CHAPTER-1INTRODUCTION

OBJECTIVES OF THE STUDY

The objective of the project is to study the factors which help in motivating employees in the ESCORTS.

To find out the dominant hygiene factors which prevent dissatisfaction among employees? To find out the dominant motivators this employees towards their jobs. To evaluate the job satisfaction level of employees.

To know the employee turnover and absenteeism level. To study the various welfare scheme provided by company.SCOPE OF THE STUDY

The study of the project covers a wide range of managers. The purpose of the research is to fulfill the need for know if the organization, the market, the economy or another area of uncertainty. The entire question would require information about how the environment, employees, customer or the economy will respond to executive decisions.

Research is the principle tool for answering these practical questions. Research helps decision makers in information gathering to systematic & objective investigation.

The study EMPLOYEE MOTIVATION helps the employees in increasing the production of company. They take part in the management planning and solve the problems of the organization. With the help of motivation, employees are satisfy and happy and they create good human relation at work place.

RESEARCH METHODOLOGY

Research is a systematized effort to gain new knowledge. It is a systematic study consisting of a problem formulating a hypothesis collecting the facts and data, analyzing the facts and reaching for certain conclusions, which can be in the form of either solution towards a problem.

Research design A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design used in my study is basically descriptive in nature.

Types of Research

Exploratory research

Descriptive research

Causal research

Applied research

Basic research

Exploratory research Exploratory studies are conducted to clarify the ambiguous problems. Ambiguity means that the nature of problem to be solved is unclear.

Descriptive research The research design in my study is descriptive. Its studies are concern with describing the characteristics of a particular group or individual. Studies concerned with specific prediction with narration of facts and characteristics concerning individual, group or situations are examples of descriptive research .it is also known as social research.

Causal research The mean purpose of causal research is to identify the cause and effect relationship between variables.

Applied research Applied research is conducted when a decision is to be made about a specific real-like problem.

Basic research Basic or pure research (fundamental research) attempts to expand the limits of knowledge. Sample design A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample i.e. the size of the sample. Stratified sample method is adopted to select the sample.

Sample size It includes the number of sampling unit selected from the population for investigation. The sample size must be optimum or adequate. If the sample size is small it may not appropriately represent the population.

Too large sample would be costly in terms of money &time. The optimum sampling size would fulfill the requirements of efficiency, representativeness, reliability, and flexibility.

The sample size is taken of 100 employees. It is because of the shortage of time & their busy schedule.METHODS OF DATA COLLECTION Data collection is an art. Sometime it is very time consuming affair. The source information falls under two categories: Primary Data Secondary Data

Primary data We collect primary data either through observation or through direct communication with respondents in one form or other personal interviews. Observation method Interview method Schedules & Questionnaire method Internet

I collect the primary data in the form of observation and questionnaire.Secondary Data

The secondary data means data that are already available in various reports, diaries, letters, books, etc. Life history, diaries, autobiographies, letters and testaments.

Reports published by various Research Organizations.Sampling Method Stratified method of sampling was used for face-to-face survey while snowball sampling method was used while conducting telephonic survey.LIMITATIONS OF THE STUDY

Lack of proper participation of employees in decision-making.

Positive feedback is not given regularly to employees on their performance.

Lack of accountability of job between superiors and employees.

Employees are always motivated through money.

CHAPTER-2

REVIEW OF LITERATURE

EMPLOYEE MOTIVATIONMotivation is derived from the word MOTIVE which means the power in a person which impels him to do a work or job.

Many contemporary authors have defined the concept of motivation has been defined as: the psychological process that gives behavior purpose and direction ( kreitner, 1995 ); a predisposition process to behave in a purposive manner to achieve specify, unmet needs ( Buford, Bedeian, Linder, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). For this paper, motivation is operationally defined as the inner force that drives individuals to accomplish 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 given task. However ability alone is not enough. The persons desire to accomplish the task is necessary. Organizations become successful when employees have abilities & desire to accomplish given tasks.

FRAMEWORK OF MOTIVATION

NATURE OF MOTIVATIONA manager gets results through other people. His or her effectiveness depends, to a large extent, on the willingness of his or her employees to do the assigned tasks with interest and enthusiasm. Motivation is the work a manager performs to inspire and encourage people to take required action. According to SCOTT, Motivation is a process of stimulating people to action to accomplish goals.

