Application of organisational Behaviour

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Application of OB
Theories
Kerala State Coir Cooperation Elamanoor

Submitted in partial fulfillment of the requirements for the award of
Degree in
MASTER OF BUSINESS A DMINISTRATION
KERALA UNIVERSITY
By Abhijith. J B
Abdul Aziz Ibrahim
Amal Nadh. M
Humayoon .N
Navaneeth Krishnan
Jishnu.J

TKM INSTITUTE OF MANAGEMENT
MUSALIAR HILLS,KOLLAM -691505
2017-2018 Under the guidance of Dr. Santhosh V.A
Associate Professor-HR & Associate Dean-Operations

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DECLARATION

We here by declared that the project entitled a project on “Application of OB Theories” in
Kerala State Coir Cooperation at KINFRA Park is the report of the original work done by
us under the guidance of Dr. Santhosh V.A (Associate Professor HR & Associate Dean-
Operations , TKM Institute of Management) towards partial fulfillment of the requirements for
the award of Post graduate degree of MBA of University of Kerala during the period of study in
TKM Institute of Management Karuvelil.
We also declare that the report has not been submitted by us for the award of any degree,
diploma, and any other university earlier.
Abhijith. JB
Abdhul Aziz Ibrahim
Amal Nadh. M
Humayoon .N
Jishnu.J
Navaneeth krishnan
Place : kollam
Date : 25-11-2017

ACKNOWLEDGEMENT

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Above all the first I take this golden opportunity to express my personal gratitude to
Dr. Santhosh V.A (Associate Professor HR & Associate Dean-Operations , TKM Institute of
Management) . We consider it is our privilege a few words of gratitude and take these
opportunities of do so. We wish to hearty thanks to everyone who helped for completing this
project.
Above all I thank God almighty for giving courage, wisdom, and for the abundant grace that be
best owned upon me to complete this work successfully
Abhijith. JB
Abdul Aziz Ibrahim
Amal Nadh. M
Humayoon .N
Navaneeth Krishnan
Jishnu.J

INDEX

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SL NO TITLE PAGE
NO
1 EXECUTIVE SUMMARY 2
2 INTRODUCTION 3
3 INDUSTRY PROFILE 5
4 DEPARTMENT PROFILE 13
5 HR DEPARTMENT 15
6 CONCEPTS OF OB THEORIES 17
7 FINDINGS 67
8 CONCLUSION 68
9 BIBLIOGRAPHY 69

EXECUTIVE SUMMARY

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The main objective of the project was to meet the manager of the company and find out cases
related to 5 ob theories from the company. For this our group decided to visit the company
Kerala State Coir Corporation Ltd Adoor division and we had met factory manager Mr .Pradeesh
Paniker.
The Kerala State Coir Corporation Ltd. is a fully owned Government company set up in 1969 for
the systematic development of coir industry in the State. The company has achieved an ISO 9002
certification in the year of 2001.Corporation can boast of having a unique Dye house having
sophisticated facilities like computerized colour matching and colour mixing facilities etc. This
Dye house can process huge quantity of various natural fibres such as Coir, Sisal, Jute, Hemp,
Aloe etc. to produce uniform shade and tone. Nationwide network of 10 showrooms spread
across the country, the Corporation is one of the major suppliers to Defence Establishment and
other big Government and non-Government sectors in the country, meeting their stringent
quality standards and specifications.
We got a lot of information about the problem faced in the organisation and the remedial
measures to overcome these problems. We are discussed with the topics
 Motivation
 Stress
 Learning
 Teamwork
 Groups
 Power and politics

INTRODUCTION

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We the group members interacted with the Factory Manager of Kerala State Coir Cooperation at
kinfra Park Elamanoor. After that we got a clear idea about roles, duties, responsibilities and the
day to day functions of HR Manager in the organization, and the problem faced by him in the
organization and how to overcome those problems. As a one day visit we got lot of information
from HR Manager. We discussed with him practical application of OB theories such as
Motivation, Personality, Stress, Group, Team, Power and politics etc how these are happening in
the organization and about overcoming these problems. He gave a detailed idea about it.
Objectives of the study
 To have brief study of HR department.
 To get the practical knowledge of OB theories
 Application of each theories
 Suitable suggestion for each problem

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INDUSTRY PROFILE

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INDUSTRY PROFILE

INDUSTRY : COIR INDUSTRY
Coir Industry in Global Perspective
Currently, the global annual production of coir fiber is about 350,000 metric tons (MT). Yet,
even in the world’s top two producers, India and Sri Lanka, which account for about 90% of
global coir fiber production, combined, this renewable resource is underutilized; local coir mills
process only a fraction of the available husks, which accrue more or less year round as a waste
during coconut processing.
Traditional uses for the resilient and durable coir fiber include rope and twine, brooms and
brushes, doormats, rugs, mattresses and other upholstery, often in the form of rubberized coir
pads. In the 1980s and 90s, global exports of coir fiber fell by almost half, as Western consumers
shifted to synthetic foam and fibers. Then, since 1990, rapidly growing domestic demand in
India more than doubled global production benefiting exclusively the Indian coir industry.
Finally, since 2001, a rising Chinese demand for coir, an expanding market for coir-based
erosion control products, and the spread of coir pith as a peat moss substitute in horticulture has
further pushed up global production and prices. In turn, other coconut growing countries,
including Philippines, Thailand and Vietnam are now expanding their production and export of
coir fiber. These changes are also reflected in the international trade in coir. Historically, Sri
Lanka had been the world’s largest exporter of various fiber grades, whereas India exports
largely value added products – yarn, mats, and rugs. While in 1990 about 80% of global
production was exported, growth of the Indian domestic market dropped that rate to below 40%.
Global trade volume for coir fiber, value added products – yarn, mats, rugs – and coir pith now
stands at about $140 million per year with India and Sri Lanka respectively accounting for about
$70 and $60 million of that amount. This may not seem much but in the coconut regions of
producing countries coir is an important economic factor. In Sri Lanka, coir related exports
account for 6% of agricultural exports, over 1% of all exports and 0.35% of GDP. Moreover, coir
milling and value addition, mostly spinning and weaving, are important regional employers,

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particularly in rural Southern India and coastal Sri Lanka. They give work to 500,000+ people,
many of them women working part-time. Yet, working conditions and productivity are generally
poor. The challenge for industry is to sustainably expand markets for this versatile renewable
resource while maintaining its role as employer for the rural poor. This may require producers to
innovate production, improve product consistency, and in particular develop novel applications –
jointly with their customers in importing countries. Businesses, public agencies and research
institutes are now addressing this challenge in multilateral projects worldwide – setting examples
that global trade can be beneficial to all parties involved.

Coir Industry in Indian Perspective
Indian coir industry is an important cottage industry contributing significantly to the economy of
the major coconut growing States and Union Territories, i.e., Kerala, Tamil nadu, Andhra
Pradesh, Karnataka, Maharashtra, Goa, Orissa, Assam, Andaman & Nicobar, Lakshadweed,
Pondicherry, etc. About .5.5 lakh persons get employment, mostly part time, in this industry. The
exports from this industry are around Rs. 70 crores. Coconut husk is the basic raw material for
coir products. Around 50 per cent of the available coir husk is used to produce coir products.
Hence, there is scope for growth of coir industry.
During the Seventh Plan period, encouragement has bee given for expansion of home market
through publicity and advertisement, product diversification, adoption of new technology,
research and development, training for artisans, including women and social welfare measures
for coir workers, most of whom are SC/ST and women.
The Eighth Plan programmes for coir industry aimed at increased utilisation of coconut husk for
production of coir fibre, growth of the domestic market, strengthening of research and
development to find out new uses of coir fibre especially in the areas of geo-fibre, fire retardant,
cement and gypsum polymer development, acquiring of new technology like PVC-tufted coir
products, encouragement to cooperativisation and providing social welfare, civic amenities and
medical facilities to coir workers. Emphasis would be laid on mechanisation in a phased manner
without affecting employment to make Indian coir products competitive in the export market.
Brown coir fibre production would be encouraged by providing seed capital assistance.
Modernisation of coir units has been envisaged by providing incentives for installation of

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modern equipments to make coir industry more competitive in the export market.
Special training programmes have been formulated for women artisans. Improved modern
treadle ratts would be provided to trained women artisans to increase employment and earnings.
Medical facilities, creche for children of coir workers, model coir villages for SC/ST coir
workers and social welfare schemes would be implemented during the Eighth Plan period.
Emphasis has been given on developing devices/equipment/machinery through R&D to reduce
drudgery and to improve productivity of coir workers. Development of improved variety of ratts
and looms would help in improving the production of coir yarn spinning, coir mets, etc. In order
to boost exports, the scheme of cooperative publicity/programme in the export markets which
was started in the Seventh Plan would be continued.
India accounts for more than two-thirds of the world production of coir and coir products. Kerala
is the home of Indian coir industry, particularly white fibre, accounting for 61 per cent of
coconut production and over 85 per cent of coir products. Although India has a long coastline
dotted with coconut palms, growth of coir industry in other coastal States has been insignificant.
Not more than 50 per cent of the coconut husks is utilised in the coir industry, the remaining
being used as fuel in rural areas. Production in the cooperative fold is not more than 20 to 25 per
cent. The development programmes so far undertaken aimed at revitalisation of coir
cooperatives, improvement in quality and products diversification. Efforts were also made for
exploring wider export markets for coir and coir products. Judged from the increase in
production and employment, the progress has been rather slow and exports in physical terms
have remained mere or lets static.

