The document provides an overview of Osram and the lighting industry in India. It discusses Osram's competitors in India such as Philips, Havells, and Surya Global. It then introduces Osram, describing its management, operations in India, subsidiaries, and certification. Key information includes that Osram is a wholly owned subsidiary of Osram GmbH, it has over 1200 employees in India, and its plant in Sonepat was awarded the Best4 Integrated Management certification.

1. INDEX
Certificate
Declaration
Acknowledgement
TABLE OF CONTENTS
CHAPTER Title Page No.
CHAPTER- 1 1.1 Introduction to industry 1
1.1.1 Competitors of Osram in India 2
A. Philips Electric company
2-3
B. Havells India Ltd.
4-5
C. Surya Global Ltd.
6
1.2 Introduction to Osram
7
1.2.1Management of Osram
1.2.2 Osram in India
8-9
1.2.3 Osram India Pvt. Ltd. 10
1.2.4 Company Profile 12
1.2.5 History of Osram 13
1.2.6 Vision ,Mission & Values of 14-16
Osram
1.2.7 List of Awards 17-18
1.2.8 Description of Products 19-22
2.1 Introduction to the topic 23
CHAPTER- 2
2.2 Motivation as a concept 23
2.3 Nature of Motivation 23
2.4 Objective of Motivation 24
2.5 Types of Motivation 25-26
2.6 Importance of Motivation 27
2.7 Steps of Motivation 28-29
1

2. 2.8 Motivational Theories 30-31
2.9 Techniques of Motivation 32-33
2.10 Motivation & Performance 34
2.11 Prevailing system of 35
Motivation in Osram
2.11.1 Financial Motivators 35
2.11.2 Non-Financial Motivators 35-38
CHAPTER- 3
3.1 Research Methodology 39
3.2 Objective of study 39
3.3 Research Designs 39-40
3.4 Data Collection 40
3.5 Scope of study 41
3.6 Justification of study 41
3.7 Limitation 41
CHAPTER - 4
4.1 Data Analysis & Interpretation 42-56
CHAPTER- 5
5.1 Findings 57-58
5.2 Suggestion 59
5.3 Conclusion 60
Bibliography
Questionnaire
2

3. LIST OF TABLES
Sr. no Description Page. No
Table: 4.1 Percentage of Satisfied & Dis- 42
satisfied employees for
working grade.
Table: 4.2 Working environment in the 43
organization.
Table: 4.3 Percentage of response of
45
employees for dyadic
relationship.
Table: 4.4 Frequency of meetings
46
organized by senior.
Table: 4.5 Attention towards employees
suggestions. 48
Table: 4.6 Satisfaction regarding salary
49
package.
Table: 4.7 Satisfaction with employees
50
benefit and Welfare.
Table: 4.8 Percentage of response for the 52
adequacy of Training
programmes.
Table: 4.9 Percentage of response for Job
53
rotation programs.
Table: 4.10
Percentage of response for
55
disbursement of rewards.
3

4. LIST OF FIGURES
Sr. No. Description Page. No.
Fig: 4.1 Percentage of Satisfied & Dis-satisfied 42
employees for working grade.
Fig: 4.2 Working environment in the 44
organization.
Fig: 4.3 Percentage of response of employees 45
for dyadic relationship.
Frequency of meetings organized by 47
Fig: 4.4
senior.
Fig: 4.5
Attention towards employees
48
suggestions.
Fig: 4.6 Satisfaction regarding salary package.
49
Fig: 4.7 Satisfaction with employees benefit 51
and Welfare.
Percentage of response for the 52
Fig: 4.8
adequacy of Training programmes.
Fig 4.9
Percentage of response for Job
54
rotation programs.
Fig: 4.10 Percentage of response for
55
disbursement of rewards.
4

5. 1.1 INTRODUCTION TO INDUSTRY
The lighting industry begins with invention of lamp by Edison in 1879. Edison invented lamp,
gas lighting and established the lightning industry. Incandescent lamps was developed in the
era to make light by using electricity to heat a thin strip of material (called a filament) until it
gets hot enough to glow. Between the years 1878 and 1892 the electric light industry grow in
terms of installed lights but shrinked in terms of company competition as both Thomas Edison
and George Westinghouse determined to control the industry and its advancement.
At that time following companies dominated the market.
 American electric company
 Brush electric company
 Edison electric light company
 Edison & swan united electric light company
 General electric company
 Swan electric light company
 Westinghouse Electric Company
The emerging market of India is now also switching to energy-saving lamps. The research
magazine “Pictures of the Future” reports that Osram has become the world’s first lamp
manufacturer to participate in a United Nations climate protection program that involves
exchanging used light bulbs for energy-efficient lighting units.
The CFL lamps will lower electricity bills in hundreds of thousands of Indian households,
while helping to stabilize the power outage-prone Indian power grid and reduce CO2
emissions. In return for providing this replacement service, Osram receives emission
certificates from the UN that the company can sell as it wishes.
5

6. 1.1.1 Competitors of Osram in India
As lightning industry has a vast coverage for the purpose of out line of the Industry a few
companies has been chosen for this work.
A) Philips Electrical company (India) pvt. ltd.
Philips started operations in India at Kolkata (Calcutta) in 1930. Established as “Philips
Electrical Co. (India) Pvt. Ltd”, the company comprised a staff of 75 and was a sales outlet for
Philips lamps imported from overseas. In keeping with the Philips philosophy of promoting the
industrial development of emerging economies, Philips India set up its first Indian lamp-
manufacturing factory in 1938 in Kolkata. Subsequently, Philips decided to produce radio
receivers in India to make this product readily and widely available to the Indian consumer. In
1948, after the Second World War, Philips started manufacturing radios in Kolkata. The first
valve-based Philips set was well received by the consumers. This was a major turning point for
Philips India, and marked the beginning of the company's subsequent growth in the world of
electronics. In 1957, the company is converted into a public limited company, renamed
“Philips India Ltd.” In 1965 (3 April), the millionth Philips radio is manufactured in India. In
the same year Philips pioneers the concept of son-et-lumiere shows in India with the
installation of such a lighting and electro-acoustic system at the Red Fort in Delhi. In 1970 a
new consumer electronics factory is started in Pimpri near Pune. Come 1982, Philips brings
colour television transmission to India with the supply of four outdoor broadcast vans to
Doordarshan during the IX Asian Games. The company also completes a prestigious turnkey
project by handling the lighting and electro-acoustic installations of stadia built specially for
6

7. the IX Asian Games. In 1983, Philips launches the Compact Disc and revolutionizes the way
the world listens to music. In 1985, Philips inaugurates its consumer electronics factory at Salt
Lake, Kolkata.1993 sees Philips launching its domestic appliance business in India and in 1995
Philips introduces compact fluorescent lamps into the country. In 1996, the Philips Software
Centre is established in Bangalore. In 1998, Philips launches Flat Televisions and CD-
recorders - both firsts in India. As is seen, throughout the 1900’s Philips continued to bring the
Indian consumer new and innovative products backed by the latest technology and bearing the
renowned Philips stamp of quality. Philips Lighting is a leading provider of solutions and
applications for both professional and consumer markets. The Lighting sector is dedicated to
introducing innovative end-user-driven and energy-efficient solutions and applications for
lighting, based on a thorough understanding of the customer needs, both in public and private
context with the new lighting technologies, such as LED technology, and the increasing
demand for energy efficient solutions, Philips will continue shaping the future with
groundbreaking new lighting applications. Philips address lighting needs in a full range of
environments - indoors (homes, shops, offices, schools, hotels, factories, and hospitals) as well
as outdoors (public places, residential areas and sports arenas). Philips also meet people's needs
on the road, by providing safe lighting in traffic (car lighting and street lighting).
7

