/Non- Govt. Institutions

35,87,706 9.57

FIIs 26,29,787 7.02

Sub total 95,21,741 25.41

3) Others 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 0.00

Sub Total 1,15,60,905 30.87

GRAND TOAL 3,74,59,346 100.00

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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 providecanteen 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.

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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

employee’s 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

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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 birthto 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 1997–97 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.

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LITERATURE

REVIEW

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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 organization’s 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 andWeihrich 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 effort’s 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 individual’s own initiative. It’s 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 person’s 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

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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 individual‘s willingness toexert a high level of effort to reach organizational goals, conditioned by the effort‘s

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 organization‘s

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.

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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 won’t 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 toinfluence 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

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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 Employee’s 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 labour’s 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

employee’s changes constantly. For example, research by Kovach suggests that as

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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 ofways in which organizations can affect the employee’s 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

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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 like’s 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 non-

threatening 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.

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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 people’s 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) Maslow’s Hierarchy Of Needs Theory

b) Herzberg’s Two-Factor Theory

c)

Erg Theory Of Motivation

d) Mcclelland’s Achievement Motivation Theory

e) McGregor Theory X And Theory

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a) MASLOW’S HIERACHY OF NEEDS THEORY OF MOTIVATION:

Maslow’s 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

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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 one’s 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

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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)

HERTZBERG’S TWO-FACTOR THEORY:

Frederick Herzberg proposed the two-factor theory, also called the motivational-

hygiene 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 astudy with a group of about 200 accountants and engineers.

Hertzberg’s 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.

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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 employee’s 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 employee’s job to make it

more challenging, interesting and to provide opportunities for responsibility, growth and

recognition) is based on Hertzberg’s 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:

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Existence needs:It is concerned with providing the human’s basicmaterial existence

requirements; the items Maslow considered asphysiological and safety needs.

Relatedness needs: It is concerned with the human’s desire tomaintain important

interpersonal relationships. These social andstatus desires require interaction with others

if they are to besatisfied; they align with Maslow’s social needs and the

externalcomponents of Maslow’s esteem needs.

Growth needs:It is concerned with the human’s intrinsic desire forpersonal development

which aligns with the external components ofMaslow’s esteem needs and self-

actualisation 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)

MCCLELLAND’S ACHIEVEMENT MOTIVATION THEORY:

According to McClelland’s 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

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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.

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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. Management’s 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 people’s 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

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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 anassociated value called valence. The three key factors are based on the individual’s

perception of the situation. These are:

Expectancy which is the extent of the individual’s 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.

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It is prudent to note that, effort alone may not necessarily lead to effective

performance. Other factors are involved, such as the individual’s 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 worker’s 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 people’s goals

or intentions play an important part in determining behaviour.

Goals guide people’s 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”.

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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.

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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 non-

financial 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/hermotivationlevel. 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.

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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 McClelland’s 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 themostefficient 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.

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DATA ANALYSIS&

INTERPRETATION

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PERSONALINFORMATION

1.

RESPONDENT’S GENDER:

Table No 1: Gender Wise Distribution of Respondents

Gender Number of

Respondents

Percentage (%) of

Responses

Male 40 80%

Female 10 20%

Total 50 100

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.

80%

20%

Graphical Representation of Respondent's Gender Balance

Male

Female

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2. RESPONDENT’S AGE:

Table No 2: Age Wise Distribution of Respondents

Age of the Employees Number of

Respondents

Percentage (%) of

Responses

Below 20 2 4%

21-30 10 20%

Above 30 38 76%

Total 50 100

INTERPRETATION:

From the table it is observed that 4% of the respondents belong to the age group

Documents

report on motivation with reference to j k tyre