Motivation is a personal and internal feeling. The feeling arises from needs wants. Human needs are limited. Fulfillment of one set of needs gives rise to other needs. Therefore, motivation is a continuous process. Since needs are interrelated, a person cannot be partly motivated as he is a self-contained and inseparable unit. The success of an organization ultimately depends on how effectively managers are able to motivate their subordinates. In the words of Allen, poorly motivated people can nullify the soundest organization. It is not easy to understand the complexities involved in motivating people. If an employee has an argument with his boss and fails to report to work the next day, it may appear that his behavior is a result of the confrontation. However, his behavior may actually be motivated by a combination of factors including overwork, family illness or some other problems. As things stand now, the whys of behavior cannot be explained easily? Let us examine some of the factors that complicate this process:

MULTIPLE CAUSESDifferent people may have different visions for behaving in the same manner. For example, a bank officer may join a service club because it is a good place to have business contacts; another may join because of social atmosphere; still another joins because of the interesting programmer and speakers at the club. Thus, three different why can underline the same behaviors, further complicating the process of inferring motivation from behaviors? For example, the motivations of people trying to pursue a certain behavior can spring from quit difference reason personality background experience group effects or many others factor and impact a person carrier choice.MULTIPLE BEHAVIOUR:

Further the same motive or derive may result in different behavior for example, if Rio wants a promotion he may concentrate on performing his job exceptionally well But Siddharta, who also wants a promotion my take a different approach he may try to apple polish the boss get the promotion another manager who also want the promotion very badly may be afraid to do anything at all for fear he will fail the motivation for these three behaviors is the same but it cannot be determine simply by viewing the behavior of three managers.

Motivation, obviously, is a complex subject it is difficult to explain and predict the behavior of employees. The introduction of an apparently favorable motivation device may not necessary produce the desired ends if it brings opposite into play. In a factory, when blue- green lighting was introduced to reduce eye strain, the output of men workers increased but that of women workers decreased. On investigation it was found that the latter disliked the change in lighting because they felt that new lighting made them look simple ghastly! an intelligent manager is expected to look into the complex factors that go into the behavior of employees carefully and initiate steps to motivate them. FEATURE OF MOTIVATION

It results from a felt need. Motivation triggers behavior impelling a person to action. It is goal directed. Motivation is a driving state that channels behavior into a specific course that is fulfillment of a felt need.

It sustain behavior in progress it persist until the satisfaction or reduction of a need state occurs.

It is a dynamic function.

It is needed at all level of organization.

It increases the willingness of the people to do the work.

Motivation is related with human factor of production.

Motivation can be positive or negative.

THE ROLE OF EMPLOYEE MOTIVATION

At one time employees were considered just another input into the production of goods and services .Now that employees have been hired, trained and remunerated they need to be motivated for better performance The HR specialist must use several ways to motivate the employees.

WHY DO NEED MOTIVATE EMPLOYEES?

The answer is survival. Motivated employees are needed in our rapidly changing workplaces employees. Motivated employees help organization survive. They are more productive. To be effective, manager need to understand what motivate 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.

DETERMINANTS OF EMPLOYEE MOTIVATION

Traditionally it is believed that employees are motivated by the opportunity to make as much money as possible and will act rationally to maximize their earnings. The assumption is that money , because what it can buy, is the most important motivator of all people. If this is so, why do some employees oppose the introduction of piece rate plans and others refuse to take overtime. Obviously, in place of the above monistic approach, a pluralistic explanation is required.

According to the pluralistic approach, men work to fulfill a variety of needs. Three types of forces generally influence human behavior

Forces operating within the individual,

Forces operating within the organization and

Forces operating in the environment. THE INDIVIDUAL Human needs are both numerous and complex. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. Further, each person is different and a variety of items may prove to be motivating, depending upon the needs of the individual, the situation the individual is in and what rewards the individual is in and what rewards the individual experts for the work done. It is the duty of the manager to match individual needs and expectations to the type of reward available in the job settings. THE ORGANISATIONThe climate in the organization must be conducive to human performance. Climate plays an important part in determining workers motivation. The climate in an organization is determined by a no. of variables such as its leadership style, autonomy enjoyed by member, growth popsicles, emotional support from members, reward structure.

THE ENVIRONMENTA worker does not live in two separates worlds, one inside the factory and the other outside it. The troubles and pleasures of off the job life cannot be put aside when reporting for work in the morning, nor can factory matters be dropped when retuning home after work. On-the-job experience and off-the-job experience are experience are inextricably interwoven and cannot be separated into water tight compartments. Culture, norms, customs, images, and attributes according by society to particular jobs, professions and occupations and the workers home life all play a strong motivational role. An individual may prefer to do the job of an officer (because it has social status and gives lot of power) rather than serve to do a college teacher (powerless position). In other words, factors such as social status and social acceptance play an important role in shaping the motivations of people.

MOTIVATIONAL TECHNIQUES

POSITIVE OR NEGATIVE MOTIVATIONPOSITIVE MOTIVATIONIt means that motivation with which the employees are motivated in respect of their work by offering some economic or non-economic incentive. This type of motivation may be: giving suggestion about work, giving information, taking personal, interest in the subordinate etc.

NEGATIVE MOTIVATIONIt means that motivation which created by the manager by giving threat, punishment or fear to get the work done according to their wishes. It may be: criticizing the workers, ignoring the workers etc.

FINANCIAL OR NON FINANCIALFINATIONAL MOTIVATIONThey are those motivations which are evaluated in terms of money. It includes increase in salary, giving bonus and commission etc.NON FINANCIALThis motivation is not directly with money. These are related internal feelings of employees. These include employee participation in management, job security, opportunity of promotion etc. INDIVIDUAL OR GROUP MOTIVATIONINDIVIDUAL MOTIVATIONUnder this motivation an employee is individually motivated to inspire him to do more work. This motivation can be either positive or negative.