8. B) Havell’s India ltd.
Havells India Ltd. is a billion-dollar-plus organization, and is one of the largest & India's
fastest growing electrical and power distribution equipment manufacturer with products
ranging from Industrial & Domestic Circuit Protection Switchgear, Cables & Wires, Motors,
Fans, Power Capacitors, CFL Lamps, Luminaires for Domestic, Commercial & Industrial
applications, Modular Switches, & Bathfittings covering the entire gamut of household,
commercial and industrial electrical needs.
Havells owns some of the prestigious global brands like Crabtree, Sylvania, Concord,
Luminance, Linolite, & SLI Lighting.
With 91 branches / representative offices and over 8000 professionals in over 50 countries
across the globe, the group has achieved rapid success in the past few years. Its 8 state-of-the-
art manufacturing plants in India located at Haridwar, Baddi, Noida, Sahibabad, Faridabad,
Bhiwadi, Alwar, Neemrana, and 7 state-of-the-art manufacturing plants located across Europe,
Latin America & Africa churn out globally acclaimed products. Havells is a name synonymous
with excellence and expertise in the electrical industry. Its 20000 strong global distribution
network is prompt to service customers.
The company has acquired a number of International certifications, like BASEC, CSA,
KEMA, CB, CE, ASTA, CPA, SEMKO, SIRIUM (Malaysia), SPRING (Singapore), TSE
(Turkey), SNI (Indonesia) and EDD (Bahrain) for various products. Today, Havells and its
brands have emerged as the preferred choice of electrical products for discerning individuals
and industrial consumers both in India and abroad.
In an attempt to transform itself from an industrial product company to a consumer products
company, Havells launched consumer electrical products such as CFLs, Fans, Modular
Switches & Luminaires. The company has been consistent in its brand promotion with
8

9. sponsorship of Cricket events like T20 World Cup, India-Australia Series and IPL Season 1
and 2. The company has also taken the initiative to reach directly to the consumers through
"Havells Galaxy" – a one stop shop for all electrical and lighting needs.
Social and environmental responsibility has been at the forefront of Havells operating
philosophy and as a result the company consistently contributes to socially responsible
activities. For instance, the company is providing mid-day meal in government schools in
Alwar district, covering 15000 students per day. Besides this company has acquired land for
constructing a larger kitchen with all the modern facilities to serve freshly cooked food to
50000 students in the area. Havells runs a mobile Medical Van, equipped with a trained doctor
and necessary medicines in the rural areas of Delhi & NCR for the very poor and needy
villagers. Havells also set up free medical check-up camps. In the past also, the company has
generously contributed to the society during various national calamities like the Bihar Flood,
Tsunami and Kargil National Relief Fund etc.
The essence of Havells success lies in the expertise of its fine team of professionals, strong
relationships with associates and the ability to adapt quickly and efficiently, with the vision to
always think ahead.
9

10. C) Surya Global ltd
Surya is one of the foremost corporate conglomerates in the country. It is already a Rs. 8000
Million (178million US $ ) enterprise , and has set a target of Rs. 10000 Million (222 million
US $ ) by the year 2002.
Surya's products run across both industrial and household segment. Surya is the only lighting
company of India with 100% backward integration. It is the single largest manufacturing
company of Lamps in the country. The company also has one of the biggest steel tube
manufacturing units in Asia. Surya maintains its leadership in the export of fluorescent tubes
and has achieved high brand visibility in over 45 countries. Surya has also rightfully earned its
place as a global player in the steel pipe industry. The company is one of the pioneers in this
industry to have assimilated the concept of total quality management. No wonder, Surya
possesses two state-of-the-art plants at Malanpur and Kashipur for lighting products set up in
1984 and 1992 respectively. Both the plants have deservedly won ISO 9002 certification.
Surya GLS also conforms to prestigious European safety standard "CE".
Surya Roshni has two subsidiaries abroad i.e. Surya Roshni, Inc. (incorporated in the state of
New York, U.S.A) and Surya Roshni (H K) Ltd., HongKong .
10

11. 1.2 INTRODUCTION TO OSRAM
OSRAM India is one of the leading lamp manufactures in the country. The innovative range of
OSRAM comprises over 5000 lighting products. These products are available across the
country from our sales offices and through our wide network of dealers/distributors.
Currently OSRAM India has 43500 employees and turnover of Euros 4.6 billion approximately
(to the end of September). The company is a pioneer of innovative and high quality products in
General Lighting, Display Optics, Electronic Control Gear and Light Emitting Diodes (LED's).
Lamps and lighting systems from OSRAM provide the basis for a beautiful view of things,
ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years,
OSRAM has been "passionate about intelligent light". As a globally operating company, we
also explicitly encourage socially and environmentally responsible policies around the world -
as well as sponsoring art and culture at home and abroad.
11

12. 1.2.1 MANAGEMENT OF OSRAM
.
Martin Goetzeler (CEO) Johannes Närger (CFO)
Claus Regitz (CTO) Charlie Jerabek
12

13. (President and CEO of OSRAM SYLVANIA)
Kurt Gerl
(CSO & Executive Vice President HR)
13

14. 1.2.2 OSRAM IN INDIA
OSRAM India is a young & vibrant company and started its operation in India in early 1994, it
is wholly owned subsidiary of Osram Gmbh, Germany, which in turn is a group company of
Siemens AG, Germany.
With in one year of Osram entering India, the local manufactures of compact fluorescent lamps
was commenced, followed by acquisition of ECE lamp division in oct 98, expanding the local
production range to incandescent- and fluorescent lamps. Very soon Osram India will also be
locally producing slim, energy efficient Tri-phosphor Lumilux plus Fluorescent lamps.
OSRAM India is one of the leading lamp manufactures in the company. Light from Osram
shines in all 32 states and union terrotories, currently Osram India has 1200 employees and
sales of over I billion. The company is a pioneer of innovative products in General Lighting,
Automative Lighting, Photo Optics and Electronic Control Gear.
The OSRAM plant in Sonepat is the fourth in India and the seventh in the world to be awarded
the Best4 (Business Excellence Sustainability Task) Integrated Management certification by
14

15. RINA. This indicates compliance with international standards ISO 9001(quality), ISO 14001
(environment), OHSAS 18001 (health and safety) and SA 8000 (social accountability).
1.2.3 OSRAM India Pvt. Ltd. Sonepat
The plant of OSRAMzx India Pvt. Ltd. Sonepat was established by Birla Group of company
as ECE Industries Sonepat in the year 1973 in collaboration with M/s Tungsram, Hungary. It is
situated 45 km from Delhi, in industries-oriented environment of Sonepat (Haryana).
In Oct. 1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India Pvt. Limited a
wholly owned subsidiary of OSRAM GmbH. OSRAM India Pvt. Ltd. having its registered at
New Delhi, was primarily formed for sales and marketing operations in India. The company
has got three regional offices at Bombay, Calcutta & Banglore in addition to 14 other
distribution centers. The total turnover of OSRAM India Pvt. Ltd. were worth Rs.42 crore in
acquisition, innovation and expansion has been regular feature of this plant. Currently a high
speed CFL manufacturer line and slim tube manufacture line have been brought from
(Germany). With this new induction, total investment at this to approximately Rs.100 crore.
15

