You are on page 1of 79

SUMMER TRAINING PROJECT REPORT

ON
“A STUDY ON MOTIVATION OF
EMPLOYEES AT TVS MOTORS
LUCKNOW”
SUBMITTED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE AWARD OF
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
TO
DR A P J ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW
FOR THE SESSION
2017-19

Goel Institute of Technology &


Management, Lucknow
UNDER THE GUIDANCE OF: SUBMITTED BY:
Ms. Manjeet Kaur Dheerendra Pratap Singh
Department of Management Roll No.: 1736070014
GITM, LUCKNOW MBA 3rd Sem.

1
CERTIFICATE

2
DECLARATION

This is to declare that I Dheerendra Pratap Singh student of MBA, have personally

worked on the project entitled “A STUDY ON MOTIVATION OF EMPLOYEES

AT TVS MOTORS”. The data mentioned in this report were obtained during genuine

work done and collected by me. The data obtained from other sources have been duly

acknowledged. The result embodied in this project has not been submitted to any other

University or Institute for the award of any degree.

Dheerendra Pratap Singh

3
ACKNOWLEDGEMENT

Achievement is finding out what you would be then doing, what you have to do. The

higher the summit, the harder is the climb. The goal was fixed and we began with a

determined resolved and put in ceaseless sustained hard work. Greater challenge, greater

was our effort to overcome it.

This project work, which is my first step in the field of professionalization, has been

successfully accomplished only because of my timely support of industry guide. I would

like to pay my sincere regards and thanks to those, who directed me at every step in my

project work.

I take this opportunity to extend my sincere gratitude and profound obligation towards

my Project report guide Ms. Manjeet Kaur for giving me valuable suggestions &

guidance rendered to me throughout the Summer Training project without their

encouragement and continuing support, this Summer Training project would not have

been possible.

I am highly thankful to other faculty members whose able guidance in this project makes

my way simple & easy.

Dheerendra Pratap Singh

4
PREFACE

It was a privilege for us to work in a reputed organization- TVS MOTORS. This has

given us an opportunity to work in a truly professional environment where team work

score over individual effort, where there is a helpful atmosphere. A well planned,

properly executed and evaluated training helps a lot in inoculating good work culture.

The project on “A STUDY ON MOTIVATION OF EMPLOYEES AT TVS

MOTORS” has been made to facilitate effective understanding about the marketing

aspects.

The project training has provided me an opportunity to gain practical experience, which

has helped me to increase my sphere of knowledge to a greater extent. I have tried to

summarize all our experience and knowledge acquired up till now, in this report. This

project is a keen effort to obtain the expected results and fulfill all the information

required.

At the end annexure and bibliography are given for effective understanding.

I am grateful to TVS MOTORS for providing required support.

Dheerendra Pratap Singh

5
TABLE OF CONTENT

Sr. No. CONTENT PAGE NO.


1. Front page 1

2. Certificate 2

3. Declaration 3

4. Acknowledgement 4

5. Preface 5

6. Introduction to the topic 7-18


7. Review of literature 19-28
8. Company profile 29-38

9. Objectives of the study 39-40

10. Research methodology 41-43

11. Data analysis and interpretation 44-57

12. Finding 58-62

13. Recommendation 63-66

14. Conclusion 67-70

15. Limitations 71-72

16. Bibliography 73-74

17. Annexure 75-79

6
INTRODUCTION

7
INTRODUCTION

The term “Employee Motivation” was brought to limelight by Hoppock. According to

him, Employee Motivation is the combination of psychological, physiological and

environmental factors that makes a person to admit, “I am happy at my job”. It has also

been defined as the „end state of feeling‟. It is an important dimension of morale and not

morale itself.

CONCEPT OF EMPLOYEE MOTIVATION:

Employee Motivation is the end feeling of a person after performing a task to the extent

that a person‟s job fulfills his dominant needs and is consistent with his expectations and

values, the job will be satisfying. The feeling would be positive or negative depending

upon whether need is satisfied or not.

Employee motivation is different from motivation and morale. Motivation refers to the

willingness to work. Satisfaction on the other hand, implies a positive emotional state.

Morale implies a general attitude toward work and work environment. It is a group

phenomenon whereas employee motivation is an individual feeling. Employee

Motivation may be considered a dimension of morale and morale could also be a source

8
of satisfaction. Thus Employee Motivation is an employee‟s general attitude towards his

job.

HOW TO MEASURE EMPLOYEE MOTIVATION

Like intelligence, measure of employee motivation is difficult. Most studies have

measured employee motivation through a questionnaire. Hoppock developed four terms,

each one with seven alternative responses, developed one of the earliest scale of

measuring employee motivation.

In India, Peptone developed a S-D (satisfaction-dissatisfaction) inventory consisting of

cointerogatery statements, the items leading to yes-no type of responses. There are four

areas including both on job and off the job factors. Each area includes 20 items some of

which are given below:

1.Job: Nature of work, hours, fellow workers, overtime regulations, physical

environment, machines and tools, interest in work, opportunities for promotion and

advancement etc.

2. Management: Rewards and punishment, praise and blame, leave policy, test as a

whole reveled significant discriminatory potential. Favoritism, participation, supervisory

treatment, etc.

3. Social Relations: Neighbors, friends and associates, caste barriers, participation in

9
social activities, attitude toward people in community, etc.

4. Personal Adjustment: Health, home and living conditions, finances,Relation with

family members, emotionalism, etc.

Statically treatments of the individual item in the four areas are given above.

EMPLOYEE MOTIVATION AND WORK BEHAVIOURS

Employee motivation is an integral component of organizational health and an important

element in industrial relations. The level of employee motivation deems to have some

relation with various aspects of work behavior such as accidents, absenteeism turnover

and productivity.

Several studies have revealed varying degrees of relationship between employee

motivation and these factors of work behaviors. But whether work behaviors are the

cause or effect of employee motivation is not clear.

Research on the relationship between employee motivation and accidents generally

shows that satisfied employees cause fewer accidents. Studies on the relationship

between employee motivation and absenteeism have yielded inconclusive results. Most

10
of these studies showed that low absentee employees were more satisfied with their jobs.

Research also reveals that unionized workers tend to be more satisfied whereas

employees of disturbed organizations were generally less satisfied. Less satisfied

employees are more likely to quit their jobs than more satisfied employees.