GROUP MOTIVATIONIt is related to a group rather than a particular individual. Under it the performance of the entire group member is appreciated as a group rather than as an individual.

INTRINSIC AND EXTRINSIC MOTIVATIONEXTRINSIC MOTIVATIONThese are those motivations which impress the employee by working but they get them afterward. Such as retirement benefit, insurance etc.

INTRINSIC MOTIVATION These are those motivations which are received at the time of job. It means the time of their receipt by the employees and effect of their efficiency happens to be the same. Such as, any financial or non financial motivation.

IMPORTANCE OF MOTIVATION

HIGH LEVEL OF PERFORMANCEWith the help of motivation the efficiency of employee increases & this efficiency is positively related with the performance.

EASY ACCEPTANCE OF ORGANIZATIONAL CHANGESThe changes in the org. are necessary with time & this change can be made acceptable with help of motivation because motivated people will accept them more zeal.

GOOD HUMAN RELATIONWith the help of motivation the employees will be more satisfy and happy. It reduces the frustration between management and the lab our and help in developing between human relation.

GOOD IMAGE OF ORGANISATIONWhen the employees are motivated then they will be fully dedicated to the organization. It helps in increasing the image of organization. PROPER USE OF HUMAN RESOURCESMotivation helps in making fuller utilization of human resources because they will work at their full capacity willingly.

HERZBERGS THEORY OF MOTIVATION

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 to sets of questions:

Think of a time when u felt especially good about your job. Why did you fill that way? Think of a time when u felt especially bad about your job. Why did you fill that way?

From these interviews Herzberg went on to develop his theory that there are to dimension to job satisfaction: motivation and hygiene. Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, 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 employees environment. Motivators, on the other hand, create satisfaction by fulfilling individuals need 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

There are two factors which affects the job motivationHYGINE FACTORS(MAINTENANCE FACTORS)Hygiene factors represent the need to avoid pain in the environment. They are not an intrinsic part of a job, but they are related to the conditions under which a job is performed. They are associated with feeling.

MOTIVATORSMotivators are associated with positive feeling of employees about the job. They are related to the content of the job. They make people satisfied with their jobs. Motivators are necessary to keeps job satisfaction & jobs performance high.

TABLE 2.1 VARIABLES AFFECTING MOTIVATIONHYGIENE FACTORSMOTIVATOR

COMPANY POLICIESWORK ITSELF

SUPERVISIONACHIEVEMENT

SALARYRECOGNITION

INTERPERSONAL RELATIONSRESPONSIBILITY

WORKING CONDITIONADVACEMENT

HYGIENE FACTORS

COMPANY AND ADMINISTRATIVE POLICIESAn organizations policies 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 & 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 member of the staff. The manual should be updated regularly (again, with staff input). SUPERVISIONTo decrease dissatisfaction in this area, one must begin by making wise decision when a new appointment is made to the role of supervisor be aware that good employees do not always make good supervisions. The role of supervisor is extremely difficult. It requires leadership skills and ability to treat all employees fairly. One should teach their supervisors to use positive feedback whenever possible feedback whenever possible & feedback so that no feels signed out.

SALARYThe 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 it comes to staff members. Salary is not the motivators 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 survey or even their local help-wanted ads to see whether the salaries and benefits company are offering are comparable to those of others offices in that area. In addition, make sure they have clear policies related to salaries, raises and bonuses. INTERPERSONAL RELATION Remember that part of the satisfaction of being employee 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 comment. Take charge of the situation, perhaps by dismissing him or her from the practice.

WORKING CONDITIONSThe 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 individuals 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 drawerMOTIVATORS WORK ITSELFPerhaps most important to employee motivation is helping individuals believes that the work they are doing is important and that their tasks are meaningful. Emphasize that their contribution to the practice result in positive outcomes and good health care for the patients. Share stories of success about how an employees actions made a real difference in the life of the patient, or in making a process better. Make a big deal out of meaningful task that may have become ordinary, such a 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 essentials to the over all processes that make the practice the succeed. Tasks should be find out that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction.

ACHIEVEMENT:

One premises inherent in Herzbergs 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 standard for each positions, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing & should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenged 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 success dont 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 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

Employee will be more motivated to do their jobs well if they have ownership of their work. This require giving employees enough freedom and and power to carry out their tasks so that they feel own the result. As individuals nature in their jobs, provide opportunities for added responsibility. Be careful, however, that simply addition of more work should not be there.

Instead, find way to add challenging & meaningful work, perhaps giving the employee greater freedom and authority.

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 levels 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 companys practice and more fulfilled professionally.

Employee motivation is an important concept that have receiving considerable from academicians, researchers & practicing HR managers. In its essence, employee motivation comprises important elements such as the need or content, search & choice of strategies , goal directed behavior, social comparison of rewards, reinforcement & performance satisfaction.

The increasing attention paid towards job motivation 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.

