The purpose of the study consists of identifying the basic reason of de-motivation and providing the right and useful solution to the problem. The basic and main purpose of the study is to motivate the employees and workers to perform according to the company policy and to achieve the definite goal personal as well as organizational. One of the main factors of de-motivation is unclear or poor identification of the goal. Thus it is the duty of the organization to help its employees to identify their need, desire and destiny.
Therefore the purpose is to identify and analyses the reasons of de-motivation in the organization. Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and relationships are all externally motivated needs. When these needs are achieved; the person moves up. When satisfaction is not found, the person becomes less productive and eventually quits or is fired. Achievement, advancement, recognition, growth, responsibility and job nature are internal motivators. Thus it is the responsibility of the H. R official to identify the require area of motivation to increase the productivity of their employees to achieve the organizational goals.
The purpose of the study consists of identifying the basic reason of de-motivation and providing the right and useful solution to the problem. The basic and main purpose of the study is to motivate the employees and workers to perform according to the company policy and to achieve the definite goal personal as well as organizational. One of the main factors of de-motivation is unclear or poor identification of the goal.
Thus it is the duty of the organization to help its employees to identify their need, desire and destiny. Therefore the purpose is to identify and analyses the reasons of de-motivation in the organization. Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and relationships are all externally motivated needs. When these needs are achieved; the person moves up. However, if levels one through three are not met, the person becomes dissatisfied with their job. When satisfaction is not found, the person becomes less productive and eventually quits or is fired.
Achievement, advancement, recognition, growth, responsibility, and job nature are internal motivators. Thus it is the responsibility of the H. R official to identify the require area of motivation to increase the productivity of their employees to achieve the organizational goals.
The research problem here in this study is associated with the motivation of employees of SUNRISE BISCUIT COMPANY Limited, Guwahati. There are a variety of factors that can influence a person’s level of motivation; some of these factors include
- The level of pay and benefits,
- The perceived fairness of promotion system within a company, their employees, the more successful they will be.
- The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom.
This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programs and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.
A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the researcher considers the outcome of an investigation will be. It is an informed/educated guess. It indicates the expectations of the researcher regarding certain variables. It is the most specific way in which an answer to a problem can be stated.
Research hypotheses are the specific testable predictions made about the independent and dependent variables in the study. Hypotheses are couched in terms of the particular independent and dependent variables that are going to be used in the study. The research hypothesis of this study is as follows. Ho: There is no significant between incentives and employee’s performance. Ho: There is no significant between career development opportunities and the extent of employee motivation Ho: There is no significant between performance appraisal system and the extent of motivation.
Biscuits derive its name from a French word meaning twice backed bread; Biscuits in general have a good shelf life, which is higher than all other snack items available in the market. India is the second largest producer of biscuits in the world after the U. S. A. but still the per capita consumption is only 2. 3 kg/year of developed countries. As per the latest survey done by N. C. A. E. R. 49 biscuits are consumed in rural areas. The penetration of biscuits into households stands at an average of 83. 2% with the rural penetration at 77% and urban penetration at 88%. Biscuits are reserved for the small scale sector but there are strong possibilities of the industry being deserved in line with the government policy of liberalization.
The net effect thus would be greater choice for the consumer as well as a check on the costs. The country production of the biscuits during 2004-05 was 18. 6 Lac tons of which 1/2 were manufactured by the organized sector. The industry turn over was 5322. Crores of which organized sector contributed 2519. 3 crores. Britannia, makers of Britannia biscuits, doubled capacity from 25 tonnes a day to 50 tonnes and plans to be a national brand soon. In an aggressive mode, the North dominated biscuit player has increased its ad budget to Rs. 5 crore this year from Rs. 3 crore last year. Britannia has also recently invested about Rs. 5 crore in the modernization and expansion of its production and packing its production capacity of 40 tonnes per day to 100 tonnes per day by next year.
The aim: to take the current turnover of Rs. 0 crore to Rs. 100 crore by the year. The low priced brand claims to have a 15 per cent market share in the North and is aggressively eyeing a bigger bite of the Rs. 2,500 crore biscuit industry. The brand plans to gain a 40 per cent market share in the North by the year of. The company’s strategy has been to attract new consumer segments and widen its consumer base with its well packaged low priced offerings. Britannia’s success has also come from its formidable.
Company Profile Company’s Background the Sunrise Biscuit Company Ltd
The company is the contract packer of BRITANNIA. In the beginning the company started its operation with only 70-80 workmen and with 15 management staff with one plant-l with marie n thin biscuits. Plant-ll installed in the year 1993 with four varieties and with the manpower of 150 workmen and 22 management staff. In September 5th 2008 plant-lll was installed with 13 varieties and 29 SKU’s with the manpower 500 workmen and 25 management staff. No major I. R problem is faced by the company over the last 22 years; no agitations are there against the organization.