It is generally assumed that satisfied employees are more productive. But research reveals

no relationship between employee motivation and productivity. Studies revealed that

workers with positive attitude job attitudes were more productive than those with

negative attitudes. In other studies job attitudes and productivity are not related and in

some studies there was negative correlation between job attitudes and productivity. After

reviewing several studies Bray Field and Crockett concluded that employee motivation

did not necessarily go together. Employees in highly productive group were not more

likely than employee in the low productivity groups to be satisfied with their jobs. A

worker may be satisfied with the work environment but may produce more to prove his

abilities to management. On the other hand, a highly satisfied worker may not produce

more and get away with it because he may be friendly with the supervisor.

11
DETERMINANTS OF EMPLOYEE MOTIVATION

The various factors influencing employee motivation may be classified into two

categories:

I. Environmental factors , and

II. Personal factors.

Environmental Factors:

These factors relate to the work environment, main among which are as follows:

1. Job Content:Herzberg suggested that job content in term of achievement, recognition,

advancement, responsibility, and the work itself tend to provide satisfaction but their

absence does not cause dissatisfaction. Where the job is less repetitive and there is

variation in job content, employee motivation tends to be higher.

2. Occupational Level: The higher the level of the job in organization hierarchy the

greater the satisfaction of the individual. These is because positions at higher levels are

generally better paid, more challenging and provide greater freedom of operation. Such

jobs carry greater prestige, self-control and need satisfaction

3. Pay and Promotion: All other things being equal, higher pay and better

opportunities for promotion lead to higher employee motivation.

12
4. Work group: Man is a social animal and likes to be associated with other‟s interaction

in the work group help to satisfy social psychological needs and, therefore, isolated

worker tend to be dissatisfied. Employee motivation is generally high when an individual

is accepted by his peer and he has a high need for affiliation.

5. Supervision: Consideration supervision tends to improve employee motivation of

workers. Considerate supervisor takes personal interest of his subordinates and allows

them to participate in the decision making process.

Personal Factors:

Personal life exercises a significant influence on employee motivation. The main

elements of personal life are given below:

1.Age: Some research studies reveal a positive correlation between age and

employee motivation. Workers in advanced age group tend to be more satisfied probably

because they have adjusted with their job conditions. However, there is a sharp decline

after a point perhaps because an individual aspires for better and more prestigious jobs in

the later years of his life.

2. Sex: One study revealed that women are less satisfied than men due to fewer job

opportunities for females. But female workers may be more satisfied due to their lower

occupational aspirations. But this statement may not be applicable now at present‟s level.

13
3. Educational level: Generally more educated employees tend to be less satisfied with

their jobs probably due to their higher job aspirations. However, research does not yield

conclusive relationship between these two variables.

4. Marital status: The general impression is that married employees are more

dissatisfied due to their greater responsibilities. But such employees may be more

satisfied because they value their jobs more than unmarried workers.

5. Experience: Employee motivation tends to increase with increasing years of

experience. But it may decreases after twenty years of experience particularly among

people who have not realized their job expectations.

14
THEORIES OF EMPLOYEE MOTIVATION

The main theoretical approaches to employee motivation are as follows:

1. Need fulfillment theory.

2. Equity theory.

3. Discrepancy theory.

4. Equity discrepancy theory.

NEED FULFILLMENT THEORY~

According to this theory a person is satisfied when he gets from his job what he wants.

The more he wants something or the more important it is to him, the more satisfied he is

when he received it. In other words, “employee motivation will vary directly with the

extent to which those needs of an individual which can be satisfied actually”.

Vroom views satisfaction in terms of the positively valued outcomes that a job provides

to a person. Thus, employee motivation is positively related to the degree to which one‟s

needs are fulfilled. What may satisfy one individual may not satisfy the other due to

difference in their expectations. The strength of an individual‟s or his level of inspiration

is an important determinant of employee motivation. Thus, employee motivation is a

function of the degree to which the employee‟s needs fulfilled in the job situation.

15
EQUITY THEORY~

Under this theory, it is believed that a person‟s employee motivation depends upon his

perceived equity as determined by his input-output balance of others. Every individual

compares his rewards with those of a „reference group‟. If he feels his rewards are

equitable in comparison with others doing similar work, he feels satisfied, employee

motivation is thus a function of the degree to which job characteristics meet the desires of

the reference group. For example, one study of the effects of community features on

employee motivation revealed that workers living in a well to do neighborhood felt less

satisfied then those living in poor neighborhoods.

Equity theory takes into account not only the needs of an individual but also the opinion

of the reference group to which the individual looks for guidance.

DISCREPANCY THEORY~

According to this theory, employee motivation depends upon what a person actually

receives from his job and what he expects to receive. When the rewards actually received

are less than the expected rewards it causes dissatisfaction. In the words of Locke,

“employee motivation and dissatisfaction are function of perceived relationship between

what one wants from his job and what one perceives it is actually offering. In other

words, satisfaction is the difference between what one actually received and what he feels

16
he should receive. This theory fails to reveal whether over-satisfaction is or is not a

dimension of dissatisfaction and if so, how does it differ from dissatisfaction arising out

of the situation when received outcomes one less than the outcomes one feels he should

receive.

17
EQUITY-DISCREPANCY THEORY~

This is a combination of equity and discrepancy theories. Lawler has adopted the

difference approach of discrepancy theory rather than the ratio approach of equity theory.

From equity theory the concept of comparison has been selected to serve as an

intervening variable. Under this theory satisfaction is defined as the difference between

the outcomes that one perceives he actually received and outcomes that one feels he

should receive in comparison with others, when the individual feels that what he actually

received is equal to what he perceives he should receive there is satisfaction. Thus an

individual‟s reception of his reward is influenced by more than just the objective amount

of that factor. Because of this psychological influence the same amount of reward often

can be seen quite differently by two people, to one it can be a larger amount, while to

another person it can be a small amount.

18
LITERATURE
REVIEW

19
LITERATURE REVIEW

McShane and Travaglione 2007 defined OrganisationalBehaviour as the study of what

people think, feel and do in and around organisations. This study is done by taking a

systematic approach when viewing the relationships between employees and

management or organisation. It tends to study individuals, teams or the organisation as a

whole and its characteristics and try to influence them and shape them in terms of

organisational settings. The study of OB helps both organisations and people to improve

relationships, working towards common objectives.

