CHAPTER I
INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
Motivation is one of the important factors affecting human behaviour and performance. This is the reason why managers attach greater importance to motivation in organizational settings .Likerhas called motivation as the core of management. Technically, the term motivation can be traced to the Latin word moreover, which means to” move “ Dublin has defined motivation as” Motivation is the complex forces starting and keeping a person at work in an organization. Motivation is something that moves a person to action and continues him in the course of action already initiated”. According to McFarland,“Motivation refers to the way in which urges, drivers, desires, aspiration, striving or need direct control or explain the behaviour of human being”
Motivation is based on individual’s motives which are internal to the individual. These motivation are in the form of feeling that individual lacks something. Motivation is affected by the way which the individual is motivated. The Act motivating channelized the lead satisfaction. Besides, it can also activate the talented needs in the individual, that is, the needs that are less strong and somewhat dormant, and harness them in manner that would be functional for the organization

1.1 INTRODUCTION TO THE ORGANISATION
COMPANY PROFILE
The Travancore Cements Limited was incorporated in the year 1946. The year of commencement of grey cement is 1949. The licensed capacity of the plant is 50,800 tons per annum. The master mind behind setting up of this factory was Late Sir. CP RamaswamiIyer, who was then Dewan of Travancore, and he realized the vital role of cement in the industrial development of Kerala. The company was made with M/s F.L Smidth& Co, Denmark. During 1959, the company diversified into the production of white Portland cement. The capacity for the production of white cement is 30,000 tons per annum. Till 1974.the company was manufacturing both white and grey cement in the same plant, disturbing the production of two over certain period in the year. Since 1974, the company started manufacturing white cement alone, as the demand for white cement went up.
During the last 58 years off its existence, TCL has diversified its activities into related areas. Besides Super Shelcem brand cement paint, the company has added to its product range namely the Sheltex Acrylic Emulsion paint and Shell prime cement primer.
The Travancore Cements Limited is the only manufacturer, perhaps in the whole world, producing white cement from a raw material other than conventional lime stone. The main raw material of TCL is the lime shell, which is dredged out of Vembanad Lake, one of the back waters in Kerala. The company has successfully executed a diversification project for manufacturing grey cement during the year 2000, with a capacity of 66,000 NIT per annum.
LOCATION
The cement plant of TCL is situated on the bank of Kodoor River and on the side of the State Highway, M.C. road, and 4km away from the town of Kottayam in Kerala. The typical Location of the plant makes it accessible by road as well as by water.
BRANCHES & OFFICES
The company has its registered office and factory at Nattakom, Kottayam, and Kerala. It has a regional office at Trivandrum and depots at Bangalore, Coimbatore and Vijayawada.

MILESTONES IN THE HISTORY OF TCL * Started production of Grey Cement in August 1949. * Started production White Cement in 1959. * Grey Cement production stopped in 1976. * Diversified into Cement Paint production in 1977. * Became a Government Company in April 1989. * Dry Cement Primer 'Shelprime' production started in January 2000. * Acrylic Emulsion Paint for exterior &Interior. Sheltex launched in April 2000. * Started production of 'Vembanad' 43 grade OPC in September 2000. * Launched Vembanad Wall care putty in 2008. * ISO 9001:2000 certifications received for the Company during December 2003.

VISION, MISSION, OBJECTIVES, OWNERSHIP PATTERN
VISION STATEMENT
“To be a leader in the Indian Cement industry and providing customer delight and enhancing shareholders value.” MISSION STATEMENT
Having a unique role in the Heavy Industry sector of the country, TCL is committed for catering the society towards the specific need expected by producing quality product at a customer friendly price while keeping sustained growth of the organization and total growth of the society. * To enhance the company’s shareholder value. * Employee satisfaction. * Revenue growth. * Strength supply chain management. * High volume, high market share, cost effectiveness in all segments. OBJECTIVES OF THE COMPANY
The main objective of the company is engaged in the production of Vembanad White Portland Cement. It is the first and foremost product of TCL, which is the best white cement available in the country in its quality. Now the company is also engaged in the production of cement paint known as’ Super Shelcem’, which is available in a wide range of colors of 24 shades.
OWNERSHIP PATTERN
The company was run under the private management until 1974. Subsequently the government of Kerala took over the management. Now the government is holding 50.13% of the equity share capital. The Pyramid group of company is holding another 25% of shares and the remaining shares are held by general public.
PRODUCT PROFILE
The Travancore Cements Ltd is producing four types of products and they are: * White Portland cement under the brand name “VEMBANAD” , * Cement paints with a range of 40 shades under the brand name “SUPER SHELCEM” * Wall putty ender the brand name “VEMBANAD WALL PUTTY”
Vembanad White Portland cements TCL manufactures the best white cement in the country and its quality is at par with that of the best available in the world market. This can be attributed to the fact that Vembanad white cement is manufactured using lime shells and it accounts for its superior whiteness as compared to other brands. Today the company enjoys the highest 8042 e-1976specification. White cement is quick drying; possess high strength and superior aesthetic values. It is used for floor finish, plaster and ornamental works.