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Coir Industry in Kerala Perspective
The history of Coir and its association with the state of Kerala dates back to the 19 th Century.
Sandwiched between the Western Ghats on the east and the Arabian Sea on the west, Kerala is
one of the most beautiful States in India. A tropical paradise of waving coconut palms and wide
sandy beaches, this thin strip of coastal territory slopes down from the mountain ghats in a
cascade of lush green vegetation and varied fauna. One of the most commonly seen tropical trees
in Kerala is the Coconut tree. In fact, even the name Kerala (Keralam in Malayalam) is derived
from this tree (“Kera” in Malayalam language means Coconut and “Alam” means Land, thus
Keralam = Land of Coconut). Everything from Kerala’s culture to its dishes is evolved around
the Coconut tree.
Alleppey (Alappuzha in Malayalam) is the nerve centre of Kerala’s famous Coir industry. Here,
one can see coconut husks being beaten into fiber for making beautiful mats and other coir
products. Both men and women are actively involved in the production of Coir. The women are
mainly involved in the yarn spinning sector and the men in the product-weaving sector. Coir
Industry enjoys the status as the largest Cottage Industry in the State of Kerala, giving
employment to over a million people. Kerala also has a very fine natural harbor located at
Cochin ( Kochi). From the ancient times itself Cochin had found a place in the minds of
Europeans as a trading centre because of its port and spices.
Some of the historical monuments left behind by the early travelers at Cochin are the Chinese
fishing nets that were introduced during the medieval ages by traders from the Court of Kublai
Khan. St. Francis Church considered as the oldest European church in India was built by the
Portuguese sailor Vasco Da Gama during the period 1503 to 1524. The Jew Synagogue built by
early Jewish settlers in the period 1568 is another notable historical monument.

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Changes in the Coir Industry:

Traditionally, the method of retting where there would be soaking of coconut husk in water for
over six months to soften it was core to the method to produce the best quality fibre. This was
banned by the pollution control board. Defibering was done by women workers by beating the
husk. Today, there are defibering machines.

While earlier generations often struggled with payment issues and the drudgery associated with
the coir sector, the government measures such as e-payment and electricity run spinning
machines of newer designs have made it an attractive employment option.

In the recent past, the Coir Industry had faced a setback stemming from dis-interest due to the
above discussed drudgery associated and the flourishing of other natural fibers’ such as cotton,
hemp and flax. But what gives great positive hope ahead for the Coir Industry in Kerala is a
range of brand new products and machines to make the yarn.

Getting better with new machines and new designs:

These machines by virtue of the finer details of the spread create the best mats in the World.
With these machines in India, a leap in coir production is expected. After all, more than two
thirds of global volume of coir and its products are created in India. As discussed before, Kerala
accounts for a major chunk of it at 85% of it all. Last year as per the Coir Board under the Union
Ministry for micro, small and medium enterprises, India exported coir and coir products worth
Rs 1,630 crore.

This is poised to reach even better numbers.
At the annual international industry event on coir and other natural fibres, Coir Kerala 2016 held
in Alappuzha in February a brand new machine for spinning yarn claimed a capacity for
producing 35kg of yarn, a little more than double of the 16 kg that simple motorised machines
currently used by workers produce. Other machines that show promise in this context are a new
defibering machine which would process husk from 9000 coconuts a day and a low cost,

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automatic power loom. Currently workers stand for eight hours each and every day hand
weaving carpets.

The apex organisation of coir cooperative societies, Coirfed in Kerala are also weighing in with
market friendly products. For instance in response to the proposal of International Yoga Day by
prime minister Narendra Modi in 2014, Coirfed put together a great design for a new mat for
yoga exercises. Affordable and capturing the imagination of international business partners,
these sleek coir yoga mats have already found their niche market in Germany.

Organic farmers in North America have caught on to coir pith as an ideal growing medium and
healthy replacement for peat moss. The global market in automotive, building, architecture and
leisure sectors are receptive to natural fibres especially coir.

Major coir products for exports today are rugs, carpets, fibre and coir pith with newer innovative
designs for accessories and household items not far behind.

And Kerala with its natural availability, great government measures and access to new
machinery is poised to capture it all.

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COMPANY PROFILE

Name: The Kerala State Coir Corporation Ltd (Adoor Division) Elamanoor.
The Kerala State Coir Corporation Ltd. is a fully owned Government company set up in 1969 for
the systematic development of coir industry in the State. The Corporation has its administrative
wings and manufacturing facilities in a sprawling complex in Alleppy, Kerala, S.India. Its
diversified operations include curled coir manufacturing and allied products sectors. The
Corporation has the status of being the largest and the most diversified manufacturing plant
.
The Corporation believes in the philosophy of producing quality built in products through a
dedicated team of staff and workers from top to bottom. This commitment to quality enables the
company to face any sort of challenge in this sector. This is the first company in the public sector
to introduce quality circles successfully among the workers and staff, proving its commitments to
quality. The company has achieved an ISO 9002 certification in the year of 2001.
The Kerala State Coir Corporation Ltd., was established by the Govt. to find out market for the coir
products of more than 4000 small scale producers in the state of Kerala in addition to our own
manufacturing.
The coir industry in Kerala is a traditional one and employs nearly 0.40 million workers and
majority of them are women from villages. Uplift of this industry means the upliftment of the life
standards of 0.40 millions workers mainly that of village women.
In its Model Coir Factory, the Corporation can manufacture mats up to 8ft. and mattings up to
4mt. width with the help of specially trained work force. The Corporation also has a capability to
manufacture power loom mattings in various width.
In the Model Coir Factory, latest management techniques are applied in the areas of man,
material and machine management so as to give out the best products possible. A highly
successful, statistical quality control device has been evolved for on line production, quality
check up and also to ensure timely delivery of goods.
Corporation can boast of having a unique Dye house having sophisticated facilities like
computerized color matching and color mixing facilities etc. This Dye house can process huge

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quantity of various natural fibres such as Coir, Sisal, Jute, Hemp, Aloe etc. to produce uniform
shade and tone.
The Corporation has also installed a Computer Aided Design facility, the only one of its kind in
the country in coir industry, which can produce excellent designs in large numbers to the varied
taste of the importers.
With a Nation wide network of 10 showrooms spread across the country, the Corporation is one
of the major suppliers to Defence Establishment and other big Government and non-Government
sectors in the country, meeting their stringent quality standards and specifications.
As a pioneering exporter, the company has been exporting its products to both European
countries and erstwhile U.S.S.R. Globally accepted quality standards and consistency enables the
company to export its products to U.S.A., U.K. etc. facing stiff competition from other exporters

Mission
A major part of the coir production in Kerala comes from the small-scale producers, based in the
villages of Kerala, employing around 0.4 million women. We are marketing the products of the
small scale producers, in addition to our own products, there by the upliftment and promotion of
this industry will result in improved life style of village women in the state of Kerala.
DEPARTMENT S
 Production
 Purchasing
 Accounting and Finance.
 Human Resource Management

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DEPARTMENT PROFILE

Production Department

Production is the functional area responsible for turning inputs into finished outputs through a
series of production processes. The Production Manager is responsible for making sure that
raw materials are provided and made into finished goods effectively. He or she must make sure
that work is carried out smoothly, and must supervise procedures for making work more
efficient and more enjoyable. The major production of this industry is coir mats.
Coir mats are manufactured and supplied in various sizes for use such as door matts. The most
popular and widely used coir mats are Coir Rod Mats (Brush Mats), Fibre Mats, Creel Mats,
Bit Mats, Simet or chain Mats, Corridor Mats, 53 Lovers Knot Mats, Cord, Cable, or Ribbed
Mats etc. The coir yarn when woven into fabrics takes various forms, namely, mattings, rugs,
mourzouks and carpets according to the type of the material used, the 54 pattern of weaving,
texture, thickness etc. A wide range of designs can be produced in coir mattings by dobby and
jacquard shedding handloom. Coir mattings are marketed in rolls of 50 Yd. length and
different width. Coir matting cut to specified lengths, and suitably finished are marked as
"Coir rugs". Coir rugs can be had in plain natural colour of the fibre, or in different shades in
woven pattern or printed designs

Purchasing Department

One role of the purchasing department is to procure all necessary materials needed for
production or daily operation of the company or government organization. For a manufacturing
company, this might include raw materials such as Coir fibres, but it also might include tools,
machinery, delivery trucks or even the office supplies needed for the secretaries and sales team.
In a retail environment, the purchasing department makes sure there is always sufficient product
on the shelves or in the warehouses to keep the customers happy and keep the store well-stocked.
With a small business, it is especially important to keep inventory ordering at a reasonable level;

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investing large amounts of capital in excess stock could result in storage problems and in a
shortage of capital for other expenditures such as advertising or research and development.
Purchasing also oversees all of the vendors that supply a company with the items it needs to
operate properly.
A purchasing department also is charged with continuously evaluating whether it is receiving
these materials at the best possible price in order to maximize profitability. This can be
challenging for a small business that may purchase in lesser quantities than a larger vendor and
which thus may not receive the same type of bulk discounts. A purchasing department in a small
business needs to shop around to find the best vendors at the most reasonable prices for the
company's particular size orders. Purchasing department staff may communicate with alternate
vendors, negotiate better pricing for bulk orders or investigate the possibility of procuring
cheaper materials from alternative sources as part of their daily activities.