In this literature review, closer looks will be taken at specific behaviours people in an

organisation tend to adopt, such as counterproductive behaviours, organisational

citizenship, and the reasons why people adopt those behaviours, and how to influence or

shape negative behaviours in a way that meets organisational objectives. Also, the role of

communications between employees and managers will be discussed as a way to avoid

such negative work behaviours.

Counterproductive work behaviours can be viewed as a form of protest in which

organisational members express dissatisfaction with or attempt to resolve injustice within

the organisation (Kelloway, Francis, Prosser& Cameron 2009)

Common forms of counterproductive behaviours may include ineffective job

performance, absenteeism, turnover, unsafe behaviours and it may even include criminal

20
activity and sexual harassment, which clearly have very negative consequences and can

be very destructive and costly to the organisation.

For example, organisations set goals and objectives that they (with help of employees)

want to achieve, whether in the short or the long term. These objectives may include,

profitability, safe workplace, the reputation of being socially responsible, and so on.

According to Jex‟s definition of counterproductive behaviour, any employee who hinders

the achievement of organisational objectives is being counterproductive.

Counterproductive behaviour is also a result of the inner motive of the employee. For

instance, a retail employee who steals merchandise from his/her employer is obviously

doing it intentionally and most likely, for a personal gain. On the other hand, it is entirely

possible for an employee to engage in counterproductive behaviour without intending to.

For example, an employee who is poorly trained or lacking in ability may want very

badly to perform well, but may not accomplish that goal.

Based on the definition provided by Kelloway, Francis, Prosser and Cameron,

counterproductive behaviour (whether it was intentionally or unintentionally done)

occurs with no doubt, in most (if not all) organisations, and in many forms.

Poor job performance is a common example of counterproductive work behaviours. It is

often difficult for an organisation to recognise poor performance and in which level of the

organisation it is actually occurring. It simply consumes a lot of time to detect it, and

difficult to measure. And sometimes, managers of an organisation take poor performance

as an intentional action, while in some cases, it is not.

21
The level of training and the technologies adopted highly influence the level of

productivity of an employee. If an employee does not receive adequate training, he/ she

will not be able to be productive enough.

It can also be caused by low self-esteem or negative psychological effects. For example, a

teacher, regularly getting negative comments about his/her teaching performance or

capabilities. Eventually, this teacher will lose motivation to perform well.

Causes of counterproductive behaviours may not be clear for some organisations.

Therefore, managers should try to closely examine employee behaviours, to collect more

information about the actual atmosphere of the work, and the consistency of a particular

behaviour, because often, managers do not have a clear vision of the day-to-day work,

and the day-to-day communications or relationships between employees, until, they come

to realise the existence of counterproductive behaviours or actions.

Communications between employees and their employers can prevent all forms of

counterproductive behaviours. In general terms, communication can be described as a

process which conveys information between people (Rollinson 1993).

In some organisations, employees do not get to hear about even minor matters which

affect them until they are overtaken by events. This can result in employees, developing

extremely poor opinion of management, and they sometimes, impute a negative motive

for them, being “kept in the dark”. Ineffective or inadequate communications or flow of

information can quickly lead to speculations and rumours.

It is better to regard effective communication as a process which allows the differences

between employees and managers to surface and be dealt with. More optimistically, it

22
will perhaps go further by helping employees and managers to better understand each

other‟s viewpoint and find mutually accepted solutions to their differences (Rollinson

1993).

Organisational Citizenship Behaviour (OCB) is one other common positive behaviour

adopted by employees who are happy about their work. It is defined as the individual

behaviour that is discretionary, not directly or explicitly recognised by the formal reward

system, and that in the aggregate promotes the effective functioning of the organisation

(Maharaj&Schelcheter 2007). That is, the employee voluntarily adopts this behaviour and

not required or compulsory as part of their job.

Research generally agrees that satisfied employees deliver satisfied customers. The main

two reasons for this is that if employees are happy and satisfied about their job, they will

display friendliness to customers, which in turn, encourages customers to be loyal to that

specific organisation. The second reason is that if the organisation succeeded in keeping

its employees satisfied, employees are less likely to quit their jobs, eventually, employees

gain better knowledge and skills and better serve customers. This also means that there‟s

a consistent service, because customers are served by the same employees. (McShane and

Travaglione 2007)

Happy employees are more likely to develop a sense of meaning and belonging to the

organisation, and more likely to do volunteer things altruistically. For example, helping

other employees, performing extra duties, and so on.

Job characteristics (that is, the attributes of a particular job) may affect OCB through

employees' perceptions, for example, the sense of responsibility, commitment of

23
completing a task, etc… regarding the motivating potential inherent in job characteristics

(Chen and Chiu 2009). An employee who‟s more committed to completing his/her tasks,

is more likely to value and understand the workplace environment and the relationships

among other members of the organisation, creating a sense of meaningfulness of the job,

and as a result, enhancing OCB.

Chen and Chiu suggest that employees with motivation and commitment to their

organisation, are more likely to display higher job involvement (that is, the extent in

which an employee is committed and involved with his/her job), and are more willing to

put more effort to fulfil their duties and might as well, fulfil extra duties. Employees who

demonstrate a sense of identity towards their organisation are more likely to perform

well, considering their work as the center of their self-concept.

Based on a research, adopted by Maharaj and Schechter (2007) management should focus

more on OCB to gain a competitive advantage, and promote the display of OCB.

Job satisfaction can be defined as one's feelings or state-of-mind regarding the nature of

their work. Job satisfaction can be influenced by a variety of factors, for example, the

quality of one's relationship with their supervisor, the quality of the physical environment

in which they work, degree of fulfilment in their work, etc. (Free Management Library

2008). If an employee is satisfied with his/her job and the environment of the workplace,

he/she will be motivated to increase their productivity and the willingness to perform

better.

24
Dawis (1992) points out that it is important to know that there are different kinds of job

satisfaction. Intrinsic job satisfaction is when employees consider only the kind of work

they do (that is, the tasks they perform). Extrinsic job satisfaction is when employees

consider the conditions of work such as their pay, fellow workers, supervisors, etc…

These two types of satisfaction are different, and it helps to look at jobs from both points

of view. For example, if an employee is dissatisfied with their job, it is important to think

of which extent they are actually dissatisfied, and ask themselves whether they are

dissatisfied with the conditions of work or the actual tasks they do. Knowing the reason

of dissatisfaction delivers a more relevant solution for this problem.