Vembanad Wall Putty
Vembanad wall putty has more coverage than any other dry wall putty in the market. The object of the company will be to offer putty of the highest quality, giving the smoothest finish, highest coverage and durability. It is available in 20 kg and 5 kg packing.
Earlier Products Produced * Cement paint primer under the brand name "SHELL PRIME", * Emulsion paint under the brand name "SHELTEX"
Shell Prime Dry Cement Primer
In order to mark the new millennium, the Travancore Cements Limited launched a new product, cement paint primer under the brand name "Shel Prime". It is a dry cement primer available in 1kg. Packets. The range is Rs.25/Kg. but since the company had incurred certain losses the production of these came to a halt.
Sheltex Emulsion Paint
The company launched another new product "Sheltex" cement paint. It was launched in April 2000. The basic raw materials include acrylic based pigments and bonding chemicals (Titanium compounds). It is used for both exterior and interior painting purposes. The product is available in 2 packages 11 litersand 4 liters. Which is also not available now.
Qualty Control Policy
TCL has implemented the Quality Management system and best quality throughout the production process. The raw materials are taken by checking its quality and after each and every production process they are testing the quality of sample in the laboratory. Thus customers are well satisfied with the products.

Market Share
Today out of the total production of white cement in India, the market share of TCL is 40% in Kerala and 4% outside Kerala. Shelve paints are marketed in powder form. The sales representatives take orders from the dealers and the company supplies it directly to the stockist of that respective area, Who in turn supplies it to the dealer. The distribution is mainly through the stockist. Cement paint market is classified into two sectors such as organized and unorganized sectors. The total market share of organized and unorganized sector is 15%. In the unorganized sector, Super Shelcem is the market leader. Competitors
The competitors of Vembanad White cement are Birla White, JK White cement and Ras-Al-Khaimah cement (RKC). Other companies like Kesoram cement and Madras cements are also the competitors of Vembanad white cement.
The company which is having highest market share is Birla White cement owning 45%. The next is JK White cement which owns 35%. The third is Vembanad White cement owning about 15%. The rest comes other cements like Kesoram cement, Madras cements etc which owns around 5%.

ORGANIZATION STRUCTURE
The Board of Directors consists of five persons of which one is full time Managing Director. Under the Managing Director we have: Marketing Manager, Production Manager, Maintenance Manager, Financial Manager and Secretary. The Maintenance Manager is responsible for departments of dredger, civil and sanitary, water and general transport, workshop and electrical. The production manager is responsible for the departments of white cement plant, kiln, packing house, lab and quality control. The Marketing manager is responsible for the departments of marketing control, purchase etc. The finance manager is responsible for the departments of accounts. Finally the secretary is responsible for the time office, personnel department, medical department, and office and guest house. ORGANIZATION CHART
Board of Directors

Managing Directors

GM (ES)
(On depth)
Comp.Secy

Sr.M (Pers.) (On deptn) Sr.M (F) CM (O) Ic

DM (Pers.) EA to MD

Med. Officer (On deptn)

DM (P&O) AM (Stores)
Jr.M (R&D/P)
(On deptn) AM (Mech.) AM (D&WT) AM (E&M) Jr.M (OC&Mtg)
Jr.M (IR)

1.3 OBJECTIVES OF THE STUDY * To study and analyze the attitudes and characteristics of employees * To study on employees appraisal in the organization * To study on team work of employees to motivate in the organization

1.4 SCOPE OF THE STUDY
1. The study act as a blue print
2. The study may be used for future research in any other sectors
3. The information revels from this study can be used to develop the future productivity and sales

1.5 Limitation 1. Respondents are not equally corporation because of time 2. The time duration of the study is very limited 3. The study is based on sampling; the inherent limitation of the sampling is also affecting the study.