16. 1.2.4 COMPANY PROFILE
OSRAM GmbH is one of the three leading lamp manufacturers in the word with it’s
headquarter at Munich (Germany). It is a company working with strong international outlook,
competent and farsighted management, and team spirit working, among 43500 employees
throughout the world.
The world wide sales for the year 2008 amount to approximately Rs 16,000 crore. Of this huge
amount, 88% was earned outside Germany, which emphasizes the company’s strong
international existence.
Today OSRAM is 103 years young the history of this world present giant can be traced back to
year 1919, when three companies - AEG, Siemens & Halske AG, and Duetsche Gasgluhlicht
(Auer Gasellschaft) - pooled their resources for producing filament lamps.
Today, Siemens AG is the sole stakeholder in OSRAM GmbH. The OSRAM trademark was
registered back in 1906, making it one of the oldest internationally recognized trade names.
The name 'OSRAM' had been derived from "OSMIUM" and "WOLFRAM" the two German
words for metals required for manufacturing the filaments.
The division with largest turnover is general Lighting. Innovation products as halogen lamps,
compact fluorescent lamps, and metal halide lamps continue to show healthy growth. OSRAM
is today world's largest manufacturer of automotive lamps. It has also an excellent position in
the field of photo optic lamps.
As an ISO – 9002 certified company; OSRAM has got 51 production facilities in 18 countries,
catering the needs of customers in 146 countries. The company was awarded the technical
Oscar in March 1988 by the academy of motion picture arts and science for the invention and
continuous improvement in HMI lamps for the professional motion pictures. Currently,
16

17. company is spending 4% of its turnover R&D activities. It is at top in Europe and second
largest lamp producer in North America (as OSRAM SYLVANIA). In addition to Europe and
North America, Asia is one of the most important growth centers for OSRAM's innovation
products. Specially, in 1994 Indian subcontinent become a potential market for energy efficient
lighting products. So, due to strong urge to explore the market here, OSRAM GmbH set up
OSRAM India Pvt. Ltd. in 1994 for sales and marketing operations. The company has 100%
foreign equity.
1.2.5 History of Osram
86.924: This was the register number in the Trademark Directory, the start of an exciting story
in the history of German industry. It is one of the most traditional brand names in the world,
synonymous with light around the globe and first saw the light of day one hundred years ago.
On April 17, 1906 the brand name of OSRAM was entered in the Trademark Directory of the
Imperial Patent Office in Berlin.
Who would have thought 103 years ago that one day OSRAM will produce with more than
38.000 employees worldwide in about 49 production facilities in 19 countries sales of 4.3
billion euros? Who would have thought hundred years ago, that the electronic in light sources -
not exclusively in light emitting diodes (LED) and other opto-semiconductor products - will
play a bigger role in the lighting market?
The brand name of OSRAM was "born" in 1906 and registered by the Deutsche Gasglühlicht-
Anstalt (also known as Auer-Gesellschaft). The world famous name from 1906 was created
from the names of the two materials that were needed at the time to produce filaments -
initially Osmium and later Wolfram (or tungsten as it is now more commonly known).
13 years later (on July 1, 1919) it became part of a company name: OSRAM Werke GmbH
Kommanditgesell- schaft. At the time, Auer-Gesellschaft, AEG and Siemens & Halske AG
combined their lamp production activities; since 1978 Siemens has been the sole shareholder.
17

18. In 1919, the world famous picture logo with the light bulb also made its first appearance.
Today, the stylised lamp in our picture logo is a symbol not only for light but also for good
ideas and our passion for intelligent light.
In 1985 OSRAM integrates as the first manufacturer the electronic ballasts (ECG). Today
OSRAM Dulux EL Longlife energy-saving lamps last ten years or more. And consume up to
80% less energy than ordinary light bulbs.
1.2.6 Vision, Mission and Values
Vision: - The expectations and targets of company are reflected in its policy and continuous
efforts for expanding its share in the market. The OSRAM India Vision 2005 proves to be the
statement of its goals and would shape its future in India. The highlights of OSRAM India
Vision 2005 are:
- OSRAM No.-2 in lamps business in India.
- OSRAM India sales over INR 3 billion.
- OSRAM India leader in CFL, FO and ECG.
- OSRAM the most respected brand name in the country.
- OSRAM products available in all parts of India.
- Cost leadership in halogen, TS Luminux, CFL, NAV super and HQL.
Mission:-
- Better Technology
- Better Quality
- Better Tomorrow
18

19. VALUES OF THE COMPANY
a. Customer Satisfaction.
b. Commitment to Total Quality.
c. Cost and Time Consciousness.
d. Innovation and Creativity.
e. Trust and Team Spirit.
f. Respect for the Individual Integrity.
g. Customer Satisfaction.
h. Commitment to Total Quality.
Transforming VISION into REALITY
 Team of highly motivated and entrepreneurial staff with continuous learning and
training.
 Product availability at competitive cost through local world-class production of focus
items of high quality.
 Brand awareness via mass media a point of sale and innovative image through
seminars and technical workshop.
 Total quality management.
 Widespread sales and distribution network to cover the entire country and make
OSRAM lamps available in over 100000 retail outlets.
 Our passion of customer satisfaction withholding out motto “We won’t let you down”.
19

20. QUALITY POLICY
Management is committed to
 The company provide best quality and service to the customers from the
beginning.
 The company strive for continuous improvement and show zero tolerance to
defects.
 The company set priorities and are consistent in achieving our targets.
 The company focus is driven by the customers` expectations.
 The company encourage and honor initiative, creativity and commitment.
 The company build on the capabilities of each other and value working in
teams.
SAFETY POLICY
OSRAM has always focused on high product quality & the health & safety of the customer and
its products. The new directive on the product safety, which came into force on jan 15, 2004
creates the same condition in all EU member states & standardises the safety requirement
relating to products. The directives promises greater safety and transparency for the consumer.
20

21. To meet our obligation arising from this directive, the company provide information on our
products on themselves, on the packaging and on the leaflets enclosed with the products.
Because there are so many different language in the EU we use.
1.2.7 LIST OF AWARDS
The awards we have already received recognising our activities show that responsible
environmental protection pays in many ways.
May 2004 - Presentation of the Bavarian Energy Award by the Ministry of Trade and
Commerce for the sustainable energy concept in the production of LEDs.
21

22. July 2003 – OSRAM shape the future of light
In the corporate culture of OSRAM Opto Semiconductors, the most important characteristic is
innovation. It provide a workplace atmosphere in which innovation is encouraged offering the
employees the freedom to develop new lighting solutions. The experience of working in a
highly creative atmosphere, each day coupled with the intuition, inspiration and enthusiasm of
every individual ensures that our lighting ideas are always a step ahead.
vironment Award by the City of Regensburg.
22