HOW TO MOTIVATE EMPLOYEES? RECOGNISE INDIVIDUAL DIFFERENCESEmployee are not homogenous. They have different needs. They also differ in terms of attributes, personalities & other important variable. So, recognize these differences and handle the motivational issues carefully. MATCH PEOPLE TO JOBSWhen the right job is given to the right person, the organization benefits in innumerable ways. A person with high growth needs performs better on challenging jobs. Achievers will do best when the job provides opportunities to anticipatively set goals and when there is autonomy and feedback. At the same time, keep in mind that, not everybody is motivated in jobs with increased autonomy, variety and responsibility.

USE GOALSProvide specific goals, so that the employees know what he is going. Also, let people know what you expect of them. Make people understand that they can achieve the goals in a smooth way. If you expect resistance to goals, invite people to participate in the goal-setting process.

INDIVIDUALISE REWARDSUse rewards selectively keeping the individual requirement in the mind. Some employees have different needs; what acts as motivators for one may not work foranother. Individualize rewards such as, pay, promotion, autonomy, challenging jobs, participative management must be used keeping the mental make- up of the employees in question, in view.

LINK REWARDS TO THE PERFORMANCEMake rewards contingent on performance. To reward factors other then performance (favourtism ,nepotism, regionalism, apple polishing, yes- sir culture, etc.) will only act to reinforce those other factors. Employees should be rewarded immediately after attaining the goals. At the same time, managers should look for ways to increase the visibility of rewards. Publicize the award of performance bonus, lump sum payments for showing excellence discussing rewards structure with people openly-these will go a long in increasing the awareness of people regarding the reward performance linkage.

CHECK THE SYSTEM OF EQUITYThe inputs for job in the form of experience, abilities, efforts, special skills, must be weighed carefully before arriving at the compensation package for employees. Employees must see equity between the rewards\recognition obtained from the organization & the efforts put in by them.

NON FINANCAL INCENTIVESNon-financial incentives play an important role in motivating people towards the job. Incentives which cannot be offered in terms of money are known non-monetary/ non-financial incentives. Often, money alone is not sufficient to satisfy higher level needs, such as status, recognition, realization of ones potential etc. people working at levels do not always work for money. They expect a challenging job, interesting work that grants them enough power to control environment , work that allows men to use their talent fully. Over the years organization have developed a variety of incentives to meet the higher order needs of the people working in the organization. These are discussed below broadly under three categories.

TABLE 2.2 NON FINANCIAL INCENTIVES

Individual Incentives

Group IncentivesOrganizational

Incentive

1. Status: It is the ranking of position, rights and duties in the organizational. Research indicated the fact that middle and higher level employees prefer escalations in status to increment in pay.1.Social importance of work: People want jobs with high social status. They are prepared to accept such jobs, even when the pay is comparatively less.1. Participation: People prefer organizations that offer them good opportunities to participate in the decision

2. Promotion: It is the vertical movement of a person in the organization. Promotion is accompanied by increased responsibilities. Enhanced prestige and power usually. Since a promotion depends on good performance, most employees try to attain these if the organization provide the organization provides the opportunities.

2. Team spirit: People prefer to work in well- knit groups. Those organizations that encourage their employees to do the jobs in a cooperative manner, attract people automatically. When team spirit is encouraged among employees, they will put in their maximum in the service of the organization.

2. Sound human relations: A positive work climate where people are treated as human beings is an important reward. It permits people to work with enthusing and spirit and contribute their best.

3 Responsibility: People want to handle responsible and challenging jobs. If the job is responsible, it satisfies people in more than one way.

3.Healthy competition : Promoting healthy competition among employees through carefully chosen rewards schemes spurs people to work harder. 3. Morale: Morale refers to the atmosphere created by the attitudes of the members of an organization.

SUMMARYThe study EMPLOYEE MOTIVATION was conducted as a part of the one-month training Programme.The objectives of the project is to study the factors which helps in motivating employees in the ESCORTS.In the success of ESCORTS employees impart the major contribution. So this organization emphasis on making employees satisfies with their job and motivates them for the challenging job.

The project which has been undertaken by me on job motivation thus has the prime objective to study the factors which helps in motivating employees at the middle level of management.

The method adopted to find the job satisfaction & motivational factor in middle management is based on questionnaire method. Through question it has been tried to find out the dominant factor which prevent dissatisfaction & the dominant factor which motivate employees. The parameter are such as salary, supervision, work itself, recognition etc. are taken for the study.

Through out the study, the subject matter has been discussed in a simple language, the practical applications of the present day condition have given and attempt has been made the latest trend.

CHAPTER-3COMPANY PROFILEA small beginning for a dynamic enterprise was made in 1944 by two brothers Late Shri Yudi Nanda and Late Shri Hari Nanda witch little else but guts, imagination and a determined will as their man capital.

The foundation of ESCORTS Limited was laid in the formation of Escorts (Agents) Ltd., on 17th October, 1944 and of Escorts (Agriculture and machines) Ltd. in 1948. These two were later merged in 1953 to form Escorts Agents Pvt. Ltd. The companys incorporation in its present name, Escorts Ltd. was effected on 21 December 1959.