1.6CHAPTER SCHEME
Chapter – 1:
This chapter includes introduction of the study, introduction to organization, industryprofile, company profile, product profile, Statement of the problem, Objectives of the study, and Scope of the study and Limitation of the study and chapter scheme.
Chapter – 2:
Chapter two deals with Review of literature.
Chapter – 3:
This chapter deals with research methodology, Research design, Type of data, Method of data collection, sampling method, Sampling size, Tools for analysis.
Chapter – 4:
This deals with analysis and interpretation,
Chapter – 5:
This chapter include findings, suggestions and conclusion.

CHAPTER II
REVIEW OF LITERATURE
Rafikul Islam, Ahmad Zaki Hj. Ismail, (2008) Entitled on "Employee motivation: a Malaysian perspective", International Journal of Commerce and Management– They finds that to provide useful guidelines to managers while developing employee motivation programs.
Carolyn Wiley, (1997) entitled on "What motivates employees according to over 40 years of motivation surveys International Journal of Manpower”, Explores past and present attitudes of employees concerning work-related motivational factors. Understanding the factors that employees consider motivating lends insight to the rewards to which they more positively respond. Compares the results of four motivation surveys conducted in 1946, 1980, 1986 and 1992. The comparisons reveal that employees’ motivational preferences vary over time. In addition, the results of the 1992 survey indicate that the factors that motivate today’s workers are more extrinsic than they used to be. Although employees differ on how they rank these factors, they overwhelmingly selected “good wages” as the top motivator. A good wage is an extrinsic reward with intrinsic potency. On the surface “good wages” seem to be purely extrinsic. Yet, at a deeper level, monetary rewards communicate what the company values and affect employees’ emotional and familial wellbeing.
Bonnie F. Daily, (2004)entitled"Motivating employees for environmental improvement", Industrial Management & Data Systems This paper presents a theoretical framework for environmental performance by looking at the crucial employer and employee factors affecting environmental performance. The model focuses on the integration between top management commitment, employee empowerment, rewards, feedback and review, and environmental performance. Suggestions for managers on implementing core concepts from the model, in addition to the challenges they may encounter are discussed throughout the article
According to Lockleys(2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. At the same time, Lockleys (2012) warns that in order for motivational aspects of training and development initiatives to be increased, ideally they need to be devised and implemented by a third party with relevant competency and experience. Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organizations, however, at the same time; many organizations are left behind from benefiting from such opportunities.

James R. Lindner June (1998) entitled on “understanding employee motivation”. The study examined the ranked importance of motivational factors of employees at The Ohio State University's Piketon Research and Extension Center and Enterprise Center. The hand-delivered descriptive survey addressed ten motivating factors in the context of employee motivation theory. Findings suggest interesting work and good pay are key to higher employee motivation. Carefully designed reward systems that include job enlargement, job enrichment, promotions, internal and external stipends, monetary, and non-monetary compensation should be considered.
According to Thomas (2009)entitled on ”Intrinsic Motivation at Work” that Really Drives Employee Engagement” the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as the major obstruction for management in engaging in employee motivation in an effective motivation
Lockley, M. (2012) entitledon “The Secret to Motivating a Team” draws attention to the increasing relevance of the work-life balance problem for modern employees and stresses its negative impact on the level of employee motivation. Specifically

CHAPTER III
RESEARCH METHODOLOGY
Research methodology is a way systematically solves the research problem. It may be understood as a science of study how is done scientific way identifiably.
3.1 RESEARCH DESIGN The methodology of research work provides an outline and a frame work of how the work is conducted .It is a systematic and scientific way to solving the research problem the research design chosen is descriptive
3.3 METHOD OF DATA
An integrated part of the research system is the data collection. There are two types of data, namely primary and secondary data.
1. Primary data
2. Secondary data
Primary data
The primary data are collected by using structural schedule from 300 respondents identifies randomly who are working in TCL. The primary data is collected mainly through questionnaire, discussion, observation, and interview with the employers and employees of the company
Secondary data
The secondary data refers to the data which have already been collected through company web site, broachers, and schedules
Sample size
The sample for the survey was 30 of the total 300 employees in TCL