Finance Department

Finance department cover a wide range from basic bookkeeping to providing information to
assisting managers in making strategic decisions. What to expect from your finance department
will depend largely on factors such as how much involvement the owner/manager has in the
organization.
At the base level, your bookkeeper will be responsible for all the day-to-day transactional
accounting for the business. This will include the tracking of all transactions and the
management of any government reporting. In very small owner-managed businesses, this role is
often filled by a family member with accounting experience. An outside accounting firm is
usually used for annual financial statements and returns. In larger organizations this role will
extend right through to preparing the financial statements with an external auditor engaged for
assurance purposes.

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The finance department is also responsible for management of the organization’s cash flow and
ensuring there are enough funds available to meet the day-to-day payments. This area also
encompasses the credit and collections policies for the company’s customers, to ensure the
organization is paid on time, and that there is a payment policy for the company’s suppliers. In
most organizations there will be some form of forecast prepared on a regular basis to
systematically calculate the ongoing cash needs.

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Human Resource Department
The human resources department handles many necessary functions of your business. It is
instrumental in providing labor law compliance, record keeping, hiring and training,
compensation, relational assistance and help with handling specific performance issues. These
functions are critical because without those functions being completed, your company would not
be able to meet the essential needs of management and staff.

Office Manager

(Looking after Procurement of Raw Material, Production Schedules)

Supervisor
(Looking after production related functions)

Workers at Operational Level

Ensure Compliance with Labor Laws
One of the chief duties of the human resources office of your company is to ensure the business
operates in compliance with all labor laws. The department has to know and comply with that
state’s particular set of rules employment regulations. This includes such issues as the number of
breaks given per number of hours worked and the number of hours and the age in which an
individual can become employed.
Recruitment and Training
Recruiting and training new employees are primary responsibilities of the human resources team.
This part of the job often entails advertising open positions, interviewing and hiring candidates

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and setting aside hours devoted to training the new recruits. The human resources department
often publishes training materials including handbooks detailing all aspects of the job.
Record Keeping
The HR office is in charge of record keeping for the business. According to the IRS, your
company should keep records regarding income, expenses, purchases and a summary of business
transactions. The human resources department should also, of course, maintain employees’
records including their individual tax forms. The company’s business license, inventory
statistics, insurance records and all other pertinent business information should also be on file.

Payroll and Benefits
The dispensation of payroll comes under the responsibilities of the human resource office. While
payroll often exists as a separate division in large companies, in small businesses, it is generally
handled by a small human resources staff. Health care benefits are also handled by the human
resource department.
Employee Relations
Another key function of the HR department is the managing of employee relations. When there
is a dispute or misunderstanding between employees or between employees and a manager, it is
the human resource officers who mediate the situation. Employees are encouraged to bring
relational problems to the attention of the human resources staff for resolution.
Employee Performance Improvement Plans
The human resources department is often instrumental in setting up performance improvement
plans commonly called PIPs. In general, these are written proposals designed to help struggling
employees improve their work to raise it to a certain expectation level of the company.
According to a University of Texas at Dallas publication, the PIP includes a description of the
behavior or performance that needs attention, objectives to be met within a certain time period, a
plan for accomplishing the improvement along with support resources and detailed consequences
if the improvement does not occur.

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Working Conditions
The conditions under which workers have to work got a marked influence on their health,
efficiency, attitude and the quality of the work they do. It is not possible to carry on hard work
under unhealthy surroundings. It is a matter of common knowledge that a healthy, bright and
inspiring atmosphere leads to work more than a dirty, sullen and unhealthy atmosphere. As per
the Factories Act 1948, industrial units are expected to provide facilities like rest rooms, drinking
water, ventilation, sanitary arrangements, lighting facilities and lavatory facilities.

Welfare Measures
Industrial prosperity depends upon the welfare of labour. Dealing with labour is dealing with
feelings. The welfare facilities provided by the management of the organizations motivate
workers and improve their productivity. According to the Factories Act 1948, the Workmen‘s
Compensation Act, 1923 and the Employees State Insurance Act, 1948, industrial units are
expected to provide facilities such as first aid, canteen, and insurance, medical, maternity and
crèche so as to keep the workers highly satisfied.

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Application of OB theories
Concept No:1
Motivation
Motive
A motive is something that drives a person to perform an action. It is anything that arouses one
to behave or act. Action originates from motives. Motives are connected to the cognitive process
of a person, and influence his behavior in one or more ways. Motives are either needs or wants
that create a state of imbalance, whether physiologically or psychologically, within an individual.
Motivation
Motivation is an important factor which encourages persons to give their best performance and
help in reaching enterprise goals. A strong positive motivation will enable the increased output
of employees but a negative motivation will reduce their performance. A key element in
personnel management is motivation.
According to Likert, “It is the core of management which shows that every human being gives
him a sense of worth in face-to face groups which are most important to him….A supervisor
should strive to treat individuals with dignity and a recognition of their personal worth.”
Features of Motivation

 Needs − The requirements or deficiency which is created whenever there is
physiological imbalance.
 Drives − The various camps or events organized to motivate the employees and give
them new opportunities.
 Incentives − Employees need to be rewarded for their nice work in order to keep them
encouraged.

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Importance of Motivation

We need to motivate employees because of the following reasons −
 Motivated employee are more quality oriented.
 Highly motivated employees are more productive as compared to other employees.
 It helps in achieving three behavior dimension of human resource namely
o Candidates must be attracted not only to join but also remain in the firm.
o Employees must perform task in a dependable manner.
o Employees should be creative, spontaneous and innovative at work.

Motivation theories
 Content theory

 Process theory

 Contemporary theory

Content theory explains why human needs change with time. Content theory
includes the work of David McClelland, Abraham Maslow and other psychologists as they
attempted to explain why human needs change, but not how they change.

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Maslow’s Hierarchy of Needs
Abraham Maslow is among the most prominent psychologists of the twentieth century. His
hierarchy of needs is an image familiar to most business students and managers. The theory is
based on a simple premise: Human beings have needs that are hierarchically ranked (Maslow,
1943; Maslow, 1954). There are some needs that are basic to all human beings, and in their
absence nothing else matters. As we satisfy these basic needs, we start looking to satisfy higher
order needs. In other words, once a lower level need is satisfied, it no longer serves as a
motivator.

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1. Physiological Needs:
These needs are basic to human life and, hence, include food, clothing, shelter, air, water and
Necessities of life. These needs relate to the survival and maintenance of human life. They exert
Tremendous influence on human behavior. These needs are to be met first at least partly before
Higher level needs emerge. Once physiological needs are satisfied, they no longer motivate the
man.
2. Safety Needs:
After satisfying the physiological needs, the next needs felt are called safety and security needs.
These needs find expression in such desires as economic security and protection from physical
dangers. Meeting these needs requires more money and, hence, the individual is prompted to
work more. Like physiological needs, these become inactive once they are satisfied.
3. Social Needs:
Man is a social being. He is, therefore, interested in social interaction, companionship,
belongingness etc. It is this socializing and belongingness why individuals prefer to work in
groups and especially older people go to work.
4. Esteem Needs:
These needs refer to self-esteem and self-respect. They include such needs which indicate self-
confidence, achievement, competence, knowledge and independence. The fulfillment of esteem
needs leads to self-confidence, strength and capability of being useful in the organization.
However, inability to fulfill these needs results in feeling like inferiority, weakness and
helplessness.
5. Self-Actualization Needs:
This level represents the culmination of all the lower, intermediate, and higher needs of human
beings. In other words, the final step under the need hierarchy model is the need for self
actualization.
This refers to fulfillment. The term self-actualization was coined by Kurt Goldstein and means to
become actualized in what one is potentially good at. In effect, self- actualization is the person’s
motivation to transform perception
of self into reality.

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2. Herzberg’s Motivation Hygiene Theory:

The psychologist Frederick Herzberg extended the work of Maslow and proposed a new
motivation theory popularly known as Herzberg’s Motivation Hygiene (Two-Factor) Theory.
Herzberg conducted a widely reported motivational study on 200 accountants and engineers
employed by firms in and around Western Pennsylvania.
He asked these people to describe two important incidents at their jobs:

(1).When did you feel particularly good about your job, and
(2) When did you feel exceptionally bad about your job? He used the critical incident

Herzberg’s motivational and hygiene factors have been shown in the Table

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3.Alderfer ERG Theory (ERG-Existancerelaredness Growth)

The E, R and G of ERG theory stand for Existence, Relatedness and Growth - the three sets of
needs which are the focus of this alternative theory of human needs in organizations. ERG
theory, developed by Alderfer. Argues, as Maslow did, that people do have needs, that those
needs are arranged in a hierarchy and that needs are important determinants of human behavior.
However, the ERG theory differs from the need hierarchy theory in three respects. First, instead
of five hierarchies of needs, the ERG theory hypothesizes only three. Second, the need hierarchy
theory postulates a rigid step like progression. The ERG theory, instead, hypothesizes that more
than one need may be operative at the same time. In order words, Alderfer suggests that there
does not exists a rigid step like progression. The ERG theory instead hypothesizes that more
than one need may be operative at the same time. In other words, Alderfer suggests that there
does not exist a rigid hierarchy where a lower level need must be substantially gratified before
one can move on. A person can be working on growth even though existence or relatedness
needs are unsatisfied. Third Maslow had stated that a person will stay at a certain level until that
need is satisfied. The ERG theory counters this by noting that when a higher level need is
frustrating, the individual’s desire to increase a lower level need takes place. Inability to satisfy
the need for social interaction, for instance, might increase the desire for more money or for
better working conditions. Thus the ERG theory contains a frustration regression dimension.
Frustration at a higher level need can lead to regression to a lower level need.