The second important thing to recognise is that job satisfaction is a result of the

fulfilment of job expectations (that is, what employees look for in a job). Job expectations

can include, the kind of work that makes the best use of one's abilities and gives a feeling

of accomplishment, having a secure job that provides a steady employment, working for

an organisation that has a good reputation that one can be proud of working for, being

able to progress in the job or career, working with coworkers who are competent and

congenial, being paid at least enough to meet one's needs and being paid fairly in

comparison to others, having an immediate supervisor who is competent, considerate and

fair, having working hours that allow one to compromise between work and family or to

pursue other interests and live the preferred lifestyle, having benefits that meet one's

needs and compare well with those of others, having physical working conditions that are

safe, not injurious to health, not stressful. And the list goes on…

25
If most or all of employee expectations are fulfilled, it is more likely that employees will

become more involved with their job, put extra effort to get the job done, and eventually,

their psychological needs are satisfied.

From the different opinions used in this literature review, it can be clearly seen that all

the different authors have agreed upon the different types of organisationalbehaviours

and their causes. Kelloway, Francis, Prosser and Cameron have agreed with Jex on the

definition of counterproductive behaviour and the forms it can take, whether it is done

intentionally or unintentionally. While Rollinson stated that the causes of such behaviours

are unclear unless communications between supervision and employees take place to

minimise conflicts, achieve convergence of views and keep employees updated about

what happens in the organisation. Maharaj and Scheltcher defined Organisational

Citizenship Behaviour (OCB) as the individual‟s discretionary behaviour towards the

organisation that is not recognised by the organisation‟s reward system. They pointed out

that such behaviours are beneficial to the organisation as employees are more willing to

help other employees, might as well get extra work done, and so on. They also claimed

that management should focus more on OCB to gain a competitive advantage.

Chen and Chiu suggested that employees who show commitment and job involvement

are more likely to better understand the environment of the organisation and the

relationships among other employees and with their supervisors.

Job satisfaction is one other indicator of employee‟s OCB. According to the Free

Management Library, job satisfaction is one's feelings or state-of-mind regarding the

26
nature of their work. Chen and Chui suggested that the fulfilment of job characteristics

and employee perceptions creates an inner motivation to put more effort into their work,

have more commitment towards the organisation, become more satisfied and eventually

more involved with their job, creating OCB.

Dawis pointed out the importance of distinguishing between the two different types of

job satisfaction (Intrinsic and Extrinsic satisfaction). He also suggested that the fulfilment

of job characteristics and employee perceptions creates an inner motivation to put more

effort into their work, have more commitment towards the organisation and eventually

become more involved with their job, creating OCB.

When two experienced figures have different views and ideas about the same point (i.e.

the organisationalbehaviours in an organisation), they are actually putting these ideas and

views out of their experience and feedback individually, and each one of them has

definitely different reaction and perception according to firstly their satisfactions and

secondly to the different environments where they gained these views. Even if they agree

about a certain point in this regard, they may differ in the means or methods used to

achieve same results, because there might be different methodologies leading to same

outcomes, and each one of these figures may suggest different methodology but both

agree to achieve same outcomes. Ultimately, having these differences between the two

will impact positively on the overall knowledge and will rise further discussions of how

and what is the best way to meet the goals.

27
In any organisation, whether employers or employees all need to have a reasonable

exposure to organisationalbehaviours to achieve the planned objectives of their

organisation. The behaviours of the employees are based on their perceptions, hence, it is

important that management of an organisation understands these perceptions by

discussions, listening and communications. This will reduce conflict between managers

and their employees be holding circular meetings together, and having mutual feedbacks.

It is ideal to hold these meetings in order to reinforce the certain behaviours desired to see

increase. Furthermore, improving social relationships between employees would enhance

the team work which is crucial in supporting and implementing the planned

organisational objectives.

28
COMPANY
PROFILE

29
COMPANY PROFILE

TVS Motor Company Limited

Type Public

Traded as BSE: 532343, NSE: TVSMOTOR

Industry Automotive

Founded 1978

Founder T. V. SundaramIyengar

Headquarters Chennai, India

Number of locations 4 two wheeler and 1 three wheeler plants

Venu Srinivasan
Key people
(Chairman&MD)

Motorcycles, scooters, three-wheeler vehicles


Products
and spare parts

Revenue 115.16 billion (US$1.7 billion) (2016)

Operating income 4.44 billion (US$66 million) (2016)

Profit 3.28 billion (US$49 million) (2016)

Total assets 49.22 billion (US$730 million) (2016)

Total equity 15.83 billion (US$240 million) (2016)

30
Parent Sundaram - Clayton Limited

Website www.tvsmotor.com

TVS Motor Company Limited, part of the TVS Group, is one of India's leading two-

wheeler manufacturers. With a turnover of over Rs.2700 corers, the Company

manufactures a wide range of motorcycles, scooters and mopeds. Little wonder, it boasts

of more than 7 million happy customers.

The chapter called two wheelers in India begins…..

The year was 1980. And it is a year to remember for the Indian two-wheeler industry. For

it was this year that saw India's first two-seater moped, TVS 50, rolling out on the Indian

roads. For some it was freedom to move. For some shorter distances to span For the

Indian Automobile sector, a breakthrough to be etched in history.

With the joint venture with Suzuki Motor Corporation in 1983, TVS-Suzuki became the

first Indian company to introduce 100 cc Indo-Japanese motorcycles in September 1984.

Through an amicable agreement the two companies parted ways in September 2001.

Unmatched Performance

Today TVS Motor Company has the largest market share in the moped category with a

whopping 65.3% and is also the undisputed leader in the scooterette segment with 34.3%

share. It also holds 18.3% market share in motorcycles. Graph

31
Wide Network

With a strong sales and service network of 500 Authorized Dealerships, 1018 Authorized

Service Centres and over 864 Certified Service Points, TVS is growing from strength to

strength.

World Class Facilities

The company manufactures its motorcycles, scooterettes and mopeds at its state-of-the-

art factories in Mysore and Hosur.