The organization is following ISO-22000 for their food safety and management system. Following are the verities company is manufacturing currently. These are
- Renovated Marie
- Nutrichoice Thinarrot
- Time Pass
- Milk Bikies
- Good Day Butter
- Tiger Shell
Cream Britannia was incorporated in 1918 as Britannia Biscuits Co LTD in Calcutta. In 1924, Pea Frean UK acquired a controlling stake, which later passed on to the Associated Biscuits International (ABI) an UK based company. During the 50’s and 60’s, Britannia expanded operations to Mumbai, Delhi and Chennai.
In 1989, J M Pillai, a Singapore based NRI businessman along with the Groupe Danone acquired Asian operations of Nabisco, thus acquiring controlling stake in Britannia. Later, Groupe Danone and Nusli Wadia took over Pillai’s holdings. PLANT LOCATION Britannia’s plants are located in the 4 major metro cities – Kolkatta, Mumbai, Delhi, and Chennai. A large part of products are also outsourced from third party producers. Dairy products are out sourced from three producers – Dynamic Dairy based in Baramati, Maharashtra, and Modern Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West Bengal.
Britannia had spent 0. 1 million US$ to hire Paris based designer Shombit Sen Gupta to create a logo and packaging design. The logo had three objectives:
- Give consumer reassurance that it was a trusted and familiar brand.
- Britannia has the ability to change.
- It had to be appropriate to the business the company was in.
The logo consists of the company’s name and slogan, “Eat Healthy Think Better”. The Hindi rendition is “Swastha Khao, Tan Man Jagao”. The corporate statement “Eat Healthy Think Better” captures the Indian concept of the unity of mind and body.
The logo has three colours red, white, and green each having its own significance. Colour Red denotes Energy and Vitality. White denotes purity. Green stands for Nutrition and Freshness. The strike communicates Innovation and Futuristic Power of Britannia. Today, Britannia is the largest biscuit and bakery company in the country with the daily sales turnover of over Rs. 8478 million. It is the market leader in the 1. 3-million tonne Indian biscuits industry with a 60% share. It has maintained market leadership with a 48% value market share in the organized sector.
Britannia core businesses constitute of Bakery and Dairy products. Bakery products account for 90% of the revenues and include Biscuits, Bread and Cake & Rusk. Dairy products contribute to 10% of Britannia’s annual turnover of Rs13. 38bn. Throughout its existence, Britannia has operated on the principles of providing products to the consumers that are healthy and tasty. This is brought about by the use of high quality ingredients with a strong focus on ‘naturalness’ and modern manufacturing practices. The company today has a wide range of bakery products in the biscuit, bread and cake segment.
It has trimmed down its wide product portfolio by reducing the products from 35 to around 25 and began to focus on value-added instead of low-margin products. BIL (Britannia Industries Ltd. ) has decided to focus on seven core brands in the biscuits and bakery category. The brands included Good Day, Tiger, 50-50, Snax, and the Cream Treat brands, among others. With the launch of Tiger brand, it has taken a plunge in the low-end category, taking competition head on with Parle, which is the leader in this segment.
The company has also diversified within dairy and bakery products to enter the butter, cheese and ghee markets. The portfolio was expanded with the launch of butter, pure flavored milk in tetra packs and UHT milk. Britannia has built an enviable retail distribution network, which services 400,000 retail outlets in 2,200 towns with the help of 2,500 distributors. The company is aggressively expanding its network with a bias towards the rural markets Recently, in the ethnic food segment, the company introduced a new range of traditional ‘namkeens’ in Mumbai called Britannia Snax.
The new range includes seven varieties of traditional namkeens like ‘Bikaner ki Bhujia’ and ‘Rajasthani Alu Bhujia’ in a price range of between Rs 5 and Rs 20. The company is in the process of setting up a Greenfield Biscuit Project in Uttaranchal to augment its production capacity, entailing an investment of about Rs 55. 2 crore. This plant will have capacity to produce over 45,000 tonnes of two or three varieties of biscuit per annum. So after over seven decades of being inseparable part of life in India, Britannia is now set to usher its customers into a healthier and tastier future.
About Evolution of Britannia
The story of one of India’s favorite brands reads almost like a fairy tale. Once upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all know as Britannia today. The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanised its operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannia’s business was flourishing.
But, more importantly, Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of “service biscuits” to the armed forces. As time moved on, the biscuit market continued to grow… and Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry’s who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm.