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Process Theory
A process theory is a system of ideas that explains how an entity changes and develops. Process
theories are often contrasted with variance theories, that is, systems of ideas that explain
the variance in a dependent variable based on one or more independent variables. While process
theories focus on how something happens, variance theories focus on why something happens.
Vroom's expectancy theory
The behavior results from conscious choices among alternatives whose purpose it is to maximize
pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom
suggested that the relationship between people's behavior at work and their goals was not as
simple as was first imagined by other scientists. Vroom realized that an employee's performance
is based on individual’s factors such as personality, skills, knowledge, experience and abilities.
The theory suggests that although individuals may have different sets of goals, they can be
motivated if they believe that:
 There is a positive correlation between efforts and performance,
 Favorable performance will result in a desirable reward,
 The reward will satisfy an important need,
 The desire to satisfy the need is strong enough to make the effort worthwhile.
The theory is based upon the following beliefs:

Valence
Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The
depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic
[satisfaction] rewards). Management must discover what employee’s value.

Expectancy
Employees have different expectations and levels of confidence about what they are capable of
doing. Management must discover what resources, training, or supervision employees need.

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Instrumentality
The perception of employees as to whether they will actually get what they desire even if it has
been promised by a manager. Management must ensure that promises of rewards are fulfilled
and that employees are aware of that.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence
interact psychologically to create a motivational force such that the employee acts in ways that
bring pleasure and avoid pain.

Porter and Lawler Model of Motivation

Lyman Porter and Edward Lawler came up with a comprehensive theory of motivation,
combining the various aspects that we have so far been discussing and using two additional
variables in their model. Though built in large part on Vroom’s expectancy model. Porter and
Lawler’s model is a more complete model of motivation. This model has been practically applied
also in their study of managers. This is a multi variety model which explains the relationship that
exists between job attitudes and job performance.
Elements:
The various elements of this model are explained in the following figure:

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1. Effort:
Effort refers to the amount of energy which a person exerts on a job.
2. Value of Reward:
First of all people try to figure out whether the rewards that are likely to be received from doing
a job will be attractive to them. This is referred to as valence in Vroom’s theory. A person who is
looking for more money, for example, extra vacation time may not be an attractive reward. If the
reward to be obtained is attractive or valent then the individual will put extra efforts to perform
the job. Otherwise he will lower his effort.
3. Perceived Effort Reward Probability:
In addition, before people put forth any effort, they will also try to assess the probability of a
certain level of effort leading to a desired level of performance and the possibility of that
performance leading to certain kinds of rewards. Based on the valence of the reward and the
effort reward probability, people can decide to put in certain level of work effort.

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4. Performance:
Effort leads to performance. The expected level of performance will depend upon the amount of
effort, the abilities and traits of the individual and his role perceptions. Abilities include
knowledge, skills and intellectual capacity to perform the job. Traits which are important for
many jobs are endurance, pre-service, and goal directedness. Thus, abilities and traits will
moderate the effort- performance relationship.
In addition, people performing the jobs should have accurate role perception which refers to the
wav in which people define for the jobs. People may perceive their roles differently. Only those,
who perceive their roles as is defined by the organization, will be able to perform well when they
put forth the requisite effort.
5. Rewards:
Performance leads to certain outcomes in the shape of two types of rewards namely extrinsic
rewards and intrinsic rewards. Extrinsic rewards are the external rewards given by others in the
organization in the form of money, recognition or praise. Intrinsic rewards are internal feelings
of job sell esteem and sense of competence that individuals feel when they do a good job.
6. Satisfaction:
Satisfaction will result from both extrinsic and intrinsic rewards. However, for being satisfied, an
individual will compare his actual rewards with the perceived rewards if actual rewards meet or
exceed perceived equitable rewards, the individual will feel satisfied and if these are less than the
equitable rewards, the individual will feel dissatisfied.

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Contemporary theory
These are the theories which are recently emerged.
1. McClelland theory of need
Need theory, also known as Three Needs Theory, proposed by psychologist David McClelland,
is a motivational model that attempts to explain how the needs for achievement, power, and
affiliation affect the actions of people from a managerial context. This model was developed in
the 1960s soon after Maslow's hierarchy of needs in the 1940s. McClelland stated that we all
have these three types of motivation regardless of age, sex, race, or culture. The type of
motivation by which each individual is driven derives from their life experiences and the
opinions of their culture
Need for achievement
They prefer working on tasks of moderate difficulty, prefer work in which the results are based
on their effort rather than on anything else, and prefer to receive feedback on their work.
Achievement based individuals tend to avoid both high-risk and low-risk situations. Low-risk
situations are seen as too easy to be valid and the high-risk situations are seen as based more on
the luck of the situation rather than the achievements that individual made. This personality type
is motivated by accomplishment in the workplace and an employment hierarchy with
promotional positions.
Need for power
People in this category enjoy work and place a high value on discipline. The downside to this
motivational type is that group goals can become zero-sum in nature, that is, for one person to
win, another must lose. However, this can be positively applied to help accomplish group goals
and to help others in the group feel competent about their work. A person motivated by this need
enjoys status recognition, winning arguments, competition, and influencing others. With this
motivational type comes a need for personal prestige, and a constant need for a better personal
status.

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Need for affiliation
People who have a need for affiliation prefer to spend time creating and maintaining social
relationships, enjoy being a part of groups, and have a desire to feel loved and accepted. People
in this group tend to adhere to the norms of the culture in that workplace and typically do not
change the norms of the workplace for fear of rejection. This person favors collaboration over
competition and does not like situations with high risk or high uncertainty. People who have a
need for affiliation work well in areas based on social interactions like customer service or client
interaction positions.
2. Equity theory
Equity theory is based in the idea that individuals are motivated by fairness, and if they identify
inequities in the input or output ratios of themselves and their referent group, they will seek to
adjust their input to reach their perceived equity. Adams suggested that the higher an individual's
perception of equity, the more motivated they will be and vice versa: if someone perceives an
unfair environment, they will be de-motivated.
The easiest way to see the equity theory at work, and probably the most common way it does
impact employees, is when colleagues compare the work they do to someone else that gets paid
more than them. Equity theory is at play anytime employees say things like, 'John gets paid a lot
more than me, but doesn't do nearly as much work,' or 'I get paid a lot less than Jane, but this
place couldn't operate without me!' In each of those situations, someone is comparing their own
effort-to-compensation ratio to someone else's and is losing motivation in the process.
Equity theory tells that individuals are motivated to reduce any perceived inequity18. They strive
to make the ratios of outcomes to inputs equal. When inequity exists, the person making the
comparison strives to make the ratios equal by changing either the outcomes or the inputs,
thereby return to a condition of equity. This process theory of motivation is not free from
criticism. It is difficult to assess the perception of employees. It is quite difficult to choose
another comparable person. Nevertheless, Equity theory continues to offer some important
insights in to employee motivation.

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3. Management by Objectives – MBO

Management by objectives (MBO), also known as management by results (MBR), was first
popularized by Peter Drucker in his 1954 book The Practice of Management. Management by
objectives is the process of defining specific objectives within an organization
that management can convey to organization members, then deciding on how to achieve each
objective in sequence. This process allows managers to take work that needs to be done one step
at a time to allow for a calm, yet productive work environment. This process also helps
organization members to see their accomplishments as they achieve each objective, which
reinforces a positive work environment and a sense of achievement. An important part of MBO
is the measurement and comparison of an employee's actual performance with the standards set.
Ideally, when employees themselves have been involved with the goal-setting and choosing the
course of action to be followed by them, they are more likely to fulfill their responsibilities
.According to George S. Odiorne the system of management by objectives can be described as a
process whereby the superior and subordinate jointly identify common goals, define each
individual's major areas of responsibility in terms of the results expected of him or her, and use
these measures as guides for operating the unit and assessing the contribution of each of its
members.

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Application of Motivation

Coirfed is one of largest producer of coir related product in Kerala. So as the company hard huge
work force .each worker had to work for 8hrs in the company. As per the company rules and
regulation company don’t not have the provision for the whole employees to take leave. On here
the case is that the one of the workers marriage the whole staff need leave. As per the company
regulation there is non provision .But relation with managers and employee had chosen a
decision that they will take a leave in marriage day and for compensating that day the whole
workers will work for another holiday.
As coirfed is a Public limited company there is so much of influence of political parties so the
HR manager has to work effectively taken a decision. If he try to no allowing the workers for the
leave that will effect for his career in that company. The informal group in the organization Is
powerful and it will result in the firms operations to avoid strike and other issues the manager
effectively use the motivation factors effectively.
The theory which related to the application is “Adam Equity Theory”
Suggestions
 This will help in the improving the outcome of the employees
 Provide more benefits
 Reduce unnecessary leave for workers

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Concept No:2
PERSONALITY

The word personality is derived from a Greek word “persona” which means “to speak
through.” Personality is the combination of characteristics or qualities that forms a person’s
unique identity. It signifies the role which a person plays in public. Every individual has a
unique, personal and major determinant of his behavior that defines his/her personality.
Personality trait is basically influenced by two major features −
 Inherited characteristics
 Learned characteristics

Inherited Characteristics
The features an individual acquires from their parents or forefathers, in other words the gifted
features an individual possesses by birth is considered as inherited characteristics. It consists of
the following features −
 Color of a person’s eye
 Religion/Race of a person
 Shape of the nose
 Shape of earlobes

Learned Characteristics
Nobody learns everything by birth. First, our school is our home, then our society, followed by
educational institutes. The characteristics an individual acquires by observing, practicing, and
learning from others and the surroundings is known as learned characteristics.
Learned characteristics includes the following features −

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 Perception − Result of different senses like feeling, hearing etc.
 Values − Influences perception of a situation, decision making process.
 Personality − Patterns of thinking, feeling, understanding and behaving.
 Attitude − Positive or negative attitude like expressing one’s thought.
Traits of Personality
Personality traits are the enduring features that define an individual’s behavior. A personality
trait is a unique feature in an individual. Psychologists resolved that there are five major
personality traits and every individual can be categorized into at least one of them. These five
personality traits are −
 Extrovert
 Neurotic
 Open
 Agreeable
 Conscientious

Major Personality Attributes
Following are the five major personality attributes that influence OB –
Locus of Control
Locus of control is the center of control of an individual’s code of conduct. People can be
grouped into two categories i.e., internals and externals respectively.
People who consider themselves as the masters of their own fates are known as internals, while,
those who affirm that their lives are controlled by outside forces known as externals.
Before making any decision, internals actively search for information, they are achievement
driven, and want to command their environment. Thus, internals do well on jobs that craves
complex information processing, taking initiative and independent action.