23. Osram Opto Semiconductors is a member of the Bavarian Environmental Pact.
Its goal is to raise the ability of business to innovate and to promote environmentally sound
economic growth following the principle of sustainability
1.2.8 DESCRIPTION OF PRODUCTS
Osram India Pvt. Ltd. has taken over lamp division of ECE industries limited satiated at
Sonepat (Haryana) on Oct 1998. Osram India Pvt. Limited is now owner of the factory. Here
different luminary products are manufactured in the following plants:-
PRODUCT OF GLASS PLANT
(1) Glass shells - 60 mm round and 60 mm mushroom
(2) Tubular shells - 36.2 mm to 38 mm diameter.
PRODUCT OF LAMP PLANT
(1) Fluorescent tubes - 02 feet and 04 feet
PRODUCT OF COIL PLANT
23

24. (1) Filament and lead in wire
Now total production of fluorescent of fluorescent tubes is about 900000 tubes per month and
different kinds of GLS production is about 3100000 bulbs per month.
PRODUCTS OF GLS PLANT
(1) BC, CC, GLS - 25W, 100W (230 volts)
(2) BC, SC, GLS, MW - 150W, 200W (250 volts)
(3) ES, SC, GLS, HW - 300W, 500W (250 volts)
Incandescent lamps
Tungsten halogen lamps
Compact fluorescent lamps/Energy saving lamps
Fluorescent lamps
High intensity discharge (HID) lamps
Special lamps
Display and signal lamps and lamps for traffic light installations
24

25. LED systems
Automotive lamps
Display/Optic UNDER CONSTRUCTION
Control gears
Luminaires
Home Lighting
Incandescent lamps count as so-called temperature emitters. The coil, consisting of tungsten
wire is brought to glow through an electrical current and thus will gleam. Incandescent lamps
are dimmable without restrictions and possess a life duration of about 1000 hours. This
corresponds to 1 year at the typical burning rate of 2 hours/day in a private household.
- Incandescent lamps
- Tungsten Halogen lamps
- Energy-Saving Lamps
Luminaires
Our fundamental knowledge on the interaction of lamps and electronical control gear leads to
the exemplary luminaries of OSRAM. Result of our development are luminaries with more
comfort, more security and less energy consumption. And a timelessly beautiful design. This is
25

26. how our lighting ideas conquer various application areas in known OSRAM quality.
Automotive Lighting
We are number 1 in the world in automotive lamps. The Automotive Lighting division
contributed 16 percent to OSRAM sales during the year under review 2004. For this reason this
division is our second largest business sector. The product range includes 400 lamp types for
cars, trucks, motorcycles and bikes, manufactured in America, Europe and China.
General Lighting
The General Lighting section is a real heavyweight at OSRAM with 51 percent of sales. From
factory buildings to department stores, from mines to oil platforms, from housing to the street:
all are covered by General Lighting.
- Tungsten Halogen Lamps
- Compact Fluorescent Lamps
- Fluorescent Lamps
- High pressure discharge lamps
- UV/IR
Electronic Control Gear
OSRAM develops and manufactures electronic control gear (ECG) for the various types of
26

27. lamps in order to provide optimal functionality of each lamp/control gear system:
QUICKTRONIC for fluorescent lamps, HALOTRONIC for low voltage tungsten halogen
lamps and POWERTRONIC for high pressure discharge lamps.
Display / Optic Lighting
The lamps of our Display/Optic division thus set standards of entertainment and architainment
lighting in the fields of video, data and cinema projection, as well as in diverse special
applications - from the production of micro-chips to the navigation lights in airport runways.
2.1 INTRODUCTION TO TOPIC
Motivation is an important factor which encourages persons to give their best performance and
help in reaching enterprise goals. A strong positive motivation well enables the increased
output of employees but a negative motivation will reduce their performance.
In order to make any managerial decision really meaningful. It is necessary to convert it into an
effective action, which the manager accomplishes by motivating his subordinates. To motivate
means to produce goals oriented behavior since increase in productivity is the ultimate goal of
every industrial organization, motivation of employees at all levels is the most critical and
baffling function of the management. Almost every human problem the manager faces
throughout the firm has motivational elements.
27

28. 2.2 Motivation : As a concept
The term motivation has been derived form Latin word-Movers which means to move. In our
languages of management it implies something that energies an individuals or a group of
individuals to work.
W.G. SCOTT “ Motivation means a process of stimulating people to action to accomplish
desired goals”
BREECH says “ Motivation is a general inspirational process which gets the members of the
team to pull their weight effectively, to give their loyalty to the group, to carry out properly the
tasks that they accepted and generally to play an effective part in the job that the group has
undertaken”.
2.3 Nature of Motivation
Motivation is a psychological concept that generates within an individual. It is a inner felling
which energizes a person to work more.
 The emotions or desires of a person prompt him for doing a particular work.
 Man has innumerable wants to satisfy & three are unsatisfied needs of a person which
disturb his equilibrium. All the wants cannot be satisfied at one time where one want is
satisfied other may emerge. Satisfaction of wants is an unending process. Hence,
motivation is also an unending process.
 A person moves to fulfill his unsatisfied needs by containing his energies.
 There are dormant energies in a person which are activated by channelising them into
actions.
 A man works to achieve some individual goals. After the goal is achieved he is no
longer interested in work. Goal means satisfaction of needs. Therefore, it is very
essential for the management to know the goals or motives or needs of each individual,
so that they may be pushed to work by directing them towards achievement of their
goals.
2.4 Objective of Motivation
28

29. 1. The purpose of motivation is to create conditions, in which people are willing to
work with zeal,initiative , interest and enthusiasm with a high personal and group
moral satisfaction, with a sense of responsibility, loyalty and discipline and with pride
and confidence in a most cohesive manner so that the goals of an organization are
achieved effectively.
2. Motivational techniques are utilized to stimulate employee growth,
3. He said “ you can buy a man’s time, you can buy a man’s physical presence at a
given place; you cannot even buy a measured number of skilled muscular motions per
hour or day, but you cannot but enthusiasm, you cannot buy initiative , you cannot
buy loyalty, you cannot buy devotions of hearts, minds and souls. You have to ear
these things.
4. If a manager wants to get work done by his employees, he may either hold out
a promise of a reward for them for doing work in a better or improved way, or
he may constrain them, by instilling fear in them or by using force, to do the
desired work. In other words, he may utilize a positive or a negative motivation.
Both these types are widely used by management.
2.5 Types of Motivation
When a manager wants to get more work from his subordinates then he will have to motivate
them for improving their performance. They will either be offered incentives for more work, or
may be in the shape of rewards, better reports, recognition etc, or he may in still fear in them or
use force for getting desired work. The following are the types of motivation.
1. Positive Motivation :- Positive Motivation is based or reward. The workers are
offered incentives for achieving the desired goals. The incentives may be in the
shape of more pay, promotion, recognition of work etc. according to Peter Drucker ,
the “ Real and positive motivators are responsible for placement, high standards of
29