3.5 TOOLS FOR ANALYSIS The data collected are tabulated and analysed with reference to the objective of the study. The simple statistical tool like percentage analysis and chi-square used to analyse the data
1 PERCENTAGE METHOD
Percentage analysis refers to a ratio. Percentage should be computed and shown if appropriate
Percentage =No of respondents/p Total number of respondents* 100
2. CHI-SQUARE METHOD
The chi-square test is an important test among the several tests of the significant developed by statisticians. Chi-quire, symbolically written as (x2) is a statistical measure used in the context of sampling analysis for comparing a variance to a theoretical variance. The chi-square test is applicable in large number of problems
X = (O-E)/E
O=Observed
E=Expected

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
AGE OF THE RESPONDENTS Age | Respondents | Percentage | | Below 20 | 2 | 7 | | 21 – 30 | 6 | 20 | | 31 – 40 | 13 | 43 | | Above 40 | 9 | 30 | | Total | 30 | 100 | |

The above table show that 43% respondents are belongs to 31-40 age groups, 30% respondents are above 40 and 20% respondent’s are21-40 age group, and 7% respondents are below 20
Chart 4.1

TABLE4.2
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Educational qualification | Respondents | Percentage | SSLC | 11 | 37 | HSC | 9 | 30 | DEGREE | 6 | 20 | PG | 4 | 13 | Total | 30 | 100 |

The above table shows that 37% respondents are SSLC and 30% respondents are HSC, 20% respondents are DEGREE and 13% respondents are PG

Chart 4.2

TABLE 4.3
WORKING EXPERIENCE Working Experience | Respondents | Percentage | 0-5 | 17 | 57 | 6 to 10 | 6 | 20 | 11 to 15 | 3 | 10 | more than 15 | 4 | 13 | Total | 30 | 100 |

The above table shows that 57% employees are having 0-5 years working experience and 20% respondents having 6-10 years working experience, only 13% respondents having more than 15 years working experience and 10% respondents having 11-15 years working experience

Chart 4.3

TABLE 4.4
SATISFACTION LEVEL TOWARDS MANAGEMENT

Satisfaction level of company’s management | Respondents | Percentage | highly satisfied | 7 | 23 | Satisfied | 11 | 37 | Neutral | 10 | 33 | dissatisfied | 2 | 7 | Total | 30 | 100 |

The above table shows that 37% respondents are satisfied with company’s management, 33% respondent’s satisfaction level is neutral, 23% respondents are highly satisfied and the other 7% are dissatisfied with the company’s management

Chart 4.4

TABLE 4.5
RESPONDENTS OPINION TOWARDS WORKING CONDITION

Feel about working condition | Respondents | Percentage | highly satisfied | 9 | 30 | satisfied | 15 | 50 | neutral | 4 | 13 | dissatisfied | 2 | 7 | Total | 30 | 100 |

From the above table shows that 50% respondents are satisfied with the working condition ,30% respondents are highly satisfied with working condition 13% respondents satisfaction level is neutral and 7% are dissatisfied with the working condition

Chart 4.5

TABLE 4.6
SATISFACTION LEVELS OF EMPLOYEES TOWARDS INCENTIVES PROVIDED BY THE ORGANISATION

INCENTIVES | Respondents | Percentage | highly satisfied | 5 | 17 | Satisfied | 8 | 26 | Neutral | 12 | 13 | Dissatisfied | 5 | 7 | Total | 30 | 100 |

The above table 26% of employees are satisfied with the incentives provided by the organisation, 17% respondents are highly satisfied with the incentives provided by the organisation, 13% respondents are neutral and only 75% respondents are dissatisfied with the incentives provided by the organisation

Chart 4.6

TABLE 4.7 RESPONDENTS OPINION TOWARDS WHICH MOTIVATION FACTOR MOTIVATES MORE

Motivation factor | Respondents | Percentage | salary increase | 12 | 40 | Promotion | 5 | 17 | Leave | 6 | 20 | motivational talks | 7 | 23 | Total | 30 | 100 | | | |

The Above table shows 40% respondents agree salary increase is the factor with motivate employees23% respondents are agree motivational talks is the factor that affect the employee performance,20% respondents agree is leave is the one of the motivation factor ,17% respondents are said promotion is the motivational factor