Having started initially as a franchise for wresting houses domestic appliances, Escorts has come a long way in manufacturing and marketing a range of products. It has pioneered farm mechanization in India through import and distribution of agricultural tractors.

The manufacturing operations commenced in 1954, and since then a wide range of new products have been introduced in the country.

In over five decades Escorts has grown to become one of the top industrial conglomerates in the country. The Escorts Group is operating in the field of Agri machinery, Railways Equipment, Auto suspension products, Construction and Material Handling Equipments and financial services.

About ESCORTS The hexagon is a symbol of precision when enterprises as nut. It symbolizes craftsmanship and unending production productivity.

Full Form of ESCORTS E - Ensure the built quality

S - Save energy

C - Cultivate process norms

O - Observe process norms

R - Reduce wastage

T - Take care of machine

S - Strive for excellenceLEADERSHIP TEAM

Mr. Rajan Nanda

Chairman

Mr. Nikhil Nanda

Joint Managing Director

Mr. Rohtash Mal

Executive Director and Chief Executive Officer Agri Machinery Group

Mr. Manoj jha

Business Head Engineering Division

Mr. G.B. Mathur

Vice President Law & Company Secretary

Mr. Rakesh Kumar Budhiraja

Group Chief financial OfficerHISTORY OF COMPANYThe genesis of Escorts goes back to 1944 when two brothers, Mr.H.P.NANDA and Mr.Yudi Nanda, launched a small agency house, Escort agent ltd. in Lahore. Over the years, Escorts has surged ahead and evolved into one of Indias largest conglomerates. In this journey of six decades, Escorts has had the privilege of being associated with some of the world leaders in the engineering manufacturing space like Minneapolis Moline, Massy Ferguson, Goetze, Mahel, URSUS, CEKOP, Ford motor company, J C Bamford Excavators, Yamaha, Class, Cararo, lucky Goldstar, first Pacific Company, Hughes Communications, Jeumont Schneider, Dynapac. These valued relationships be it technological or marketing, are our highly cherished experiences treasures, witch have helped us inculcate best in class manufacturing practices and to emerge as a technologically independent world class engineering organization.

1944- Launch of Escorts (Agents) ltd.1948- Pioneered farm mechanization in the country by launching Escorts agricultural machine limited, with a franchise from the U.S. based Minneapolis Moline, for marketing tractors, implements, engines & other farm equipments. Launch of Escorts (Agriculture and machine) ltd.

1949- Franchise of Massey Ferguson tractors for northern India.

1951- Escorts established India first private Institute of farm Mechanization at Delhi.

1953- Escorts (Agents) Ltd. and Escorts (Agriculture and Machine) Ltd. merged to form Escorts Agents Pvt. Ltd.

1954- 1st industrial venture of Escorts to manufacture piston rings in collaboration with Goetze of Germany, in an era when joint venture of Indian firm with foreign companies were virtually unheard of.

1958- Started Importing Massey Ferguson tractors from Yugoslavia for marketing the same in India.

1959- Collaboration with Mahle of Germany to manufacture pistons. Soon Escorts became the largest producer of piston assemblies in India.

1960- Set up of Escort limited.

1961- Setting up of manufacturing base at Faridabad for manufacture of tractors in collaboration with URSUS of Poland and 50% indigenous components. Launch of Escort brand of tractors. Collaboration with CEKOP of Poland for manufacture of motorcyle and scooters. Escorts moves into high gear by nurturing the two wheeler culture. The first Rajdoot motorcycle rolls off the assembly line.

1969- Escorts Tractor limited was born. A technical and financial joint venture with the global giant Ford Motor Company, USA, to manufacture Ford tractors in India. The years ahead saw Escorts grow as the largest tractor manufacturer in India.

Escorts Institute of Farm Mechanization (EIFM) establish at Bangalore.

Escorts Employees Ancillaries Ltd. (EEAL), a unique venture in industrial democracy comes into being.1971- 1st February, the first tractor FORD 3000 rolled out of the factory.

Escorts diversifies and starts manufacturing construction equipment.

1974- Crossing national boundaries, Escorts export for first time. After winning a global tender, 400 tractors were exported to Afghanistan, which was perhaps the world largest ever airlift of tractor.

1976- FORD 3600, advancement in farm mechanization launched. Trial production of in-plant manufacturing of engine parts (Block & Head).

1977- Escorts enter the world of self development technology by setting up its first independent R&D center. Escorts scientific research center marked its beginning at Faridabad by developing its owns Engines for E-27 and E-37. Due to constant technology absorption,

Indigenization level touched 72% for FORD tractors. 2nd plant at Bangalore for manufacturing piston assemblies was set up. 1979- Collaboration with JCB Excavators Ltd., UK for manufacture of excavators.

1980- Foray into healthcare, Escorts hospital and Research center set up in Faridabad.