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Externals, on the other hand, are more compliant, more willing to follow instructions, so, they
do well in structured, routine jobs.
Machiavellianism
Machiavellianism is being practical, emotionally distant, and believing that ends justify means.
Machiavellians always want to win and are great persuaders. Here are the significant features of
a high-match individuals
 High-Machs prefer precise interactions rather than beating about the bush.
 High-Machs tend to improvise; they do not necessarily abide by rules and regulations all the time.
 High-Machs get distracted by emotional details that are irrelevant to the outcome of a project.
Self-esteem
It is the extent up to which people either like or dislikes themselves. Self-Esteem is directly
related to the expectations of success and on-the-job satisfaction.
Individuals with high self-esteem think that they have what it takes to succeed. So, they take
more challenges while selecting a job.
On the other hand, individuals with low self-esteem are more susceptible to external
distractions. So, they are more likely to seek the approval of others and to adapt the beliefs and
behaviors of those they respect.
Self-monitoring
Self-monitoring is the capability of regulating one’s behavior according to social situations.
Individuals with high self-monitoring skill easily adjust their behavior according to external,
situational factors. Their impulsive talents allow them to present public personae which are
completely different from their private personalities.
However, people with low self-monitoring skills cannot cover themselves. Regardless of any
situation, they are always themselves. They have an attitude of, “what you see is what you get.”

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Risk taking
Generally, managers are reluctant on taking risks. However, individual risk-taking inclination
affects the bulk of information required by the managers and how long it takes them to make
decisions.
Thus, it is very important to recognize these differences and align risk-taking propensity with
precise job demands that can make sense.
A theory is a simple model of reality that helps us understand, explain, predict and deal with
reality. We have some theories that explain an individual’s personality.
Sigmund Freud’s Psychoanalytic Theory
This theory is based on the belief that man is encouraged more by unforeseen forces than the
conscious and logical thought. Freud believed that most of the things in life are not present at the
conscious level but they are present at an unconscious level.
The features of Freud’s theory include three attributes − Id, Ego, and Superego.
 Id − It defines the innate component of personality. It is the impulsive and unconscious
part of mind that seeks immediate satisfaction. Example − A hungry baby cries till
he/she is fed.
 Ego − It is derived from Id and assists in dealing with the external world. It also helps in
translating the inner needs into expressions. It deals with practical and rational thinking
process. Example − We have a fight with our friend and expect the friend to talk first,
even though both of us want to talk.
 Superego − It is different from ego and is partially unconscious. It includes the
traditional values of society as interpreted by our parents. It also helps in the integral
vision of punishment. Example − Ram came late today so he is grounded for a week.

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Erikson’s Theory
This theory states that personality is groomed throughout lifetime. He presents eight distinct
stages each with two possible outcomes. Successful completion of each stage leads to a healthy
personality. These stages are −
 Infancy − It is the period between 0-1 years of age. In this stage, children learn the
ability to trust others depending on their caregivers. Unsuccessful completion in this
stage results in anxiety and insecurity. Example − Children of this age are more
comfortable with those faces they see more often and not with strangers.
 Early Childhood − It is the period between 1-3 years of age. In this stage, children learn
to be independent. If given support, they become more confident else they become
dependent over others. Example − Children in this age are taught how to walk, how to
talk etc.
 Play Age − It is the period between 3-6 years of age. In this stage, children assert
themselves frequently. The failure leads to development of a sense of guilt among
them. Example − Children in this age group, need to be taught how to behave and
should be taught to be focused.
 School Age − It is the period between 6 years of age till puberty. In this stage, children
become more innovative. They feel confident and want to achieve their goals. If not
encouraged they may feel inferior. Example − Teenagers should be protected and
parents need to understand them and should handle them patiently.
 Adolescence − this stage is a transformation from childhood to adulthood. Here children
find their own identity and should be guided and supported in order to help them choose
the right direction. Example − Decision such as which stream to choose science or
commerce etc. happens during this stage.
 Young Childhood − this stage is also known as young adulthood. Here, they begin to
open up and become more intimate with others. Example − Making close friends.

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 Adulthood − in this stage, they focus on establishing career and settling down with
relationships that are important. Example − Applying for jobs.
 Mature Adulthood − in this stage, a person is old and thus in this stage the productivity
slows down. Example − Taking care of the family.

Sheldon’s Physiognomy Theory
This theory was proposed by William Sheldon. He presents personalities by classifying
individuals into convenient categories based on their body shapes. They are −
 Endomorphs
 Mesomorphs
 Ectomorphs
Endomorphs
In this category, the body is soft and spherical. People with this kind of personality love
comfort; eat a lot, like to be around people and desire affection. Some common endomorph
features are large amount of fat accumulation, insatiable appetite, larger frame etc.
Some endomorph personalities are John Goodman, Jack Black etc.
Mesomorphs
In this category, the body is hard and rectangular physique. People with this kind of personality
like to take risk, are courageous and have power. Some common mesomorph features are wide
shoulders, small waist, low body fat.
Some mesomorph personalities are Jennifer Garner, Tina Turner etc.
Ectomorphs
In this category, the body is fragile, flat chest and delicate body. People with this kind of
personality are anxious, ambitious and dedicated. Some common ectomorph features are narrow
frame, low body fat, etc.
Some notable ectomorph personalities are Brad Pitt, Bruce Lee etc.

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Gordon Allport (1897–1967)
Gordon Allport was one of the first modern trait theorists. Allport and Henry Odbert worked
through two of the most comprehensive dictionaries of the English language available and
extracted around 18,000 personality-describing words. From this list they reduced the number of
words to approximately 4,500 personality-describing adjectives which they considered to
describe observable and relatively permanent personality traits.
Allport organized these traits into a hierarchy of three levels:
 Cardinal traits dominate and shape an individual’s behavior, such as Ebenezer Scrooge’s
greed or Mother Theresa’s altruism. They stand at the top of the hierarchy and are
collectively known as the individual’s master control. They are considered to be an
individual’s ruling passions. Cardinal traits are powerful, but few people have
personalities dominated by a single trait. Instead, our personalities are typically
composed of multiple traits.
 Central traits come next in the hierarchy. These are general characteristics found in
varying degrees in every person (such as loyalty, kindness, agreeableness, friendliness,
sneakiness, wildness, or grouchiness). They are the basic building blocks that shape most
of our behavior.
 Secondary traits exist at the bottom of the hierarchy and are not quite as obvious or
consistent as central traits. They are plentiful but are only present under specific
circumstances; they include things like preferences and attitudes. These secondary traits
explain why a person may at times exhibit behaviors that seem incongruent with their
usual behaviors. For example, a friendly person gets angry when people try to tickle him;
another is not an anxious person but always feels nervous speaking publicly.
Allport hypothesized that internal and external forces influence an individual’s behavior and
personality, and he referred to these forces as genotypes and phenotypes. Genotypes are internal
forces that relate to how a person retains information and uses it to interact with the

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world. Phenotypes are external forces that relate to the way an individual accepts his or her
surroundings and how others influence his or her behavior.
The Big Five Personality Traits
Openness to Experience (inventive/curious vs. consistent/cautious)
This trait includes appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety
of experience. Openness reflects a person’s degree of intellectual curiosity, creativity, and
preference for novelty and variety. It is also described as the extent to which a person is
imaginative or independent; it describes a personal preference for a variety of activities over a
strict routine. Those who score high in openness to experience prefer novelty, while those who
score low prefer routine.
Conscientiousness (efficient/organized vs. easy-going/careless)
This trait refers to one’s tendency toward self-discipline, dutifulness, competence,
thoughtfulness, and achievement-striving (such as goal-directed behavior). It is distinct from the
moral implications of “having a conscience”; instead, this trait focuses on the amount of
deliberate intention and thought a person puts into his or her behavior. Individuals high in
conscientiousness prefer planned rather than spontaneous behavior and are often organized,
hardworking, and dependable. Individuals who score low in conscientiousness take a more
relaxed approach, are spontaneous, and may be disorganized. Numerous studies have found a
positive correlation between conscientiousness and academic success.
Extraversion (outgoing/energetic vs. solitary/reserved)
An individual who scores high on extraversion is characterized by high energy, positive
emotions, talkativeness, assertiveness, sociability, and the tendency to seek stimulation in the
company of others. Those who score low on extraversion prefer solitude and/or smaller groups,
enjoy quiet, prefer activities alone, and avoid large social situations. Not surprisingly, people

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who score high on both extroversion and openness are more likely to participate in adventure and
risky sports due to their curious and excitement-seeking nature (Tok, 2011).