Chart 4.7

Table4. 8
RESPONDENT’S OPINION TOWARDS INCENTIVES AND OTHER BENEFITS WILL INFLUENCE THE EMPLOYEES Influencing Factor | Respondents | Percentage | Yes | 24 | 80 | No | 6 | 17 | Total | 30 | 100 |

The above table shows that80% respondents ‘opinion incentives and other benefits will influence employee’s performance, 6% respondents opinion is incentives and other benefits are not influence the employee’s performance

Chart 4.8

Table4. 9
RESPONDENT’S OPINION TOWARDS FINANCIAL BENEFITS PROVIDED BY THE ORGANISATION Satisfaction level | Respondents | Percentage | highly satisfied | 4 | 13 | Satisfied | 8 | 27 | Neutral | 11 | 37 | dissatisfied | 7 | 23 | Total | 30 | 100 |

The above table shows 37% respondents are in neutral in the financial benefits provided by the organisation , 27% respondents are satisfied with the financial benefits provided by the organisation 23% respondents are dissatisfied with the financial benefits provide by the organisation

Chart 4.9

Table 4.10 RESPONDENT’S OPINION TOWARDS MEDICAL BENEFITS PROVIDED BY THE ORGANISATION

Medical benefits | Respondents | Percentage | Yes | 14 | 47 | No | 16 | 53 | Total | 30 | 100 |

The above table shows 53% respondents are satisfied with the medical benefits provided by the organisation and 47% respondents are not satisfied with the medical benefits provided by the organisation

Chart 4.10

Table4. 11
RESPONDENT’S OPINION TOWARDS GET THE OPPORTUNITY TO EXPRESS THEIR VIEWS IN THE ORGANISATION

Express views | Respondents | Percentage | yes | 16 | 53 | no | 14 | 47 | Total | 30 | 100 |

The above table shows 53% respondents are get the opportunity to express their views in the organisation, 47% respondents are not getting opportunity to express their views in the organisation

Chart 4.11

Table 4.12 RESPONDENT’S PREFERENCE TOWARDS REWARD SCHEMES FOR SELF-MOTIVATION

satisfaction level | Respondents | Percentage | | Financial | 24 | 80 | | non-financial | 6 | 20 | | Total | 30 | 100 | |

From the above table shows 80% respondents prefer financial rewards where as 20% of the respondents prefer non- financial rewards as a self-motivating factor.

Chart 4.12

Table 4.13
RESPONDENTS’ OPINION TOWARDS RECREATION FACILITY PROVIDED BY THE ORGANISATION.

Satisfaction level | Respondents | Percentage | residential facilities | 6 | 20 | canteen facilities | 7 | 23 | children’s school facilities | 6 | 20 | all of above | 11 | 37 | Total | 30 | 100 |

The above table shows 37% respondents opinion residentialfacility ,canteen facilities , children’s school facilities all the recreation facilities provided by the organisation ,23% respondents opinion is canteen is the recreation facility provided by the organisation , 20% respondents are satisfied with residential facilities provided by the organisation and 20% are satisfied with the children’s school facility provided by the organisation
Chart 4.13

Table 4.14 RESPONDENT’S OPINION TOWARDS RETIREMENT BENEFITS PROVIDED BY THE ORGANISATION | | | Retirement benefits | Respondents | Percentage | yes | 20 | 67 | no | 10 | 33 | total | 30 | 100 |

The above table shows 67%respondent’s opinion is they getting retirement benefits 33% respondent’s opinion is they not having retirement benefits

Chart 4.14

Table 4. 15
RESPONDENT’S OPINION TOWARDS TYPE OF RETIREMENT BENEFITS PROVIDED BY THE ORGANISATION

Type of retirement benefits | Respondents | Percentage | pension | 6 | 20 | commutation pension | 7 | 23 | death-cum retirement gratuity | 13 | 43 | provident fund | 4 | 13 | Total | 30 | 100 |

The above table shows 43% respondents opinion is death-cum retirement benefits is the best retirement benefits provided by the organisation, 23% respondents opinion is commutation is the best retirement benefits , 20% respondents opinion is pension is the best retirement benefits , 13% respondents opinion is provident fund is the best retirement benefits provided by the organisation
Chart 4. 15

Table 4.16 RESPONDENT’S OPINION TOWARDS FEEL ABOUT RETIREMENT BENEFITS Feel about retirement benefits | Respondents | Percentage | highly satisfied | 6 | 20 | Satisfied | 7 | 23 | Neutral | 13 | 43 | dissatisfied | 4 | 13 | Total | 30 | 100 |