1983- Escorts tractors Ltd. (ETL) establish a state-of-the-art research and development centre to spearhead newer breakthroughs in Farm mechanization and to maintain industry leadership. Line concept introduced for engine block machining. 11,000 ton floating dry-dock Escorts I launched.

1984- JV Escorts Yamaha to manufacture motorcycle. Signing of agreement with the Japanese bike giant Yamaha to manufacture motorcycle with Yamaha technology. Collaboration with Jeumont Schneider of France to manufacture EPABX systems collaboration with Dynapac of Sweden to manufacture vibratory road compactors.

1985 - Escorts Tractors Limited (ETL) offered its first Bonus Issue (1:1).

1988 - Escorts Heart Institute and Research Center (EHIRC), a world class cardiac care facility launched in New Delhi.

1989 - Joint Venture with Class of Germany to manufacture harvester combines.

1990-91 - First Public Issue in February 1991, over subscribed four times. Shares listed Delhi and Bombay Stock Exchange.

1993 - FORD 3620 tractor launched.

1996 - Disengagement of joint venture collaboration with New Holland and launch of FARMTRAC Tractor.

1997 - Joint Venture with Carraro of Italy for manufacturing and marketing of transmission and axels.

Joint Venture with First Pacific Company of Hong Kong Escotel Mobile Communications.

1998 - POWERTRAC series of tractors launched.

MoU was signed with Long Manufacturing Company, USA for setting up a Joint Venture in USA.

1999 - MoU for Joint Venture with a Polish Company POL-MOT was signed for assembly, manufacturing and marketing of Farm Machinery.

2004 - Divested Escotel Mobile Telecommunications to Idea Cellular

TS16949 certification for Agri Machinery Group.

2005 - Divested Escorts Hearts Institute and Research Centre (EHIRC) to Fortis Healthcare.

2006 Divested in Carraro India Ltd.

Set up new manufacturing facility in Rudrapur for manufacture of new range of railway equipment.OBJECTIVES OF ESCORTS Expand new markets and consolidate further in the existing strong markets.

Meet the growing demand of markets through increased productivity.

Production and maintaining quality standards.

Offer quality products with top of the line specification supremacy in design performance and operation.

QUALITY OBJECTIVES

Escorts limited-AMG plant-1 Quality Objectives are derived for the quality policy and are intended to provide quality direction to employees in the day-to-day operation of the plant.

The quality objectives are applicable to AME Plant-1 is approved by the plant head. The quality objectives are below:

Escorts limited-AGM plant quality objectives are derived from the quality policy and are intended to provide quality director to employees in the day-to-day operation of the company.

We will attempt to give our customers the best value for their money by supplying products to match customers specification/ needs.

We will attempt full customer perception and brand image of our product through market survey and brand image of our product through market surveys periodic survey and periodic direct customer contact in the market place.

We will pursue continuing improvement in product quality and productivity by suitable indicator to measure the trends of improvement resulting from our efforts.

We will work together as a TEAM across department and organizational levels using task forces to develop a common focus and greater effectiveness in solving problems.

Specific corporate and department objectives for a particular year will be derived from the above used to monitor and control and control company operations.

Best value of money, customer satisfaction, and continued improvement in product quality, productivity conformance to quality management system in each area of work, prompt corrective action and team building are the major focus area of quality objectives of AMG plant-1.

AGM STRATEGIES 2008-2009

Improve response time for the development and introduction of technologically superior &cost competitive products.

Global quality standards of products and management.

Build an R&D organizational capable of meeting market requirement of quality, price and speed.

Institutionalize system to continuously assess customer needs and concerns.

Focused and aggressive marketing, selling and customer services strategies.

World-class distribution system adapted to the Indian context.

Ensure rapid growth in Europe & North America markets.

Institutionalize system for timely business intelligence on product ma, markets, strategies, tactics and system etc. Low cost base-fixed and variable.

Optimization of manpower numbers action AMG.

Institutionalize project management to enhance efficient implementation across AMG.

Enhance transparency and relationship with suppliers and improve vendors process for long-term cost advantages.

Improved efficiency and productivity at all levels through continuous improvement or system and process.ESCORTS GROUP INFRASTRUCTURE

Escorts has full fledged R&D facility, 24 regional marketing offices, nearly 1000 sales/services outlets, over 2500 auxiliaries forming vendor base, 4 financial services companies Asias best farm mechanization training institute with 100 acre demonstration farm, dealer development association providing management and financial support to dealers

Today with nearly 24000, employees and 19 modern manufacturing facilities, the Escorts group rank among Indias leading engineering conglomerates. At every step of the way Escorts has included the latest technology by forming alliances with worlds more advanced Engineering to Indian situations.

The company has got various divisions namely.

Tractor equipment division:

This division is for manufacturing and marketing of tractors

Industrial equipment division:

This division is for manufacturing of cranes leaders and earth movers.

Railways equipments division:

This division is for manufacturing of rail equipments like railways brakes and speedometer etc.