30. performance,information adequate for self control and the participation of the
workers as responsible citizen in the plant community. Incentive motivation is the “
pull” mechanism.
2. Negative Motivation :- Negative or fear motivation is based on force or fear.
Fear causes employees to act in a certain way. In case, workers do not act
accordingly then they may be punished with demotions or lay offs. The fear act as a
“push” mechanism. Moreover it may result in lower productivity because it tends to
dissipate such human assets as loyality, co-operation and esprit de corps. Moreover,
the imposition of punishment frequently results is frustration among those
punishment, leading to the development of mal adaptive behavior.
3. Extrinsic Motivation:- It is concerned with external motivators which
employees enjoy-pay,promotion, status, benefits,retirement plans, health insurance
schemes, hodiday and vacations etc. by and large these motivations are associated
with financial rewards.
4. Intrinsic Motivation:- On the other hand, is concerned with the” feeling of
having accomplished something worth while, “ i.e. the satisfaction one gets after
doing one’s work well. Praise, responsibility, recognition , esteem,power,status,
competition and participation are examples of such motivation.
5. Self Motivation:- before one can motivate others one must motivate oneself.
One must overcome a certain amount of one’s nature interia. One of the most
common deterrents to human action is that of tired feeling. This tired feeling is due
to emotional reactions within oneself. The thing that effect the conscious mind and
are generally known as anxiety are :
• Monotonous work.
• Driven by boss.
• Bad physical conditions.
• Financial troubles.
• Under constant strain.
30

31. 6. Group Motivation:- The motivation of a group is an important as self-
motivation, A group can be motivated by improving human relations and dealing
with people in a human being, by encouraging people to feel involvement in there
work and by giving them an opportunity to improve there performance and by
complimenting or praising them. In dealing with others, it must be borne in mind
there the greatest returns can be obtained when each member of a group is properly
motivated.
2.6 IMPORTANCE OF MOTIVATION
Management tries to utilize all the sources of production in a best possible manner. This can
be achieved only when employees cooperate in this task. Efforts should be made to motivate
employees for contributing their maximum. The efforts of management will not bear fruit if the
employees are not encouraged to work more the following is the importance of motivation.
• Motivated employees are always looking for better ways to do a job. It is the
responsibility of the mangers to make employees look for better ways of doing their
jobs.
• Motivated employees will put maximum efforts for achieving organizational goals.
Better performance will also result in higher productivity. The cost of production
can also be brought down if productivity is raised. The employees should be offered
more incentive for increasing their performance. Motivation will act as a stimulate
for improving the performance of employees.
31

32. • A motivated employees,generally , is more quality oriented. This is true weather we
are talking about a top manager spending extra time on data gathering & analysis
for a report.
• Highly motivated workers are more productive than apathetic workers. The
productivity of workers becomes a question of the management’ ability to motivate
its employees.An appreciation of the nature of the motivation is highly useful for
manager.
• A good motivational system will create job satisfaction among employees. The
employees will try to contribute their maximum and management will offer them
better service condition and various other incentives.There will be an atmosphere of
confidence among employees and employers. It will lead to better industrial
relations.
• Every organization requires human resources in addition to financial and is
significant to the organizations.
o People must be attracted not only to join the organization but also to remain in it.
o people must perform the task for which they are hired and must do so in a dependable
manner.
o People must go beyond their dependable role performance and engage in some form of
creative , spontaneous and innovative behaviour at work
2.7 STEPS OF MOTIVATION
The management should concentrate on two things to motivate its employees.
1. Working method of motivation i.e. it should determined as to what ought to be
done.
2. The tools of motivation i.e. it should be determined as to when and how a job is to
be done.
1. Knowledge of position of employees :-
32

33. First of all knowledge should be obtained regarding the needs of the employees who are to
be motivated. Different persons have different needs. So , different methods are to be used
for motivating different persons. Both the individuals and the group should be kept in mind
while assessing the conditions.
2. Development of tools of motivation :- After obtaining the knowledge of the
employees needs managers should do the job of selecting and using specific tools or
techniques of motivation. The managers should determine the following issues through
their own experience of others and through the experience of others and through the
experience of the personnel department.
a) Which employee is to be motivated and by which technique of motivation ?
b) Under what conditions is hello/she to be motivated ?
3 Selection of tools of motivation :-
Selection of tools of motivation is a difficult task. Following observation are to be made
for the purpose
a) Who is to be motivated ?
b) Which technique succeeded or failed in the past ?
c) Are requisite efficiency, means and time needed for the use of that technique
available or not ?
Thus, after the determination of the technique its use should be considered. It should be
decided as to when and how the motivation is to be used. The employees should immediately
get the reward or appreciation can spoil the effect of motivation.
4 Communication media :- The technique of motivation should be brought into the
notice of employees. Communication media should be good enough for this purpose. If the
33

34. management cannot communicate its viewpoint to the employees, it cannot motivate them as
well.
5 Follow up action :- The manager should assess, from time to time,
whether the employees have been motivated or not through a technique of motivation. If one
technique fails, others can be made use of. This type of assessment can bring to light the
shortcomings of present technique by removing its shortcomings.
2.8 MOTIVATIONAL THEORIES
1. Maslow needs hierarchy :- Motivation is influenced by the needs of a person.
There is a priority of certain needs over others. The importance of needs will influence the
level of motivation. A.H.Maslow has categorized human needs into five categories.
b) Physiological :-Hunger, thirst, shelter, sex & other needs.
c) Safety :- includes security, and protection from physical and emotional
harm.
d) Social :- includes affection, belongingness, acceptance and friendship.
34

35. e) Esteem :- includes internal esteem factors such as self –respect, authority
and achievement and esteem factors such as status, recognition and
attention.
f) Self actualization :- The drive to become what one is capable of becoming;
includes growth, achieving one’s potential and self fulfillment.
2 Motivation Hergber’s theory :- He gives two factor theory of motivation. First
factors includes company policy and administration,technical supervision, inter-
personal relations with supervisor, salary, status, job security and personal life . These
factors were found to be only dissatisfied and not motivators. These are hygiene factors.
Second type of factor is motivational factor,which includes achievements,
recognition,advancements work itself,possibilities of personal growth, responsibility .
According to this theory,attention should be given to the job content to motivate the
employees of the organization.
3 X & Y Theory :- After viewing the way in which managers dealt with employees ,
Mc. Gregor concluded that a manager’s view of the nature of human being is based on
certain grouping of assumptions. He proposed two distinct view of human being, one
basically negative theory X which assumes that the employees dislike work are lazy,
dislikes responsibility and must be coerced to perform and the other basically positive
labeled theory Y which assumes that employees like work are creative, seek
responsibility and can exercise, self direction. Mc Gregor himself held to the belief that
theory Y assumptions are more valid than theory X. Therefore he proposed such ideas
as participation , decision making, responsible and challenging job and good group
relations as approaches that would maximize an employee’s job motivation.
As, already mentioned, Maslow’s need hierarchy theory states that every human being
there exits hierarchy of five needs- physiological, safety, social, esteem and self
actualization and as each is sequentially satisfied , the need becomes dominant. From
the stand point of motivation, if you want to motivate someone, you need to understand
at what level in hierarchy that person currently is and then focus on satisfying those
needs at above that level.
35