Product Range

TVS offers a wide range of two-wheelers

- Motorcycles - TVS Centra / TVS Victor / TVS Fiero F2/ TVS Max 100/ TVS Max 100

- Scooterettes - TVS Scooty Pep/ TVS Scooty 2S

- Mopeds - TVS XL Super/ TVS XL Super HD

VISION

TVS Motor - Driven by the customer

TVS Motor will be responsive to customer requirements consonant with its core

competence and profitability. TVS Motor will provide total customer satisfaction by

giving the customer the right product, at the right price, at the right time.

TVS Motor - The Industry Leader

32
TVS Motor will be one among the top two two-wheeler manufacturers in India and one

among the top five two-wheeler manufacturers in Asia.

Motor - Global overview

TVS Motor will have profitable operations overseas especially in Asian markets,

capitalizing on the expertise developed in the areas of manufacturing, technology and

marketing. The thrust will be to achieve a significant share for international business in

the total turnover.

TVS Motor - At the cutting edge

TVS Motor will hone and sustain its cutting edge of technology by constant

benchmarking against international leaders.

TVS Motor - Committed to Total Quality

TVS Motor is committed to achieving a self-reviewing organization in perpetuity by

adopting TQM as a way of life. TVS Motor believes in the importance of the process.

People and projects will be evaluated both by their end results and the process adopted.

TVS Motor - The Human Factor

TVS Motor believes that people make an organization and that its well-being is

dependent on the commitment and growth of its people. There will be a sustained effort

33
through systematic training and planning career growth to develop employees' talents and

enhance job satisfaction. TVS Motor will create an enabling ambience where the

maximum self-actualization of every employee is achieved. TVS Motor will support and

encourage the process of self-renewal in all its employees and nurture their sense of self

worth.

TVS Motor - Responsible Corporate Citizen

TVS Motor firmly believes in the integration of Safety, Health and Environmental

aspects with all business activities and ensures protection of employees and environment

including development of surrounding communities. TVS Motor strives for long-term

relationships of mutual trust and inter- dependence with its customers, employees, dealers

and suppliers.

MILESTONES

Launched Centra in January 2004, a TECHNOLOGY Uncompromising Quality,

TECHNOLOGY

TVS Motor Company's R&D division has an imposing pool of talent and one of the most

contemporary labs, capable of developing innovative designs.

Committed to achieving total customer satisfaction through Total Quality Control (TQC),

the Company continuously strives to give the customer, the best value for money.

ECO-FRIENDLY

TVS is committed to protecting the environment. The company's manufacturing facilities

at Mysore &Hosur have state-of-the-art facilities & air pollution control measures. Even
34
the suppliers are encouraged to ensure that their products meet eco-friendly norms.

AWARDSDeming Award

TVS Motor is the third Indian company to win the Deming Prize. Only two other TVS

companies have managed this before.

It's been a long time since the Union of Japanese Scientists and Engineers instituted the

Deming Prize. But very, very few organizations outside Japan have had the honor of

receiving it. In fact, the TVS Motor Company is the world's first motorcycle company to

be awarded the prize.

As for the TVS Group, it's a third. TVS-Clayton Ltd. (Brakes Division) and TVS Brake

Linings Ltd. have already won it. The Deming Prize is the ultimate confirmation of our

commitment to quality control. A confirmation known to every TVS rider across the

country.

TVS Motor Company unveils TVS Centra with 'VT-i Engines'

Creates History in the Technology Frontier of the

Automobile Industry in India TVS Centra crosses an astounding 20,000 sales mark in 40

days

Hosur, March 6, 2004: TVS Motor Company today announced that the sales of TVS

Centra, powered by the indigenously developed Variable Timing Intelligent (VT-i)

engine technology crossed 20,000 units in just 40 days since its launch in mid January

35
2004, the best ever clocked by any new product from the TVS Motor Company stable.

This achievement is expected to spiral the overall growth of TVS Motorcycles sales in

the coming months.

The impressive sales figures reflect the customer's faith in the technological capability of

TVS Motor Company to fully live up to its promise of delivering a world-class product at

an affordable price. Due to excellent customer feedback across the country, TVS dealers

are being pressurized with enquiries on the new 100 CC 4 Stroke Centra and its

revolutionary VT-i engine technology. Having caught the public's imagination, TVS

Centra has fully lived up to its promise of a 'Fill it Once a Month Bike' where a full tank

of petrol lasts for a month based on the average use of motorcycle customers.

A panel of leading auto experts in India, after having tested TVS Centra, have endorsed

the fact that it was the 'best in its class' and also commended TVS Motor Company on its

technology prowess and innovation.

TVS Centra is powered by VT-i engines which are designed to deliver superb

performance on fuel efficiency and torque delivery based on three fundamental actions

namely variable ignition timing and superior combustion of fuel, friction reduction and

fuel wastage reduction.

Added to its technological edge are features that include attractive price, fuel efficiency,

low maintenance, contemporary style, ride comfort and backed by TVS Motor

Company's reliability, making it truly the preferred two-wheeler in its class.

36
Chennai, January 5, 2004: India's leading two wheeler major, TVS Motor Company's

commitment to produce the best technology in its products for its customers has led to the

launch of TVS Centra with Variable Timing intelligent engines

(VT-i), a 100 CC 4 Stroke motorcycle targeted at the Popular Segment.

This revolutionary new VT-i engine technology, developed indigenously by TVS Motor

Company, inbuilt into TVS Centra will make it the most fuel-efficient motorcycle in the

Country. It will be rightfully called as the 'Fill it Once a Month Bike' where a full tank of

petrol will last for a month based on the average use of motorcycle customers.

The VT-i Engines by TVS Motor Company will go down in the history of the

Automobile Industry in India as one of the most innovative technology developed

indigenously. The VT-i engines are designed to deliver superb performance on fuel

efficiency and torque delivery based on three fundamental actions namely variable

ignition timing and superior combustion of fuel, friction reduction and fuel wastage

reduction. This action facilitates deceleration fuel cut off, faster warm up of the Engine

and has four curve ignition mapping.

Like all TVS Motor Company products, TVS Centra too has been engineered and

designed keeping in mind extensive customer feedback and changing customer needs.

TVS Centra will be the first motorcycle in India that will bundle price, mileage,

maintenance, style, reliability, power, ruggedness and ride comfort making it truly a

value for money personal transportation two-wheeler. Those who want all these

performance attributes in a commuter motorcycle at a great price; nothing will beat the

TVS Centra for all the advantages it offers.