Motorcycles & scooter division manufacturing division:

This division manufacture motorcycles, scooters etc

FUCTIONS OF ESCORTS

1. MANUFACTURING

Escorts AMG has Tractor manufacturing capacity of 98,940 trs / annum which is the highest in Asia at one location. Its manufacturing operations are divided in three plants as

Component plant

Tractor Assembly plant

Crankshaft & Hydraulic Plant.

QUALITY ASSURANCE Quality Management History and Achievements Collaborated with leading European tractor manufacturers in 1960s and 1970s.

Thus world best practices and Quality system in manufacturing and vendor development were already in use much before they were started by any other Tractor.

MATERIAL MANAGEMENT Material Department- Strategic Sourcing Department

Presently procuring materials for 72,000 tractors per annum.

Present procurement value over US$30 million.

Production will rise to 100,000 tractors per annum in 2 years.

Procurement value will rise to almost US$ 45 million in that period.

Presently 387 suppliers of which over 95% are India domestic.

Advantages of low costs of materials in India.

Items procured are:

Castings

Forging

Machined parts

Proprietary

Sheet Metal

Hardware SALES & MARKETING

Vision: Create the PULL for AMGS Products and Services such that we actualize our aspirations of sustained profitable growth. We will do this through appropriate Brand positioning and creation of Brand Value, which will focus on each of the 4 Ps of the Marketing Mix Product, Price, Promotion, and Place.

Brand Propositions: Escorts AMG has three powerful and well accepted brands farmtrac, Powertrac and Escorts, the brand propositions of which have been designed in a manner that they complement each other in the market place.

The 3 brands are based on distinct technologies designed to suit varied soil conditions and applications for agricultural and commercial usage.

We have institutionalized the Proactive Approach of identifying the latent needs of the customer and offering the right product design for right application.The Offering: The Product offering to our valued customers is our Tri Offering of: Product

Services

Spares

Based on the foundation of customer Relationship, Dealer Management and Innovation.

The Brand Propositions, our offering and the distinct technological advantages of our products are promoted in the market place through various ATL (Above the Line) and BTL (Below the Line) activities which are arrived at scientifically through an iterative process.

The Marketing efforts are deployed through the National Sales and Service Grid of:

Over 1200 national dealers, sub dealers, distributors and stockiest, backed effectively by systematic micro efforts for effective development right down to the village level.

Over 200 sales offices strategically located across the country.

Tractor sales to over 41 countries of the globe.

The value set of the entire Sales Effort is the 3 Pillars of Integrity, Self Esteem and Ownership based on the foundation of Transparency, Trust and confidence.

The Sales Management follows a Virtuous Cash Cycle and its important components are:

Sales/Collection

Channel Management

Retail/Channel finance

CRM

Trade-In

Supply And LogisticsCustomer Satisfaction is vital for us. We perform customer follow-up after a sale is made. Satisfaction ratings are ascertained. Similarly we

Evaluate our Dealers and Services Centers by inviting Customer feedback is an essential part our efforts to serve the customer better and better. Manufacture2002-2003- Adoption of Oracle ERP

2002-2003- Adoption of Oracle ERP

2001-2004 Implementation of TS 16949 based Quality system and Certification

2006 till date TQM Principles with new and focused understanding.

CHAPTER-4DATA ANALYSIS

&

INTERPRETATIONSQ.1 Are all the employees motivated through monetary incentives?

Options% of Respondents

Yes90

No10

Table 4.1: Employee motivated through monetary incentives Figure 4.1: Employee motivated through monetary incentivesINTERPRETATION:The above table shows that, 90% employees are motivated through monetary incentives while 10% are not.Q.2 Are all the employees motivated through supervision?

Options% of Respondents

Yes80

No20

Table 4.2: Employee motivated through supervision

Figure 4.2: Employee motivated through supervision

INTERPRETATION:The above table shows that, 80% employees are motivated through supervision while 20% are not.Q.3 Is the employees often take part in the management planning?

Options% of Respondents

Yes70

No30

Table 4.3: Employees take part in management planning Figure 4.3: Employees take part in management planningINTERPRETATION:The above table shows that, 70% employees are take part in management planning while 30% are not.Q.4 Does the working condition effects the employees attitude towards the organization?

Options% of Respondents

Yes75

No25

Table 4.4: Working condition effects employees attitude

Figure 4.4: Working condition effects employees attitudeINTERPRETATION:The above table shows that, 75% employees are say that working condition effects their attitude while 25% are not say.Q.5 Is the responsibility affects the employees motivation?

Options% of Respondents

Yes80

No20

Table 4.5: Responsibility affects the employees motivation

Figure 4.5: Responsibility affects the employees motivationINTERPRETATION:The above table shows that, 80% responsibility affects the employees motivation while 20% are not say.Q.6 Choose the factor from below that helps you in getting motivation?