36. Different needs dominate different people at different time, workers will be dominated
by lower order needs like physiological , safety and social needs while on the other
hand staff members who’s lower order needs like esteem and self actualization needs.
The staff members who’s lower order needs like esteem and self actualization needs.
The reason behind this difference can be variable such as education, family background
and cultural environment. But the important aspect, which should be taken care, is
fulfillment of desired needs at every level. If the organization fails to fulfill needs of its
employees ultimately it results in non-fulfillment or targeted results. For example to
fulfill esteem needs ( particularly recognition needs ) an employee work hard to bring
better results out of his work. He leaves no stone unturned in achieving the set target in
the best possible manner. In return of this hard and dedicated labour the employee looks
forward to have recognition within the department and in the organization as a whole.
The recognition encourages the employee to put more of his labour in fulfilling the task
still in the better way. Apart from this he also becomes an example for others. As a
result they are to motivate. On the contrary, if this employee not rewarded appropriately
that will result in lower morale and employee will not repeat this enthusiastic behavior
again, simultaneously effecting the organization target. So in the present scenario, this
is responsibility of HR department to find out what are various need of employees,
what are the policies and procedures from which the employees are not satisfied and
accordingly suitable steps should be taken to boost the morale of employee.
2.9 Techniques of motivation
Every management tries to spacing certain motivational techniques which can be employed for
improving performance of its employees. The techniques may not be similarly useful in all
types of concern. Some techniques may be suitably employed in one concern, others may be
useful in another concern and so on. Motivational techniques may be of two types i.e. financial
and non-financial.
Financial motivators
36

37. Financial motivators may be in the form of more wages, salaries, profit sharing, leave with pay,
medical reimbursement bonus, company paid insurance of any other things that may be given
to employees for performance. Money is the most important motivator to people who are
young and raising their families. For some persons money remains to be a motivator and for
others it may never be. Besides all money can motivate people if their wages are related to
their performance.
Non-financial motivators
These motivators are in the nature of better status, recognition, participation, job security etc.
Some of these motivators are discussed here:
 Recognition :- Every person wants his work to be recognized by his superiors. When
he knows that his performance is known to his boss then he will try to improve it more
and more. The recognition may be in the form of a word of praise, a pat on the back, a
word of praise, a latter of appreciation, entry in annual confidential report etc. There
may also be awards, certificates plaque etc. The recognition may be for better output,
saving the time, improving quality of products, suggestions for better ways of doing
things etc
 Participation :- Participation has been considered a good technique for motivation. It
implies physical and mental involvement of people in decision making process. It
satisfies ego and self esteem of persons. They feel important when asked to made
suggestions in their field of activity.
 Status :- It refers to a social status of a person and it satisfies egoistic needs. A
management may create some status symbols in the organization. This can be done by
way of giving various facilities to the persons. These may be superior furniture, carpets
on the flood, attachment of peons, personal assistant etc. To get these facilities a person
will have to show a certain amount of performance. When a person achieves certain
facilites then he tries to get better status by working more. In this way status needs act
as motivator.
37

38.  Competition :- In some organizations competition is used as a motivator. Various
persons are given certain objectives and everybody tries to achieve them head of others.
There may be praises, appreciation letters, financial incentives to those who reach the
goals first. The competitions encourages persons to improve their performance.
 Job Enrichment :- Job enrichment has been recognized as an important motivator by
various researches. The job is made more important and challenging for the workers,
may be given wide latitude in deciding about their work methods. The employees will
also perform the management functions of planning and control so far as the work is
concerned.
38

39. 2.10 MOTIVATION AND PERFORMANCE
Motivation is necessary for work performance because if people do not feel inclined to engage
themselves in work behaviour, they will not put it necessary efforts to perform well. However,
performance of an individual in the organization depends on a variety of factors besides
motivation. Therefore, it is desirable to identify various factors which affect individual
performance and the role that motivation plays in this.
Factors affecting individual Performance :-
Observation show that (1) various individuals perform differently in the same work situations,
and (2) the same individual performs differently in different work situation. We can derive
from that individual performance depends on the following factors.
1. Motivation of individual.
2. his sense of competence,
3. his ability
4. his role perception and
5. organization resources.
Motivation
Ability Role
Perception
Performance Reward
Organisational
Sense of resources
Competence
39

40. 2.11 PREVAILING SYSTEM OF MOTIVATION
IN OSRAM
Given the complexities of human behaviour, existence of multiple needs and goals among
employees, differences in the priorities of individual goals and differential expectations , it is
imperative that the strategies to be adopted for motivating employees should be multipronged
and multifaceted.
Motivational techniques may be classified into two categories i.e. financial and non-financial .
2.11.1 Financial Motivators
Financial motivators may be in the form of more wages and salaries, bonus, profit sharing,
leave with pay , medical reimbursements, company paid insurance of any other things that may
be given to employees for performance. Money is most important motivator to people who are
young and raising their families than to those who have allinged at a stage when money needs
are less. Money needs go on changing from time to time. A person may be satisfied with
modest house at one time. He may like to have a comfortable house late on, For some persons
money remains to be a motivator and for others it may never be.
2.11.2 Non- Financial Motivators
Under non- financial motivators the employees is not given more money. He is rather given
more chances of promotion , job security , respect and appreciation under non-financial
incentives. Thus , non financial incentives include all those factors which do not give directly
more money to the employee, no matter indirectly he may be receiving financial benefits.
Modern managers make use of all types of motivators i.e. positive , negative, financial , non
financial.
Motivational techniques are utilized to stimulate employee growth. The purpose of motivation
is to develop conditions in which people are willing to work with zeal,interest and enthusiasm.
40

41. Though the various techniques adopted by OSRAM COMPANY, for the upliftment of
employees through motivation is not up to mark but in accordance to various motivation is not
up to mark but in accordance to various organization it can be competitive.
 Self Motivation :-
In OSRAM self motivation exists to a great extent, the urge or desire that should
come form within the individuals exists in the employees of the organization. The
employees believe in themselves that they are capable of performing the given task smartly
and efficiently arrives from with in the individuals not from some one else.
 Incentive Motivation :-
An ‘incentive or ‘reward’ can be anything that attracts a workers attention and
stimulates him to work, when the question comes of incentive motivation, the answer
cannot be said to be a perfect one but satisfactory. It is said that people work for incentives
in the form of P’s which are as follows
Praise.
Prestige.
Promotion.
 Praise :-
The first motivator praise exists to a great extent in OSRAM COMPANY.
Everytime an employee does the work upto the mark,a word of praise is being given and
the employee feel like performing the next task with much more enthusiasm.
 Promotion :-
The employees in OSRAM COMPANY are promoted on the regular basis. The
promotion is not generally based on experience but on work done basis and hence acts
as one of the techniques of motivation.There are various schemes, policies,
contributions and compensation for the employees working in the organization.
41

42.  Marriage Gift Scheme :-
With a view to promote cordial relations with the employees , the company has
been giving gifts on the occasions of marriages of either the employees themselves or
their dependent children under Marriage Gift Schemes. The scale of gifts, which are in
the form of a gift cheques varies from level to level.
 Wages and Salary :-
One of the most important technique of motivation is an appropriate wage and
salary. The salary given to the employees are in accordance to their work and job.
 Late sitting Allowance :-
The employees in OSRAM COMPANY also get late sitting / overtime
allowance.
 Washing Allowance :-
The employees in OSRAM COMPANYS gets washing allowance on monthly
basis.
 Bonus :-
Generally 15% bonus is given to the employees earning below Rs. 3500 p.m. on
their basic pay.
 Suggestions and Reward Schemes:-
This scheme was introduced by the management to create an environment in
which employees are encouraged and motivated to give constructive suggestions for
improving the overall profitability of the company. The management believes that
employees have tremendous capability and desire to make the company prosper in
every field and to encourage them to make more and more efforts,the suggestions and
reward scheme is being introduced.
42