37
TVS Centra is built around to give a mileage that will offer atleast 10 per cent more than

any other motorcycle in the country, today. It will be powered by 7.5 Brake Horse Power

(Bhp) at 7250 RPM making it the most powerful motorcycle in its class. TVS Centra will

also be known for its nimble handling and riding comfort enabling easy maneuvering

even in busy city traffic. Its contemporary style with big muscular tank and well-rounded

looks with a horizontal engine and superior ergonomics will mark a new standard in the

popular segment of two wheelers. It will come with Econometer to keep a check on the

mileage / power ratio, wide and skid free seat and Utility space.

SUB DIVISION OF SHARES

In order to improve the shareholder value and to facilitate greater liquidity in its equity

shares, TVS Motor Company recently subdivided the face value of its shares to Re. 1/-

each. Earlier the face value of the shares was Rs. 10/-

MERGER OF LAKSHMI AUTO COMPONENTS WITH TVS MOTOR

COMPANY

The Shareholders of TVS Motor Company and Lakshmi Auto Components (LAC) have

on 19th January 2004 approved the merger of Engine Division of LAC with TVS Motor

Company and transfer of Rubber and Plastics division of LAC to TVS Auto Components

Limited, a wholly owned subsidiary of TVS Motor Company. The company expects to

obtain the approval of High Court of Tamil Nadu and complete other statutory formalities

in the next few months. This merger is expected to improve the overall profitability of

TVS Motor Company.

38
Objectives of the study

39
OBJECTIVES OF THE STUDY

1. To evaluate the extent to which leadership behavior affects employee motivation.

2. To study the effect of monetary and non-monetary benefits provided by the

organizations on the employee‟s motivation.

3. To determine the relation between motivation and personal effectiveness.

4. To learn the employee‟s satisfaction on the interpersonal relationship exists in the

organization

40
RESEARCH
METHODOLOGY

41
RESEARCH METHODOLOGY

Type of research Descriptive research.

Data collection methods random sampling

Data Source Primary data was collected by questionnaires and

secondary data was collected from magazines, books, and

internet.

Sample design Simple Random Sampling

Sample Universe Bharat Sanchar Nigam Limited

Sample Type Non-probability Sampling

Sampling size 100 Respondents

Sample Unit Employees of TVS MOTORSLucknow

42
Type of Research

Descriptive research is used to describe characteristics of a population or phenomenon

being studied. It does not answer questions about how/when/why the characteristics

occurred.

DATA COLLECTION SOURCE: Two methods have been used to collect the relevant

data, which are essential for the study, they are:

Primary Data: data is collected to obtain desired information through structured

questionnaire.

Secondary Data: it is compiled through books, magazines, newspapers and internet etc.

STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to collect

the data and data will be analyzed with the help of percentage table, respective graph,

bar graph and pie charts.

43
Data Analysis
&
Interpretation

44
ANSWERS BASED ON QUESTIONAIRS
Q1. How far you are satisfied with the incentives provided by the organizations?

Particular percentage
Highly satisfied 36
Satisfied 58
Neutral 6
Dissatisfied 0
Highly dissatisfied 0
Total 100

70
58%
60
50
40 36%

30
20
10 6%
0% 0%
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

INTERPRETATION:

The table shows that 36% of the respondents are highly satisfied and 58% of the

respondents are satisfied with incentives provided by the organization so we can conclude

most of the employees are satisfied with the incentives provided by the organization.

45
Q2. Does your Job improve your skills and abilities?

Particular Percentage
Yes 64
No 20
Never 16
Total 100

70 64%

60

50

40

30
20%
20 16%

10

0
Yes No Never

INTERPRETATION:

64% of the respondents are agreed that their job improves their skills and abilities and

20% of the respondents agreed that their skills and abilities are not improves. It can be

concluding that their job improves their skills and abilities.

46
Q3. Do you think that the incentives and other benefits will influence your

performance?

Particular Percentage
Influence 64
Does not influence 24
No opinion 12
Total 100

70 64%
60

50

40

30 24%

20
12%
10

0
Influence Does not influence No opinion

INTERPRETATION:

The table shows that 64% of the respondents says that the incentives and other benefits

influence their performance, 24% respondents says that it does not influence much and

12% respondents did not say any opinion.

47
Q4. Management is really interested in motivating the employees?

Particular Percentage
Agree 50
Disagree 36
Neutral 14
Total 100

60

50%
50

40 36%

30

20
14%

10

0
Agree Disagree Neutral

INTERPRETATION:

From the above table it is clear that 50% of the employees are agreed that the

management is really interested in motivating the employees and 36% of the employees

are disagreed and 14% are neutral. So it can be concluded that management is really

interested in motivating the employees in organization.

48
Q5. Does the management involve you in the decision making which are connected

to your department?

Particular Percentages
Yes 94
No 0
Occasionally 6
Total 100

100 94%
90
80
70
60
50
40
30
20 6%
10
0 0
Yes No Occasionally

INTERPRETATION:

The table shows 94% of the respondents says that they involved by the management

when management is going to take decision which is connected with their department.

49
Q6. Do you enthusiastic about your work?

Particular Percentage
Always 30
Sometimes 60
Never 10
Total 100

PERCENTAGE
Never, 10%

Always, 30%

Always
Sometimes
Never

Sometimes, 60%

INTERPRETATION:

From the above table, we can conclude that 60% of the respondents agreed that they feel

enthusiastic some times in their work.

50
Q7. Are you encouraged to come up with new and better ways of doing things?

Particular Percentage
Strongly agree 40
Agree 20
Neutral 24
Disagree 16
Strongly disagree 0
Total 100

45
40%
40

35

30

25 24%
20%
20
16%
15

10

5
0%
0
Strongly agree agree Neutral Disagree Strongly disagree

INTERPRETATION:

From the above table we can conclude that 40% of the employees agreed that they are

encouraged to come up with new and better ways of doing things.

51
Q8. Have you been promoted at work in the last six months?

Particular Percentage
Yes 36
No 64
Total 100

Yes, 36%

Yes
No

No, 64%

INTERPRETATION:

The table shows that 64% of the employees are not promoted from the last six months

and 36% of the employees are promoted. From this we can conclude that most of the

employees are not promoted.