The following year, Britannia Biscuit Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark. On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity – “Eat Healthy, Think Better” – and made its first foray into the dairy products market. In 1999, the “Britannia Khao, World Cup Jao” promotion further fortified the affinity consumers had with ‘Brand Britannia’.
Britannia strode into the 21st Century as one of India’s biggest brands and the pre-eminent food brand of the country. It was equally recognised for its innovative approach to products and marketing: the Lagaan Match was voted India’s most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India’s most successful product launch. In 2002, Britannia’s New Business Division formed a joint venture with Fonterra, the world’s second largest Dairy Company, and Britannia New Zealand Foods Pvt.
Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia ‘One amongst the Top 200 Small Companies of the World’, and The Economic Times pegged Britannia India’s 2nd Most Trusted Brand. Today, more than a century after those tentative first steps, Britannia’s fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia’s shareholders.
The company’s offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India’s one billion population and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savour the results, happily ever after.
Britannia -the ‘biscuit’ leader with a history-has withstood the tests of time. Part of the reason for its success has been its ability to resonate with the changes in consumer needs-needs that have varied significantly across its 100+ year epoch. With consumer democracy reaching new levels, the one common thread to emerge in recent times has been the shift in lifestyles and a corresponding awareness of health. People are increasingly becoming conscious of dietary care and its correlation to wellness and matching the new pace to their lives with improved nutritional and dietary habits.
This new awareness has seen consumers seeking foods that complement their lifestyles while offering convenience, variety and economy, over and above health and nutrition. Britannia saw the writing on the wall. Its “Swasth Khao Tan Man Jagao” (Eat Healthy, Think Better) re-position directly addressed this new trend by promising the new generation a healthy and nutritious alternative – that was also delightful and tasty. Thus, the new logo was born, encapsulating the core essence of Britannia – healthy, nutritious, optimistic – and combining it with a delightful product range to offer variety and choice to consumers.
Motivation Is the Key to Performance Improvement
There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it’s thirsty – so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the ‘ivory tower’ they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no.
If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: Job performance =f(ability)(motivation) Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start.
Every employee in the organization needs motivation. Rewards, incentives, recognition, perks, praise, appraisals, gifts, awards and other kinds of monetary or non monetary benefits motivate employees to work and give their best in the organization. Companies often spend thousands of dollars each year hiring outside firms just to give motivation seminar. Today, the biggest challenge of a human resource is to keep the staff motivated. There are lots of programs that HR personnel introduce to motivate the employees and keep them enthusiastic about the work. Since motivation cannot be easily measured, it is difficult for an HR manager to keep charged up all the time!
Apart from the extrinsic motivation, employees can also motivate themselves intrinsically. In the process of study “motivation” to the workmen the information about their work culture, their attitude and behavior has been collected by using different media like – official records and files, personal interviews, counseling session with the workmen and through taking data from internet. The study includes the basic reasons of absenteeism problem within the workmen, reasons for high wastage and identifying the loop wholes of food safety and management system. It has been noticed that absenteeism rate is very high in the organization and it is one of the main reason of incurring huge loss for the organization.
Thus my area of study is to go to the root cause of this high absenteeism rate by using different methods like personal interviews and counseling session with the workmen. By conducting the study it has been clear that why absenteeism rate is high in the organization. It is because those who are working in the organization (workmen) are of first generation workmen. Therefore in their family they do not posses the habit of working in factories and organization. Therefore they do not know the work culture of the organization. Again it has been noticed by the help of conducting personal interviews why wastage management is not proper in the organization. It is because of two reason infrastructural as well as workmen carelessness.
It has been observed by carrying out the project that communication gap exist within the workmen as well as within workmen and the management because of which wastage management is not at par. By conducting the study it has been clear that organization is taking different steps in order to maintain their ISO 22000 food safety and management system, the organization also providing time to time training to their workmen to make them aware of ISO 22K but still workmen those who are working in the organization is some where lacking behind in maintaining proper food safety laws, rules and regulations and it is because they do not posses any responsibility from their own. They always wait for the order. They do not feel the necessity of taking proper precautions before entering to the factory as well as within the factory premises.
Thus they need more training and motivation to make themselves aware of the need of food safety rules and guidelines in that case it will be beneficial for the organization to have a motivated, energetic, enthusiastic workforce who will be able to achieve any kind of challenges and will be able to reach the ultimate goal personnel as well as organizational. Motivation is a continuous process of learning. It is possible to motivate one self or employees can motivate themselves (after external motivation needs are met. ) An employer or leader that meets the needs on the “Howletts Hierarchy” (five levels) will see motivated employees and see productivity increase. Understanding the definition of motivation, and then applying it, is one of the most prevalent challenges facing employers and supervisors and by the researchers and by the management.