43.  Production Incentive Scheme :-
This scheme was introduced for motivating the workers. Under this targets for
production on per day basis are set, when the targets are achieved the workers are
accordingly awarded.
• Employee of the year and Employee of the Month :-
Employee of the year and employee of the month are choosen on the basis of quality of
production and behavioural aspects. This helps in motivating worker as they get
monetary as well as non-monetary awards, which gives them recognition and praise.
• Conveyance Facility /Allowance :- The company provides conveyance facility to
female workers from industrial establishment to their place of residence and male
workers get conveyance.
Other financial motivators designed by OSRAM COMPANY includes
• Leave with pay includes casual + Sick + earned leaves .
• Attendance Allowance.
• House Rent Allowance.
• Conveyance Allowance.
• Conveyance Reimbursement.
• Child Education Allowance.
• City Compensatory Allowance.
• Newspaper/Periodicals Reimbursemnet.
• Society Funds helps in providing loans.
• Provident Fund.
• Employees State Insurance Corporation Scheme.
• Death Relief Fund.
43

44. 3.1 RESEARCH METHODOLOGY
Meaning of research:
Research Methodology is a way to systematically solve the research problem. In it, step-by-
step methods are followed to solve a particular problem. It refers to a search for knowledge. It
can also be defined as a scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of “scientific investigation”.
3.2 OBJECTIVE OF STUDY
MAIN OBJECTIVE: To study motivation level of employees in Osram.
SUB OBJECTIVES:
• To study various factors and aspects of motivation.
• To analyze working style followed by higher authorities and their communication
with employees.
• To study the working environment prevailing in Osram.
• To study the interpersonal relationship between the various levels of the
organizations.
• To study satisfaction of employees on the pay package provided by Osram.
• To study proportion of attrition rate in Osram.
• To study job rotation practices.
• To study relation between work and reward.
• To provide data for deciding the action plan to enhance motivation of employees.
3.3 RESEARCH DESIGN
44

45. Research Design is the way in which the research is carried out. It works as a blue print.
Research Design is the arrangement of conditions for the collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
 Type of research design: descriptive research design is used in the study. As
questionnaire is used as a tool to collect the data. The major purpose of selecting
descriptive research is the description of state of affairs, as it exists at present. The
main characteristic of this method is that the researcher has no control over the
variables. A reporter can only report what has happened or what is happening.
 Sampling: Deliberate sampling is used to collect sample. This states that on the choice
of reporter the respondents are chosen.
 Sample Size: 100 employees are chosen.
 Sample characteristics: Blue collar and white collar employees are chosen in equal
proportion.
 Area of research: Osram Sonepat unit is selected for research.
3.4 DATA COLLECTION
 Primary Data
 Secondary Data
The study is based on both primary and secondary data.
a) Primary Data:- Primary data are those data , which is originally collected afresh.
In this project, Questionnaire Method has been used for gathering required information.
However, some assistance was provided to respondents in filling it.
b) Secondary Data: - Secondary Data are those data which are already collected and stored
and which has been passed through statistical research.
In this project, secondary data has been collected from following sources:-
45

46.  Various motivational records to study schemes and policies adopted by the company
 Books
 Journal
 websites
3.5 SCOPE OF STUDY
The study covers the area of motivation, quality of work life, job satisfaction, working
conditions. For future research following topics can be worked upon with review of above
topics.
• A study on wage and salary administration
• Analysis of gap for training and development.
• Career planning
3.6 JUSTIFICATION OF STUDY
The project is done to touch every pillar of HR in a best possible manner so as to get practical
exposure to HR issues and to study the prevailing culture and climate of the organization. This
study has really made me to understand meaning of culture and climate in an organization.
This project has also been useful to me for the purpose of getting experience of strategies to
motivate the employees. It is necessary for a budding manger to get acquaintance with
manufacturing environment before joining any industry. This industry exposure through my
summer training has proved add on to my experience.
3.7 LIMITATION OF THE STUDY
There were few limitations which were encountered during the project. They are as follows.
46

47. • Some of the respondents were not genuinely helpful, co-operative and
responsive. They were hesitant to fully disclose the information with the
researcher.
• Most of the employees were busy, due to some work of the organization.
• A certain degree of fear and devotion towards the organization was major
obstacle while conducting the project.
• For some employees the questionnaire was a source of showing their frustration.
• Latest data and reports concerned for the project was limited in OSRAM .
4.1 DATA ANALYSIS & INTERPRETATION
Q.1 Are you satisfied with the existing Working conditions, Cleanliness & sanitation
facilities.
FACTORS SATISFIED DIS-SATISFIED
WORKING AMBIENCE 74 26
CLEANLINESS 76 24
SANITATION 32 68
Table :-( 4.1)
Percentage of Satisfied & Dis-satisfied employees for working grade
47

48. Fig.(4.1)
Percentage of Satisfied & Dis-satisfied employees for working grade
Interpretation
The above figure depicts that 74% of the employees are satisfied with the working conditions
and cleanliness. 68% of the employees are dissatisfied with sanitation facilities.76% of the
employees are satisfied with cleanliness facilities. Therefore, Osram has a good working
environment.
Q.2 How do you find working environment in Organization.
48

49. Factors Formal Semi Formal Informal
Working 28 70 2
environment in the
organization
TABLE:-(4.2)
Working environment in the organization
49

50. Fig: (4.2) Working environment in the organization
Interpretations: Above diagram depicts that 28% employees says that working environment
in the company is formal. 70% employees says that working environment in the company is
semi formal. 2% employees says that working environment in the company is informal.
Therefore Osram has favorable facilities for the employees.
50

51. Q.3 Do you Feel free to discuss problems to your boss directly.
Factors Yes No Up to some extent
Feel free to discuss 84 16 0
problems to their
boss directly
TABLE:-(4.3)
Percentage of response of employees for dyadic relationship
Fig:-(4.3)
Percentage of response of employees for dyadic relationship
51

52. Interpretations : Above figure states that 84% of the employees feel free to discuss problems
to their boss directly . 16%do not feel free to discuss problems to their boss directly. Therefore
Osram enjoys good dyadic relationships for smooth working.
Q.4 Do you think that the frequency of meetings organized by your senior are
appropriate. ?
Factors Yes No Up to some extent
Frequency of 70 30 0
meetings organized
by your seniors
appropriate
TABLE:-(4.4)
Frequency of meetings organized by senior
52

53. Fig.:(4.4)
Frequency of meetings organized by senior
Interpretation: Above states that 70% of the employees think that frequency of meeting
organized by their superior is appropriate. 30% of the employees think that frequency of
meeting organized by their superior is not appropriate. Overall frequency of meetings is
appropriate where employees can communicate with their boss and other members.
Q.5 Do boss pay attention towards employees suggestions?
53