52
Q9. Are you adequately recognized for your good work?

Particular Percentages
Agree 56
Disagree 20
Neutral 24
Total 100

60 56%

50

40

30
20% 24%

20

10

0
Agree Disagree Neutral

INTERPRETATION:

The figure shows that 56% of the employees agreed that they are always recognized for

good work and 20% are disagreed and 24% respondents are neutral. So it can be

concluded that most of the employees recognized by their good work.

53
Q10. Rank the following factors which motivates you the most?

Particular Percentage
Salary increase 42
Promotion 30
Leave 6
Motivational talks 10
Reorganization 12
Total 100

45 42%
40
35
30%
30
25
20
15 12%
10%
10 6%
5
0
Salary increase Promotion Leave Motivational talks recognization

INTERPRETATION:

The table shows that 42% of the respondents are responding that the increase in salary

will motivate them the most.

54
Q11. Have you been nominated for training & development programmes for the last

6 months?

a) Yes

b) No

Particular No. of respondents Percentage


Yes 30 60
No 20 40
Total 50 100
(Table4.1.14)

40%
60%
Yes
No

INTERPRETATION:

The table shows that 60% of the respondents are expressing that they are nominated for

training and development programme in the organization for the last 6 months.

55
Q12. Does the management provide continuous feed back in solving work related

problems?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

Particular No. of respondents Percentages


Strongly agree 15 28
Agree 16 32
Neutral 9 18
Disagree 5 10
Strongly disagree 6 12
Total 50 100

35 32%
30 28%

25

20 18%

15 12%
10%
10

0
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:

The table shows that 28% of respondents strongly agreed and 32% agree that they are

getting feedback from management and 20% are neutral and 10% are disagree that they

are not getting feedback from the management.

56
Q13. Overall are you satisfied with your job?

a) Yes

b) No

Particular Percentage
Yes 56
No 44
Total 100

60 56%

50 44%
40

30 Yes

20 No

10

0
Percentage

INTERPRETATION:

The figure shows that 56% of the respondents are satisfied with their job and only 44% of

the respondents agreed that they are not satisfied with their job.It can be concluded that

most of the respondents are satisfied with their job.

57
FINDINGS

58
FINDINGS
According to me some findings on the issues are as below:

 Out of the 100 employees, all most all the executives are quite satisfied with the

job they withhold, but in contrast, the other two categories show the variation. The

supervisors make the 35% contribution to the data i.e., about 21 in number & out of these

16 were quite satisfied which makes 76% approx. and the worker class which constitutes

about 50% of the total sample i.e., 30 in number & out of these 18-19 were quite satisfied

which makes 60-63% approx.

 Almost all the employees of TVS MOTORS are very much satisfied with the

medical facility that they get from TVS MOTORS. The reason for some dissatisfaction

that has been shown by some of the employees that includes the worker class (they are 3

in number).

 The housing facility which the employees of TVS MOTORS are getting are

according to them are the best which the organization can provide, well ventilated and

good houses are there with the better sanitation facilities and as the result of this the

percentage of the fully satisfied employees are to the larger side i.e., 98% approx.

 The interesting and quite mixed responses had come into light when the question

59
regarding the promotion policy was asked form the employees. About 23% of the

employees(i.e., about 14 in number) were agreed to the promotion policy adopted by

TVS MOTORS, about 65% of the employees(i.e.39 in number ) were disagreed(it

includes worker class to the maximum extent) and about 12% of the employees(i.e., 7

in number) were strongly disagreed to the fact that the promotion policy adopted by

TVS MOTORS is not appropriate up to the great extent(it includes some supervisors

and some worker class employees)

 According to me, TVS MOTORS working conditions are good and are fully met

with: Proper lightening, Noise, Ventilation and temperature, mental environment, Social

environment.

 Most of the employees have good relations among themselves.

 When asked from the employees that how they rate their job on the 5-point scale

the responses were towards the positive side, very few had rated their job under 3 point

except one, who belonged to the quality control department of TVS MOTORS, when

asked why he is rating his job to such a low point on scale the answer was quite shocking,

he said that the major reason for his low rating is that he has not work to do in the

department.

60
 The study found that 64% of employee motivation with regard to increments

given to employees

 About 56% of the employees agree that financial incentives motivate them than

non-financial incentives.

 68% employees are satisfied with salary drawings at present.

 68% employees are satisfied with regards to the lunch breaks, rest breaks and

leaves provided by the organization.

 Majority 72% of the employees agree good working conditions are provided in

the organization.

 Majority 72% of the respondents are satisfied with the opinion of the job

securities provided.

 Most of the respondents 60% agree that the retirement benefits available are

sufficient.

 Most of the respondents 64% of them agree that the medical benefits provided are

satisfactory.

 Majority 76% of the respondents are satisfied with the responsibility and role of

their work.

 Majority 76% of the respondent visibility with top management are considered

important.

 Most of the respondents 60% feel superior recognizes work in the organization.

61
 68% of the respondents feels the job gives a good status in the organization

 76% of the respondents are satisfied with regard to responsibility and role they

perform.

 Majority 88% of the respondent quality of relationship in informal workgroup.

 72% of respondents are satisfied with the support from the HR department.

 Majority of the respondents 72% shows fare amount of team spirit in the

organization.

62
SUGGESTIONS

63
SUGGESTIONS

 TVS MOTORS should make arrangement for the workers to skill them in all

fields & in all kinds of job regular training & education programs should be arranged for

the supervisor and executive so as to uplift them as multi-skilled & to end monotony. In

this way, the workers would also enjoy their work.

 It is suggested that organization should make arrangement for routine, energizing

scheduled and should also be made compulsory for all class of employees. This will also

help the employees to remain fresh & healthy at their work place.

 The management is requested to educate the employees about the policies of the

organization. Even there are some policies, which are to be amended as per suggestions

of employees.

 It is suggested that the procedure should be made more transparent to the

employees.

64
 Not only in papers but in practical employees should be strictly allowed to

participate in policymaking. It is suggested that there should be proper communication

establishment within the company right from top to lower level so that the employees can

convey their problems & give suggestion to the top management & they should also be

accepted accordingly this will indeed also motivate the employees.

 It is suggested to the TVS MOTORS organization to make perfect in some areas,

such as policies & procedures, working conditions & environment, incentive to the

workers, training and a better, effective union to workers.

 Employee- employer relations: The employer should make effort to talk to the

employees and share his/her view on various topics. Employer should encourage and

support the employee.