43% respondents are neutrally satisfied with the retirement benefits provided by the organisation 23% respondents are satisfied with the retirement benefits provided by the organisation, 20% respondents are highly satisfied with retirement benefits provide by the organisation, 13% respondents are dissatisfied with the retirement benefits provide by the organisation

Chart 4.16

CHI-SQUARE
H0-there is no association between educational qualification and incentives provided by the organization?
H1- There is an association between educational qualification and incentives provided by the organization
TABLE 4.17 Satisfaction level towards incentives provided by the organisation/ educational qualification | Highly satisfied | Satisfied | Neutral | dissatisfied | Total | SSLC | 4 | 3 | 2 | 3 | 11 | HSC | 2 | 4 | 1 | 2 | 9 | DEGREE | 2 | 1 | 1 | 2 | 6 | PG | 1 | 1 | 1 | 1 | 4 | TOTAL | 9 | 9 | 5 | 7 | 30 |

Formula = (O-E) 2/E
O=Observed frequency
E= Expected frequency
(O-E) 2/E= (Observed-Expected) 2/Expected frequency
E=Row total- column total/grand total

TABLE 4.18 O | E | (O-E) | (O-E)2 | (O-E)2/E | 4 | 3.3 | 0.7 | 0.49 | 0.148 | 3 | 3.3 | -0.3 | 0.09 | 0.027 | 2 | 1.8 | 0.17 | 0.028 | 0.0157 | 3 | 2.57 | 0.43 | 0.1849 | 0.0719 | 2 | 2.7 | -0.7 | 0.49 | 0.1814 | 4 | 2.7 | 1.3 | 1.69 | 0.6259 | 1 | 1.5 | -0.5 | 0.25 | 0.1666 | 2 | 2.1 | -0.1 | 0.01 | 4.7619 | 2 | 1.8 | 0.2 | 0.04 | 0.0222 | 1 | 1.8 | -0.8 | 0.64 | 0.3555 | 1 | 1 | 0 | 0 | 0 | 2 | 1.4 | 0.6 | 0.36 | 0.2571 | 1 | 1.2 | -0.2 | 0.04 | 0.0333 | 1 | 1.2 | -0.2 | 0.04 | 0.0333 | 1 | 0.66 | 0.34 | 0.1156 | 0.1751 |

Total calculated value=7.116
Degrees of freedom= (m-1) (n-1) where “m”=no rows and” n”= no of column
=r-1*c-1

= (4-1) (4-1)
=3*3
=9
Total calculated value =7.116

Table value =8.343

INTERPRETATION

From the above table shows that the calculated value is 7.116 which is less than the table value 8.343 SOF at the level of significant. Hence we accepts the alternatives hypothesis (h1) and reject the null hypothesis...it can be concluded that there is significant association between educational qualification and incentives provided by the organisation
5.1 FINDINGS

1. 43% respondents are between 21—30 age group 2. 37% respondents educational qualification is SSLC 3. 57% of respondents having 0-5 years working experience 4. 37% respondents are in neutral with the company’s management 5. 50% respondents are highly satisfied with the working condition 6. 26% respondents are satisfied with incentives provided by the organization 7. 40% respondents are motivated with the salary increase 8. 80% respondents thing that incentives and other benefits will influence their performance 9. 37% respondents are neutrally satisfied with the financial benefits 10. 53%respondents are not satisfied with the medical benefits provided by the organization 11. 53%respondents get the opportunity to express their views in the organization 12. 80% respondents are motivated in financial incentives 13. 37% respondents are satisfied with recreation facility provided by the organization 14. 67% respondents are having retirement benefits 15. 43% respondents are get Death-Cum retirement Gratuity provided by the organization 16. 43% neutrally satisfied with the feel about retirement benefits 17. There is a an association between educational qualification and incentives provided by the organization

5.2 SUGGESTIONS

1. The company has to provide motivation to all level of employee. 2. Motivation increases both the productivity and quality of the product .so take more care for motivation. 3. The management should promote the employee on the basis of their working experience 4. Most of the workers, in interview say that they want training for technical field. so the company must make necessary. 5. The company can concentrate to make separate team for motivation and counseling.