54. Factors Yes No Up to some extent
Attention of boss 70 30 0
towards employees
suggestions
TABLE:-(4.5)
Attention towards employees suggestions
Fig.:(4.5)
Attention towards employee’s suggestions
Interpretation: The figure states that 70% of the employees think that their boss pay attention
towards their suggestions. Whereas 30% of the employees think that their boss does not pay
attention towards their suggestions. Therefore suggestions are welcome in Osram from
54

55. employees for the constant changes. It is here assumed that 30% who reports that there
suggestions are not accepted might be their suggestions are not relevant.
Q.6 Are you satisfied with your salary package ?
Factors Yes No.
Satisfaction regarding 20 80
salary package
TABLE:-(4.6)
Satisfaction regarding salary package
55

56. Fig :( 4.6)
Satisfaction regarding salary package
Interpretation: Above figure depicts that 20% of the employees are satisfied with their salary
packages. 80% of the employees are not satisfied with their salary package. Therefore Osram
should work on to increase the pay packages of employees despite of working environment if
pay package is not correct attrition rate shall be high and organization lacks quality employees
due to the reason.
56

57. Q.7 Are you satisfied with the benefit and welfare schemes introduced by the
company?
Factors Yes No.
Satisfaction with employees 74 26
benefit and Welfare
TABLE:-(4.7)
Satisfaction with employees benefit and Welfare
57

58. Fig.:(4.7)
Satisfaction with employees benefit and Welfare
Interpretation: Above figure depicts that 74% of the employees are satisfied with employees
benefit and welfare schemes. 26% of the employees are not satisfied with employees benefit
58

59. and welfare schemes. Compensation part is a big lacuna in the organization therefore they are
not able to retain people despite of other facilities.
Q8 Does the training programes conducted are adequate in number. ?
Factors Yes No
Are the training 66 34
programmes are adequate in
number.
Table:-(4.8)
Percentage of response for the adequacy of Training programmes
59

60. Fig: (4.8)
Percentage of response for the adequacy of Training programmes
Interpretation: Above figure depicts that 66% of the employees states that the training
programmes conducted are adequate in number. 34% of the employees think that the training
programmes conducted are not adequate in number. Training gap is not analyzed properly
which hampers the quality also.
Q9 Should the job rotation program be carried out in a planned manner ?
60

61. Factors Yes NO
Should the job rotation 60 40
programs be carried out in a
planned manners
Table:- (4.9)
Percentage of response for Job rotation programs
61

62. Fig.:(4.9)
Percentage of response for Job rotation programs
.
62

63. Interpretation: Above figure depicts that 60% of the employees states that job rotation
programs should be carried out in planned manner. 40% of the employees states that job
rotation programs should not be carried out in planned manner. Therefore from above response
it is stated that the facilities are good but nothing is added on enhance employee’s
performance.
Q.10 Are employees rewarded according to their performance ?
Factors Yes NO
Are you 40 60
rewarded
according to
your
performance
Table:-(4.10)
Percentage of response for disbursement of rewards
63

64. Fig: (4.10)
Percentage of response for disbursement of rewards
Interpretation: Above figure states that 40% of the employees states that they are rewarded
according to their performance. But 60% of the employees state that they are not rewarded
according to their performance. Compensation need to work upon.
64

65. Findings
 74% of the employees are satisfied with the working conditions and cleanliness. 68% of
the employees are dissatisfied with sanitation facilities.76% of the employees are
satisfied with cleanliness facilities. Therefore, Osram has a good working environment.
 28% employees states that working environment in the company is formal. 70%
employees states that working environment in the company is semi formal. 2%
employees states that working environment in the company is informal. Therefore
Osram has favorable facilities for the employees.
 84% of the employees feel free to discuss problems to their boss directly . 16%do not
feel free to discuss problems to their boss directly. Therefore Osram enjoys good
dyadic relationships for smooth working.
65

66.  70% of the employees think that frequency of meeting organized by their superior is
appropriate. 30% of the employees think that frequency of meeting organized by their
superior is not appropriate. Overall frequency of meetings is appropriate where
employees can communicate with their boss and other members.
 70% of the employees think that their boss pay attention towards their suggestions.
Whereas 30% of the employees think that their boss does not pay attention towards
their suggestions. Therefore suggestions are welcome in Osram from employees for the
constant changes. It is here assumed that 30% who reports that there suggestions are not
accepted might be their suggestions are not relevant.
 20% of the employees are satisfied with their salary packages. 80% of the employees
are not satisfied with their salary package. Therefore Osram should work on to increase
the pay packages of employees despite of working environment if pay package is not
correct attrition rate shall be high and organization lacks quality employees due to the
reason.
 74% of the employees are satisfied with employees benefit and welfare schemes. 26%
of the employees are not satisfied with employees benefit and welfare schemes.
Compensation part is a big lacuna in the organization therefore they are not able to
retain people despite of other facilities.
 66% of the employees states that the training programmes conducted are adequate in
number. 34% of the employees think that the training programmes conducted are not
adequate in number. Training gap is not analyzed properly which hampers the quality
also.
 60% of the employees states that job rotation programs should be carried out in planned
manner. 40% of the employees states that job rotation programs should not be carried
out in planned manner. Therefore from above response it is stated that the facilities are
good but nothing is added on enhance employee’s performance.
 40% of the employees states that they are rewarded according to their performance.
But 60% of the employees state that they are not rewarded according to their
performance. Compensation need to work upon.
66

67. 5.2 SUGGESTIONS
 Working conditions are appropriate up to an extent but still some improvements
are required.
 More temperature control systems should be installed at required places.
 Conveyance facility should be for all the employees.
 canteen facilities should be given.
 To make improvements in state of cleanliness and sanitation sweepers should be
instructed strictly to perform his/her duty.
 Availability of more telephones in departments for effective communication.
 The functioning of the management for the employees should be more transparent.
 Employees should be paid equal to market rate.
67

68.  Management should introduce new benefit and welfare schemes.
 Special training programmers to be conducted within the country and abroad.
 Employees educational background and qualification should be taken into
consideration.
 The performance appraisal should be either quarterly or half yearly rather than
annually.
 Job Rotation should be carried out in such a manner that the specialization of an
employee is not affected i.e. should be exposure rather than transfer.
 Salary packages needs main consideration to stop attrition rate.
5.3 CONCLUSION
To conclude the topic of my project. I would like to say the employee motivation is an
important aspect to be discussed & followed in every organization. As it is very important for
each & every organization. It is really helpful in the progress of employee of the organization.
In OSRAM the employee motivational programme is effective & impressive to motivate the
employee of an organization.
68

69. OSRAM is older manufacturing company in the lightning industry but it has not sustained a
higher position in the industry because of the reason that it don’t offer a competent salary in the
industry which hampers the performance also.
Employee are motivated by surrounding environment of company but are dissatisfied by salary
and incentives offered, suggestion schemes, job rotation, career planning. The company lack of
latest data records and forecasting is not satisfactory.
But despite of these entire conditions attrition rate is less because employee likes to associate
with the various material facilities provided by company.
It was a very good experience for me to learn, so many new things in actual working
environment of an organization. From the findings of the study related issue should be
resolved through prompt action in accordance of the organizational goal, so as to minimize
weakness & reinforce strength observed during the process.
69