Agreeableness (friendly/compassionate vs. cold/unkind)
This trait measures one’s tendency to be compassionate and cooperative rather than suspicious
and antagonistic towards others. It is also a measure of a person’s trusting and helpful nature and
whether that person is generally well-tempered or not. People who score low on agreeableness
tend to be described as rude and uncooperative.
Neuroticism (sensitive/nervous vs. secure/confident)
High neuroticism is characterized by the tendency to experience unpleasant emotions, such as
anger, anxiety, depression, or vulnerability. Neuroticism also refers to an individual’s degree of
emotional stability and impulse control. People high in neuroticism tend to experience emotional
instability and are characterized as angry, impulsive, and hostile. Watson and Clark (1984) found
that people reporting high levels of neuroticism also tend to report feeling anxious and unhappy.
In contrast, people who score low in neuroticism tend to be calm and even-tempered.
It is important to keep in mind that each of the five factors represents a range of possible
personality types. For example, an individual is typically somewhere in between the two
extremes of “extraverted” and “introverted”, and not necessarily completely defined as one or the
other. Most people lie somewhere in between the two polar ends of each dimension. It’s also
important to note that the Big Five traits are relatively stable over our lifespan, but there is some
tendency for the traits to increase or decrease slightly. For example, researchers have found that
conscientiousness increases through young adulthood into middle age, as we become better able
to manage our personal relationships and careers (Donnellan & Lucas, 2008). Agreeableness also
increases with age, peaking between 50 to 70 years (Terracciano, McCrae, Brant, & Costa,
2005). Neuroticism and extroversion tend to decline slightly with age (Donnellan & Lucas;
Terracciano).

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Application related to personality
Here in the organization there are different type of peoples who are employed they are differ on
the basic of their financial status ,culture and the environment which he belongs to and it
negatively and positively affect the production of the organization .A small change in their mood
will affect the whole day . In relation to this there is a situation where happened in the
organization. I the organization there are two technical employs one day the supervisor in the
organization who give daily instruction to the employees on that day he scold one employee he
make the situation become bigger one
Here it is related to the social learning theory of dollard & miller Social learning theory (also
known as Social Cognitive Theory) is the idea that people learn by watching what others do and
that human thought processes are central to understanding personality. Social learning theory
stemmed out of work by N.E. Miller and J. Dollard in 1941. Their proposition posits that if
humans were motivated to learn a particular behavior that particular behavior would be learned
through clear observations. By imitating these observed actions the individual observer would
solidify that learned action and would be rewarded with positive reinforcement (Miller &
Dollard, 1941). The proposition of social learning was expanded upon and theorized by Albert
Bandura from 1962 to the present.
In the book "Educational Psychology: Developing Learners" (2003) author Jeanne Ellis Ormrod
lists the main principles of social learning theory:
 People learn by observing others.
 Learning is an internal process that may or may not change behavior.
 People behave in certain ways to reach goals.
 Behavior is self-directed (as opposed to the behaviorist thought that behavior is
determined by environment.)
 Reinforcement and punishment have unpredictable and indirect effects on both behavior
and learning.

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Suggestions to solve such problems
 Try to make a close observation of employers behavior
 Try to identify a small change in the behavior of employees
 If it is needed make a friendly talk or advice to the employees
 Assigned task to the employees by understanding their behavior and present
situation

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Concept No:3
STRESS
What is Stress?
Stress is your body’s way of responding to any kind of demand or threat. When you sense
danger—whether it’s real or imagined—the body's defenses kick into high gear in a
rapid, automatic process known as the “fight-or-flight” reaction or the "stress response".
The stress response is the body’s way of protecting you. When working properly, it helps
you stay focused, energetic, and alert. In emergency situations, stress can save your life—
giving you extra strength to defend yourself, for example, or spurring you to slam on the
brakes to avoid an accident.
Stress can also help you rise to meet challenges. It’s what keeps you on your toes during
a presentation at work, sharpens your concentration when you’re attempting the game-
winning free throw, or drives you to study for an exam when you'd rather be watching
TV. But beyond a certain point, stress stops being helpful and starts causing major
damage to your health, your mood, your productivity, your relationships, and your quality
of life.

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Types of Stress
1. Acute Stress
Acute stress is the most common type of stress. It’s your body's immediate reaction to a new
challenge, event, or demand, and it triggers your fight-or-flight response. As the pressures of a
near-miss automobile accident, an argument with a family member or a costly mistake at work
sink in, your body turns on this biological response.
Acute stress isn't always negative. It's also the experience you have when riding a rollercoaster or
having a person jump out at you in a haunted house. Isolated episodes of acute stress should not
have any lingering health effects. In fact, they might actually be healthy for you, as these
stressful situations give your body and brain practice in developing the best response to future
stressful situations.
Severe acute stress such as stress suffered as the victim of a crime or life-threatening situation
can lead to mental health problems, such as post-traumatic stress disorder or acute stress
disorder.
2. Episodic acute stress
When acute stress happens frequently, it’s called episodic acute stress. People who always seem
to be having a crisis tend to have episodic acute stress. They are often short-tempered, irritable,
and anxious. People who are “worry warts” or pessimistic or who tend to see the negative side of
everything also tend to have episodic acute stress.
Negative health effects are persistent in people with episodic acute stress. It may be hard for
people with this type of stress to change their lifestyle, as they accept stress as a part of life.

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3. Chronic Stress
If acute stress isn't resolved and begins to increase or lasts for long periods of time, it becomes
chronic stress. This stress is constant and doesn’t go away. It can stem from such things as:
 Poverty
 A dysfunctional family
 An unhappy marriage
 A bad job
Job Stress or Occupational Stress
Occupational stress
Stress related to one's job. Occupational stress often stems from unexpected responsibilities and
pressures that do not align with a person's knowledge, skills, or expectations, inhibiting one's
ability to cope. Occupational stress can increase when workers do not feel supported by
supervisors or colleagues, or feel as if they have little control over work processes.
Causes of occupational stress
Job stress results from various interactions of the worker and the environment of the work they
perform their duties. Location, gender, environment, and many other factors contribute to the
buildup of stress. Job stress results from the interaction of the worker and the conditions of work.
Views differ on the importance of worker characteristics versus working conditions as the
primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at
work. Differences in individual characteristics such as personality and coping skills can be very
important in predicting whether certain job conditions will result in stress. Major causes of stress
are as follows
 Working conditions
 Workload
 Long hours
 Status

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 Economic factors
 Bullying
 Narcissism and psychopath
 Workplace conflict
 Sexual harassment
 Occupational group

Categories of stress
Individual stress
Group stress
Organizational stress
Extra organizational stress

Job stress theories
Contemporary theories of stress have moved away from understanding the construct as either a
response or as an external event, but rather view it as a dynamic interaction between the
individual and their environment. Contemporary theories of stress, either explicitly or implicitly,
recognize the central role of psychological processes (such as perception, cognition and emotion)
 How the individual recognizes, experiences, and responds to stressful situations,
 How they attempt to cope with that experience, and
 How it might affect their physical, psychological and social health).
There are several key contemporary theories in the scientific literature that have helped to clarify
the causes and mechanisms that underpin work-related stress. Many of these theories have been
extensively researched and have been used to guide approaches to intervention. The first three
are structural model and they describe the key variables and interactions among those variables
in relation to outcomes of interest. The fourth is a process model which describes the

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mechanisms that underpin the relationship between the antecedent and outcomes. Four
prominent theories are presented here

Person-Environment Fit theory (P-E Fit theory)

Much of contemporary stress theory finds its origins in the early work of the social science
research group at the University of Michigan and in particular the work of Kahn, French, Caplan
and van Harrison. Together they developed the Person-Environment (P-E) Fit theory. P-E Fit
theory argues that stress can arises due to a lack of fit between the individual’s skills, resources
and abilities, on the one hand, and the demands of the work environment, on the other hand.
The P-E Fit theory makes explicit the interaction between the individual and the environment in
shaping their response to work situations and events, but also highlights the importance of the
individual’s perception of the environment; and the interaction between them. Logically, this
lack of fit can take three forms (Edwards, Caplan, & van Harrison, 1998): (1) the demands of the
work environment exceed the employee’s ability; (2) the employee’s needs consistently fail to be
met by the work environment; and (3) a combination of the two situations exists (i.e., where an
employee’s needs are not being met while at the same time their abilities are over-stretched).
Job Demand-Control (Support) Theory

The Job Demand-Control (JCD) model and its expanded version the Job Demand-Control-
Support model have dominated the field of occupational stress research for more than two
decades. The JCD model postulates that job strain results from the interaction between two
dimensions of the work environment
Psychological demands traditionally referred to workload, operated mainly in terms of time
pressure and role conflict (Karasek, 1985). However, more recently, cognitive and emotional
demands and interpersonal conflict dimensions define the contemporary construct of
psychological demand. Job control (also often also referred to decision latitude in the literature)
refers to the person’s ability to control their work activities, and is defined by two key
components: (a) decision authority (worker’s ability to make decisions about their job); and (b)
skill discretion (the breadth of skills used by the worker on the job). The JCD theory suggests