5.3 CONCLUSION
The study contacted in Travancore cements Pvt ltd, Kottayam on employee motivation and performance, the employees has reviled many interesting factors about the company and level of satisfaction towards the company. The conclusion is maid based on the information collected from the employees after the analysis of the data collected from Travancore cements it has been derived that the employee needed more motivation trade union also needed good understanding between them through motivation only company can improve productivity motivated employees put in their best as compare to other employees. Through motivation employees stay in the organization and their absenteeism is very low .The management may kindly taken in to consideration of the above discussed and suggested information so as to fulfil the employees expectation for a successful long runof the business

Bibliography

Organization behavior,
Freed luthand
11th edition 2007

McGraw-hill
Principle of management
L.M Prasad Research methodology C.R Kothari Google Wikipedia

QUESTIONNAIRE
A STUDY ON EMPLOYEE MOTIVATION WITH REFERANCE TO TRAVANCORE CEMENTS, KOTTAYAM

1. NAME OF THE RESPONDENT :
2. DESIGNATION OF THE RESPONDENT :
3. DEPARTMENT :
4. AGE : a) BELOW 20 ( ) b) 21-30 ( ) c) 31-40 ( ) d) ABOVE 40 ( )
5. GENDER :
a) MALE ( ) FEMALE ( )
6. EDUCATIONAL QUALIFICATION a) SSLC ( ) b) HSC ( ) c) DEGREE ( ) d) PG ( )
7. SINCE HOW MANY YEARS YOU HAVE BEEN WORKING IN THE ORGANISATION? A) 0-5 YEARS ( ) b) 6-10 ( ) c) 11-15 ( ) d) MORE THAN 15 ( )
8. ARE YOU SATISFIED WITH YOUR COMPANY’S MANAGEMENT?
a) HIGHLY SATISFIED ( ) b) SATISFIED ( ) c) NUETRAL ( ) d) DISSATISFIED ( )

9. WHAT DO YOU FEEL ABOUT YOUR WORKING CONDITION? a) HIGHLY SATISFIED ( ) b) SATISFIED ( ) c) NEUTRAL ( ) d) DISATISFIED ( )
10. ARE YOU SATISFIED WITH THE INCENTIVES PROVIDED BY THE ORGANISATION? a) HIGHLY SATISFIED( ) b) SATISFIED ( ) c) AVERAGE ( ) d) DISSATISFIED ( )
11. WHICH OF THE FOLLOWING FACTORS WHICH MOTIVATE S YOU MOST? a) SALARY INCREASE ( ) b) PROMOTION ( ) C) LEAVE ( ) c) MOTIVATIONAL TALKS ( )
12. DO YOU THINK THAT INCENTIVES AND OTHER BENEFITS WILL INFLUENCE YOUR PERFORMANCE? a) YES ( ) b) NO ( )

13. ARE YOU SATISFIED WITH THE FINANCIAL BENEFITS? a) HIGHILY SATISFIED ( ) b) SATISFIED ( ) c) NEUTRAL ( ) d) DISATISFIED ( )
14. ARE YOU SATISFIED WITH THE MEDICAL FECILITIES? a) YES ( ) b) NO ( )
15. DO YOU GET THE OPPORTUNITY TO EXPRASS YOUR VIEW IN THE ORGANISATION? c) YES ( ) d) NO ( )
16. WHICH INCENTIVES IS MOTIVATING YOU MORE? a) FINANCIAL ( ) b) NON-FINANCIAL ( )

17. WHAT KIND OF RECREATION FECILITIES PROVIDED BY THE COMPANY? a) RESIDENCIAL FACILITIES ( ) b) CONTEEN FACILITIES ( ) c) CHILDRAN’S SCHOOL FACILITIES ( ) c) ALL OF ABOVE ( )
18. DO YOU HAVE RETIREMENT BENEFITS?

a) YES ( ) b) NO ( )
19. WHAT TYPE OF RETAIREMENT BENEFITS PROVIDED BY THE ORGANISATION? a) PENTION ( ) b) COMMUTATION PENTION ( ) c) DEATH-CUM RETIREMENT GRATUITY ( ) c) PROVIDENT FUND ( ) e) ALL OF ABOVE ( )
20. WHAT IS YOUR FEEL ABOUT RETIREMENT BENEFITS? a) HIGHLY SATISFIED ( ) b) SATISFIED ( ) c) NEUTRAL ( ) d) DISSATISFIED ( )