Options% of Respondents

Hard work25

Serial sub-ordinate relationship45

Skill & management30

Table 4.6: Factors helpful in getting motivation

Figure 4.6: Factors helpful in getting motivationINTERPRETATION:The above table shows that, sub ordinate relation will be best preferable for getting motivation but hard work and skill also get 35% and 26% respectively.Q.7 On what factor motivation is based upon?Options% of Respondents

Performance40

experience20

Both40

Table 4.7: Fundamental factors for motivation

Figure 4.7: Fundamental factors for motivationINTERPRETATION:The above table shows that, performance and experience; both will be the factor considered during motivation.Q.8 Do you think motivation policies being adopted in your company are same for all dept?Options% of Respondents

Yes60

No20

To some event20

Table 4.8: Uniformity of motivation policies

Figure 4.8: Uniformity of motivation policies

INTERPRETATION:The above table shows that, 60% of employees want uniformity in motivation policy of the company because may believe that it will improve management employee relationship. But on other hand 20% are not in favor of the uniform in all dept.Q.9 Is employee are satisfied with the motivation policy methods?

Options% of Respondents

Yes65

No35

Table 4.9: Satisfaction level of employees towards motivation policy.

Figure 4.9: Satisfaction level of employees towards motivation policy.

INTERPRETATION:The above table shows that, 65% employee are satisfied with their companys motivation policy but 355 are not so.Q.10 Rate your companys motivation policies?Options% of Respondents

Poor5

Moderate10

Good25

Excellent60

Table 4.10: Rating of motivation policies Figure 4.10: Rating of motivation policies

INTERPRETATION:The above table shows that, 60% of the employee rate their motivation policy as an excellent to be adopted but some as good; moderate and some as poor also.Q.11 Do you think there should be any change in motivation policy?Options% of Respondents

Yes25

No40

Cant say35

Table 4.11: Change in existing motivation policy

Figure 4.11: Change in existing motivation policy

INTERPRETATION:The above table shows that, 40% of employees say no; but 25% say yes and 35% havent said the answer.Q.12 What are the important of motivation?Options% of Respondents

Yes85

No15

Table 4.12: Important of motivational factors

Figure 4.12: Important of motivational factors

INTERPRETATION:The above table shows that, 85% of employees say yes; but 15% say no.CHAPTER - 5RECOMMENDATION & CONCLUSIONS RECOMMENDATIONS

In this orgnisation positive feedback is given to employees but feedback is not given regularly on their performance. So, a regular feedback should be given that will have employee to know where they need to improve Accounting of job is given but it needs to be increase so that employees will fell more responsible and accounting towards their jobs Management should link rewards with the performance of the employees for motivating then toward their job. The entire employee should obey the rules and regulations of the organization.CONCLUSIONS Good working conditions are available for the employees & the superior.

Opportunity are given for advancement of the organization to the employees.

Employees are happy with the changing culture because they are motivated through that way.

Organization makes their employees feel that their work is important for the organization.

Good human relations are found in the organization & between the employees & superior.

Good public image of the organization.

All the employees are efficient and sincere.

Company policies, supervision, salary, interpersonal relations, working conditions, work itself, achievement, recognition, responsibility, & advancement are the factor that affects the employee motivation.

BIBLIOGRAPHYBOOKS Chabbra T.N., Human Resources Management, Dhanpat Rai & co. (p) Ltd. India, Ninth Edition.

Kothari C.R., Research Methodology, New Delhi, New Age International Publisher, Second Edition.

Gupta C.B.,Human Resource Management, Sultan Chand &Sons, Sixth Edition. Ashwathapa K.,Human Resource Management,Mcgiaw Hill, Fourth Edition.

Prasad L.M., Organizational behavior, Sultan Chand & Sons, Fifth Edition.WEBSITES www.escorts.com www.escortsgroup.com www.ecel.com

www.passionhr.com

www.citehr.com

ANNEXURE QUESTIONNAIRE

QUESTIONNAIRE

Q.1 Are all the employees motivated through monetary incentives?

i. yes

ii. no

Q.2 Are all the employees motivated through supervision?

i. yes

ii. no

Q.3 Is the employees often take part in the management planning?

i. yes

ii. no

Q.4 Does the working condition effects the employees attitude towards the organization?

i. yes

ii. no

Q.5 Is the responsibility affects the employees motivation?

i. yes

ii. no

Q.6 Choose the factor from below that helps you in getting motivation?i. Hard work

ii. Serial sub-ordinate relationship

iii. Skill & managementQ.7 On what factor motivation is based upon?

i. Performanceii. experience

iii. BothQ.8 Do you think motivation policies being adopted in your company are same for all dept?

i. yes

ii. no

Q.9 Is employee are satisfied with the motivation policy methods?

i. yes

ii. no

Q.10 Rate your companys motivation policies?

i. Poorii. Moderate

iii. Good

iv. Excellent

Q.11 Do you think there should be any change in motivation policy?

i. yes

ii. no

iii. Cant sayQ.12 What are the important of motivation?i. yes

ii. no

1.

IDENTIFIES NEEDS

6.

REASSESS NEEDS DEFICIENCIES

5.

RECEIVES EITHER REWARD

OR PUNISHMENT

4.

PERFORMS

3.

ENGAGE GOAD DIRECTED BEHAVIOR

2.

SEARCHES FOR WAYS TO SATISFY

NEEDS

EMPLOYEE

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