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that individuals experiencing high demands paired with low control are more likely to experience
psychological strain, work-related stress, and, in the long term, poor physical and mental health.
The model was later extended to include a social dimension: social support. The JCDS model
postulates that social support can moderate the negative impact of job strain on worker’s physical
and mental health. This model suggests that the most at-risk group of poor physical and mental
health are those workers who are exposed to job strain (high demands and low control) paired
with low workplace support (a phenomenon referred to as iso-strain.
Effort-Reward Imbalance Model (ERI model)

The ERI model was developed by Johannes in the early 1990’s. This theory assumes that effort
at work is spent as part of a psychological contract, based on the norm of social reciprocity,
where effort spent at work is paired with rewards provided in terms of money, esteem, career
opportunities. An imbalance (non-reciprocal) relationship between the effort spent and rewards
received can result in the emotional distress associated with a stress response, and an increased
risk of ill-health. Siegrist suggests that stress related to the imbalance between effort and rewards
can arise under three conditions: namely,
 Has a poorly defined work contract or where the employee has little choice concerning
alternative employment opportunities;
 Accepts the imbalance for reasons such as the prospect of improved working conditions and
 Copes with the demands at work through over commitment.
Transactional Model

Transaction models build upon the interaction between the individual and their environment, but
provide an additional focus on the underlying psychological and physiological mechanisms
which underpin the overall process. Cox and MacKay (1976) suggested that stress is the result of
a dynamic interaction between the individual and the environment. However, unlike previous
models of stress, central to this model is the individual’s cognitive assessment of the perceived
demands made on the worker, and their perceived capability, skills and resources to deal with
those demands. That is, stress results when the perceived demands outweigh the perceived
capability of the workers. What an individual finds or perceives to be stressful can vary both
between and within individuals, and can differ over occasions and time (Probst, 2010). In this

54

way, any aspect of the work environment can be perceived as a stressor, and therefore unlike
previous models transactional models are not limited by the types and number of psychosocial
hazards they can account for. The cognitive assessment by the worker of the perceived demands
and capabilities can be influenced by a number of factors: personality, situational demands,
coping skills, pervious experiences, and any current stress state already experienced. In addition,
this model acknowledges that stress can manifest physiologically, psychologically, behaviorally
and socially with detrimental consequences to both the individual and the organization. Research
indicates that the relationship between psychosocial hazards and health outcomes is mediated by
a variety of factors; the transactional model accounts for the complex relationship by
acknowledging individual variation and differences in the stress process.

“Application of Stress in Kerala State Coir Corporation, Adoor”

Kerala state coir corporation is set up to promote the heritage of coir to the worldwide market.
The coir has demand in the European countries in the winter and used to furnish the houses with
coir products. The factory was running with limited number of employees but they use the time
in better and cost effective manner. The main stress element was workplace conflict and status;
the manager and supervisor are facing heavy stress due to this. The reason behind the workers
conflict is the position of job they had. The conflict was occurring mostly between the
technicians and normal workers. There must exist the job discrimination but it was not created by
the top officials normally created among the employees.
Another problem relating to stress is heavy workload and the sector was controlled by PSU’s so
set some task and every year they have to achieve some task relating to producing units and
some other include on the basis of turnover. The problem is about the working time. It starts at
8.00 am to 5.00 pm and actually work is starting late 20 by minutes and ends at 15 minutes
earlier. So when the average time calculates in a year there must face heavy loss of working
days. So sometimes they will not achieve the target assigned by the top management.

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Suggestions and Recommendation
 To reduce the workplace conflict. Under the nature of employees and apply the theories
of stress management, or by spending time with employees and assign good group. There
by we can reduce stress.
 Proper use of time leads increase in production, and reduces the spare time and ensures
full time working.
 Management of employees in a cost effective manner leads to high growth of turnover
and producing units.

Findings and observation
 Job stress and job satisfaction are important factors affecting workforce productivity.
This study was carried out to investigate the job stress, job satisfaction, and workforce
productivity levels.
 Interpersonal conflict among people at work has been shown to be one of the most
frequently noted stressors for employees. Conflict has been noted to be an indicator of the
broader concept of workplace harassment.
 It relates to other stressors that might co-occur, such as role conflict, role ambiguity,
and workload. It also relates to strains such as anxiety, depression, physical symptoms,
and low levels of job satisfaction.
 Management is presumed to be guided by a vision of the future.
 The manager reflects in their decision-making activities the values of the organization as
they have developed through time, from the original founder-owner to the present top-
management personnel.

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Conclusion
In conclusion, managing anger and stress can seem very hard and overwhelming at times. Stress
and anger are sometimes very hard to overcome and defeat, but there are ways and this website
contains some of these methods that I find are the most effective.
I enjoyed making this concept as it taught me many new things and I now know better ways to
deal with stress and anger and how to keep the stress and anger levels to minimum in my life. I
hope this concept is helpful and will help you overcome the stress and anger and that you will be
in control from here on out. "So keep calm and don't stress."

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Concept No:4

GROUPS
A group can be defined as two or more interacting and interdependent individuals who come
together to achieve particular objectives. A group behavior can be stated as a course of action a
group takes as a family. For example: Strike.
Types of Groups
There are two types of groups an individual forms. They are formal groups and informal groups.
Formal Groups
These are the type of work groups created by the organization and have designated work
assignments and rooted tasks. The behavior of such groups is directed toward achieving
organizational goals.
These can be further classified into two sub-groups −
Command group − It is a group consisting of individuals who report directly to the manager.
Interest group − It is a group formed by individuals working together to achieve a specific
objective. Example − A group of workers working on a project and reporting to the same
manager is considered as a command group. A group of friends chilling out together is
considered as interest group or say members of a club.
Informal Groups
These groups are formed with friendships and common interests. These can be further classified
into two sub-groups −
Task group − those working together to finish a job or task is known as task group.
Friendship group − those brought together because of their shared interests or common
characteristics is known as friendship group.

58

There is no particular reason answering why individuals join groups. Group helps individual to
feel stronger, have fewer self-doubts, and be more contrary to threats.
The following points help us understand the need of joining a group by individuals −
Security mirrors strength in numbers. Status pinpoints a prestige that comes from belonging to a
specific group. Inclusion in a group is considered as important because it provides recognition
and status.
Self-esteem transmits people's feelings of self-worth. Membership can sometimes raise feelings
of self-esteem like being accepted into a highly valued group.
Affiliation with groups can meet one's social needs. Work groups significantly contribute to meet
the need for friendships and social relations.
Groups represent power. What mostly cannot be achieved individually becomes possible with
group effort. Power might be aimed to protect themselves from unreasonable demands. Informal
groups provide options for individuals to practice power.
People may join a group for goal achievement. Sometimes it takes more than one person to
accomplish a particular task.
Group Roles
The concept of roles is applicable to all employees within an organization as well as to their life
outside the organization. A role is a set of expected behaviour patterns attributed to the one who
occupies the position demanded by the social unit.
Individuals play multiple roles at the same time. Employees attempt to understand what kind of
behaviour is expected from them. An individual when presented by divergent role expectations
experiences role conflict. Group roles are divided into three types −

 Task-oriented Roles
 Relationship-oriented Roles
 Individual Roles

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Task-oriented Roles
Roles allotted to individuals according to their work and eligibility is known as task-oriented
roles. Task-oriented roles can broadly divide individuals into six categories initiator, informer,
clarifier, summarizer, reality tester and information seekers or providers respectively.

 Initiator − the one who proposes, suggests, defines.

 Informer − the one who offers facts, expresses feelings, gives opinions.

 Clarifier − the one who interprets, defines, clarifies everything.

 Summarizer − the one who links, restates, concludes, summarizes.

 Reality Tester − the one who provides critical analysis.

 Information seekers or providers − the one who gives information and data.

These roles present the work performed by different individuals according to their marked
designation.
Relationship-oriented Roles
Roles that group individuals according to their efforts made to maintain healthy relationship in
the group and achieve the goals are known as relationship-oriented roles. There are five

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categories of individuals in this category namely: harmonizer, gatekeeper, consensus tester,
encourager, and compromiser.

 Harmonizers − the one who limits tension and reconciles disagreements.

 Gatekeeper − the one who ensures participation by all.

 Consensus Tester − the one who analyzes the decision-making process.

 Encourager − the one who is warm, responsive, active, shows acceptance.

 Compromiser − the one who admits error, limits conflict.

These roles depict the various roles an individual plays to maintain healthy self as well as group
relationships.
Individual Roles
Roles that classify a person according to the measure of individual effort put in the project aimed
is known as individual roles. Five types of individuals fall into these roles: aggressor, blocker,
dominator, cavalier, and avoidance.

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 Aggressor − the one who devalues others, attacks ideas.

 Blocker − the one who disagrees and rebels beyond reason.

 Dominator − the one who insists superiority to manipulate.

 Cavalier − the one who takes part in a group non-productively.

 Avoidance − the one who shows special interest to avoid task.

 These are the various roles a person plays in an organization.

Well-Functioning Groups
We know what a group is, why it is important to form a group, and what the group-oriented roles
are. Now we need to know how to mark a group as a well-functioning group, what features are
necessary for a group to mark it as efficient.

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A group is considered effective when it has the following characteristics.
 Relaxed, comfortable & friendly atmosphere.
 Task to be executed are well understood and accepted.
 Members listen well and actively participate in given assignments.
 Assignments are made clear and are accepted.
 Group is acquainted of its operation and function.
 People express their feelings and ideas openly.
 Consensus decision-making process is followed.
 Conflict and disagreement centre regarding ideas or method.

Application of Groups

The loom operation process requires a lot of time and the employees should be very hard
working only then they can produce target output every day. A little time off taken by the
employees during the working hours slows the production. As the job is very difficult, whenever
the supervisor comes and asks any one person about the work or anything, there is a tendency
from other employees to come together and give answers. Here the employees are forming an
Group so that they can have some relief from the work by talking against the management &
purposefully delaying the work. This group is an informal group because they come together for
satisfying their personal interest. Even if the supervisor goes, this group does not disperse and
they may take some more minutes break before going back to work.

63

Suggestions

As this formation of group by the employees creates problem to the management certain
measures can be taken to control them:

1. Supervisor does not talk with the employees during work hours unless there is any
conflict between the employees or formal and informal groups ,and after working hours
he asks about their grievance

2. The informal groups operating in the organization should be identified and their existence
recognized

3. The patterns of informal communication should be analyzed carefully.

The most important factor for successful production is employees, without their active
participation output cannot be obtained within time. The formation of groups is necessary for the
organization. Informal groups can be used constructively for attainment of organizational goals.
If the interests and goals are integrated with the organization, the groups will work for the
organisational objectives rather than against them.

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Concept No:5
TEAM
When individuals with a common interest, goal, attitude, need and perception come together, a
team is formed. Individuals need to come and work together to form a team for the
accomplishment of complicated tasks. In a team, all team members contribute equally and strive
hard to achieve the team’s objective which should be predefined.
In any organization, no one works alone. Every employee is a part of a team and works in close
coordination with the team members to perform his level best and in turn benefit the
organization. The team members should complement each other and come to each other’s need
whenever required.
Teams can be formed anywhere, anytime whenever the task is little difficult and complicated.
Let us understand the various types of teams in detail.
Permanent teams- These teams perform on a permanent basis and are not dissolved once the
task is accomplished. Let us understand the concept with an example.
Mike, Peter, Joe and Ana had a strong inclination towards branding as well as promotions and
hence were a part of the branding team with a leading organization. They were primarily
responsible for promoting their brand and designing marketing strategies to generate maximum
revenue for their organization. They worked extremely hard and always managed to achieve their
targets well in advance, but their team was always in place and never dissolved. Their
organization never asked them to leave or ever dissolved their team. Such teams are called
permanent teams.
Work or no work, the human resources team, operation team, administration team always
function effectively through out the year and hence are permanent teams.
Temporary teams - Unlike permanent teams, temporary teams loose their importance, once the
task is accomplished. Such teams are usually formed for a shorter duration either to assist the
permanent team or work when the members of the permanent team are busy in some other
project.

65

When organizations have excess of work, they generally form temporary teams which work in
association with the members of the permanent team for the accomplishment of the task within
the stipulated time.
Task Force - Such teams are formed for a special purpose of working on any specific project or
finding a solution to a very critical problem.
The government generally appoints special teams to investigate critical issues like bomb blasts,
terrorist attacks and so on. The task force explores all the possible reasons which led to a severe
problem and tries to resolve it within a given deadline.
Committee - Committees are generally formed to work on a particular assignment either
permanently or on a temporary basis. Individuals with common interests, more or less from the
same background, attitude come together on a common platform to form a committee and work
on any matter.
To organize any cultural event, organizations generally make committees to raise funds, invite
celebrities and all the major tasks involved to successfully organize any event. The committee
members work together, design strategies to successfully accomplish the task.
In educational institutes, various committees are formed where students with a common interest
join hands to organize cultural events and various other activities required for the all round
development of students.
Organization/Work Force - Such groups are formed in organizations where team members
work together under the expert guidance of leader. A leader or a supervisor is generally
appointed among the members itself and he along with his team works hard to achieve a
common goal. The leader all through must stand by his team and extract the best out of each
team member. He must not underestimate any of his team members and take his team along to
avoid conflicts.
Samuel was working with a leading advertising firm with two members reporting to him. Samuel
always believed in his team members and worked together with his team and no doubts his team
always did wonders and was way ahead of others.

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Self Managed Teams - Self Managed Teams consist of individuals who work together again for
a common purpose but without the supervision of any leader. Here as the name suggests every
individual is accountable for his individual performance. The team members of self managed
teams must respect each other and should never loose focus on their target. No leader is
appointed and the team members have to take their own responsibility. Individuals take the
initiative on their own and are their own guides and mentors.
Cross Functional Team - Let us understand this with the help of an example.
Maria and Andy both were part of the branding team. They got an assignment from their
superiors to be completed within two days. Unfortunately Andy met with an accident and was
advised complete bed rest. To avoid delays, Peter from the operations team was shifted to the
marketing team to assist Maria for the time being and form a team. Such teams are called cross
functional teams. Ideally the employees should be more or less on the same level to avoid ego
hassles. Individuals from different areas come and work together for a common objective to form
a cross functional team. In such teams, people from different areas, interests and likings join
hands to come out with a unique idea to successfully complete a task.
Virtual Teams - Virtual teams consist of individuals who are separated by distances and
connected through computer. Here individuals communicate with each other online through
internet. Sam at Los Angeles can form a team with Mandy at Mexico and Sara at Denver all
working for a common objective but the communication is totally digital through internet. Such
teams are helpful when employees need to connect with each other and are located at different
places. Individuals supporting any community in social networking sites such as face book or
orkut also form a virtual team as all the members are from different locations but support a
common community. They all have a common objective -to support and promote their
community.

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Application of Team
In the operation of a loom the person is working the front of machine; the output of the machine
is from the other side. Previously the loom operators are working individually, there is no work
division in that time the product which is produced during a particular day it may have some
defect such as hole, mismatching, this will increase day by day. It may happen with raw
materials, but the main cause of this problem is because lack of communication between the
loom operators: the attitude and behavior of the people involved.
Suggestion
These issues can be solved by taking the following strategies:
1. Making schedules
2. Assigning work to the employees on a particular day
3. Selecting employees randomly for loan operation
If these measures are done, the product will have fewer defects than before. For developing a
high performance team; the team should have a mission, specific goal, effective feedback, and
reward for the beat team for producing quality product.

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Concept No:6
Power and politics
According to max Webber it is the probability that one action within a social relationship will be
in a position to carry out him own will dispute resistance.

Organizational Politics

Legitimate Behavior

Power
Successful influence
Unsuccessful influence
Motive to satisfy personal
interest
Motive to satisfy
organizational goals

Personal characteristics

Organizational Position

69

Application
In coirfed the informal group are stronger so the power and politics are strong. The managers are
to face many problems in taking decision making. While taking a decision the managers had to
meet union leaders and political party leaders to take a better solution. The HR manager had to
compensate with the leaders for taking a better solution. If the decisions are not affordable to the
leader they will go for strike or other activities this will result in the function of the company and
the managers will be terminated or transfers to other place.
Suggestions
 Reduce the power of informal group
 Reduce the power of trade union
 Better negotiation skill required
 Risk taking by managers are to needed

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FINDINGS
 They were influenced by both monetary and non monetary benefits. The monetary
benefits include bonus and non monetary benefits include the free training, leisure time
etc.
 Grievances create conflict among the memoirs and this was solved by conducting
meeting with trade unions and head of the department and find solution
 For managing stress they adjust the duty time of employees in the organization
 The objectives were set on strategies and head alternatives is always selected by
considering opinion of all the members
 There is real work between top level, middle level and lower level in the organization
 While taking a decision the managers had to meet union leaders and political party
leaders to take a better solution. The HR manager had to compensate with the leaders for
taking a better solution.
 There is no work division in that time the product which is produced during a particular
day it may have some defect such as hole, mismatching, this will increase day by day. It
may happen with raw materials, but the main cause of this problem is because lack of
communication between the loom operators: the attitude and behavior of the people
involved.
 Supervisor does not talk with the employees during work hours unless there is any
conflict between the employees or formal and informal groups ,and after working hours
he asks about their grievance
 As a government institution there is no role for taking self decision by the factory
manager all the decision are made by the government so there is a low risk for taking
decisions
 There are some lazy workers in the organisation so the factory manager ensures the
efficiency of the products as well as the effective utilization of human resources.

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CONCLUSION

After visiting the Kerala State coir cooperation at Kinfra Industrial Park Elamanoor and after
interviewing with the HR Manager we got the information about the duties, work and
responsibilities of an HR Manager then after that the day to day activities of an HR manager and
his challenges facing in the work the managing all the stress related to conflicts then how the
motivate the employees this all are the information we got from the company.
We find out various application of organizational behaviour without asking any theory directly
the theories which are chosen by us is Motivation, Personality, Stress, Groups, Teams, power
and conflicts and we also get the information regarding the coir industry like Coir industry has
very wider scope for future prospects in terms of availability of coconut husks, providing
employment, reducing unemployment, generating income, alleviating of poverty, improving
standard of living of the people, creating great demand in both domestic as well as international
markets, developing entrepreneurship and promoting country’s economy. Therefore, it is
concluded that Government of India through Coir Board aims at promoting coir industry in terms
of reducing the various problems faced by the coir industry in India and opening the gateway for
future prospects of coir industry.

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BIBLIOGRAPHY
 www.coircraft.com
 www. coirboard.gov.in
 https://en.wikipedia.org
 www.google.com

PHOTO PROOF

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