 Employee- employee relation: Only a few of the employees trust their co-workers,

therefore this area needs improvement. Group activities should be encouraged more so

that employees can work together and thus strengthen their relation. More informal

gatherings should be encouraged so that they can know each other.

65
 Few of the employees are not satisfied with the lunch breaks, rest breaks provided

it can be extended.

 Some of the employees are not satisfied with the relationship between the top

management they should be free to speak with their employees.

 Most of the employees agree that the performance appraisal activities are helpful

to get motivated, so the company should try to improve performance appraisal system,so

that they can improve their performance.

 Non-financial plans should also be implemented; it can improve the productivity

level of the employees.

 Organization should give importance to communication between employees and

Gain co-ordination through it.

 Better carrier development opportunities should be given to the employees for

their improvement

 If the centralized system of management is changed to a decentralized one, then

there would be active and committed participation of staff for the success of the

organization

66
CONCLUSION

67
CONCLUSION

 The TVS MOTORS has a well defined organization structure.

 There is a harmonious relationship is exist in the organization between employees and

management.

 The employees are really motivated by the management.

 The employees are satisfied with the present incentive plan of the company

 Most of the workers agreed that the company is eager in recognizing and

acknowledging their work.

 The study reveals that there is a good relationship exists among employees.

 Majority of the employees agreed that there job security to their present job.

 The company is providing good safety measures for ensuring the employees safety.

 From the study it is clear that most of employees agrees to the fact that performance

 Appraisal activities and support from the coworkers in helpful to get motivated.

 The study reveals that increase in the salary will motivates the employees more.

 The incentives and other benefits will influence the performance of the employees.

68
The motivational strategies used in TVS MOTORS are very good. The employees are

found to be motivated and they are happy with the pay structure, benefits, work hours,

freedom to work etc. The organization has to be appreciated for keeping the employee

highly motivated and thereby helping them to meet personal as well as organizational

goals.

The study concludes that, the motivational program procedure in TVS MOTORSis found

effective but not highly effective. The study on employee motivation highlighted so

many factors which will help to motivate the employees. The study was conducted

among 60 employees and collected information through structured questionnaire. The

study helped to findings which were related with employee motivational programs

which are provided in the organization.

The performance appraisal activities really play a major role in motivating the employees

of the organization. It is a major factor that makes an employee feels good in his work

and results in his satisfaction too. The organization can still concentrate on specific

areas which are evolved from this study in order to make the motivational programs

more effective. Only if the employees are properly motivated- they work well and only

if they work well the organization is going to benefit out it. Steps should be taken to

improve the motivational programs procedure in the future. The suggestions of this

report may help in this direction.

69
Creating a workplace with excellent morale and motivated employees is a long-term

project, and needs to be embedded within the fabric of an organization‟s daily

operations. Highly motivated and engaged personnel are a tremendous asset to any

organization. While money is an important foundational consideration, the main

factors that attract and maintain “talent” within an organization include:

 recognition

 having interesting work to do

 being heard by management

 having skilled managers

 having good communication flows

 Being provided with opportunities for advancement.

Developing well-motivated employees leads to more satisfied customers and higher sales;

this in turn leads to greater employee motivation and creates a virtuous circle. Highly

motivated employees are likely to be engaged employees, willing to go the extra mile

with customers, and to reward their employers with loyalty, high levels of

productivity, and greater innovation.

70
LIMITATIONS OF
THE STUDY

71
LIMITATIONS OF THE STUDY

 The system covers only executive cadre, so it is limitation in scope.

 Scope of the study is confined to the areas of Reliance Communication& that too

with limited sample size of 100.

 It was difficult for some executives to fill up the questionnaire themselves. Thus the

researcher has to clear all the doubt about the questionnaire that consumed most of

the time.

 Some executive might have not answered the questions currently because of the busy

schedule. They tend to hurry up the talk, which inhibits proper collection of data.

 The higher level executives were unavailable for response as they have a very busy

schedule.

72
BIBLIOGRAPHY

73
BIBLIOGRAPHY

1. http://www.managementhelp.org/email/form-to-add-content.htm

2. http://en.wikipedia.org/wiki/steam.

3. http://rd1.hitbox.com/rd? acct=WQ5907226K7DEMENo&p=S.

4.http://en.wikipedia.org/wiki/Employee motivation.

5. http://www.aafp.org/fpm/accessories.

6. http://www.quintcareers.com/

8. Ashwathappa.k.(2007), Tata McGraw-Hill, Human Resource and Personnel


Management.

REFERENCES

 Akhtar, M. S. (1994). Job satisfaction in primary teachers. Bulletin of Education


and Research, XVI(1-2), 87-99.

 Albrecht, K. (1988). At America's service. Homewood, IL: Dow Jones-Irwin.

 Albrecht, K. (1990). Service within: Solving the middle management crisis.


Homewood, IL: Dow Jones-Irwin.

 Albrecht, K., &Zemke, R. (1985). Service America. Homewood, IL: Dow Jones-
Irwin.

 Aliff, J. V. (1998, April 25). Are students "customers" of collegiate education?


Paper presented at the Annual Meeting of the Georgia. Academy of Science (75th,
Savannah, GA).

74
ANNEXURE

75
ANNEXURE

Questionnaires

Topic name: Employee motivation of TVS MOTORS employees

Focus group: Executives and Supervisors and worker.

Q1. Do you feel that employees in TVS MOTORS are satisfied in job assigned to

them?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

Q2. What actually you have understand by Employee motivation.

Ans:………………………………………………………………………………………

…………………………………………………………………

Q3. How well you like your job?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

76
Q4. Are you satisfied with the medical facility in TVS MOTORS?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

Q5.Are you satisfied with the housing facility at TVS MOTORS?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

Q6. Do you agree with the promotion facility in TVS MOTORS? If so, at what

extent?

Ans:………………………………………………………………………………………

…………………………………………………………………

Q7. Are you satisfied with the working condition particularly at your work place,

also with the prevalent working condition?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

77
Q8. To what extent you are motivated by your job? Give in 5-point scale?

1 2 3 4 5

Q9. How is your relationship with other people in organisation?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

Q10. The amount of participation that you fell with other management people in

decision-making is adequate?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

Q11. What are career opportunities given to you by your job?

Ans…………………………………………………………………………………………

…………………………………………………………………..

Q12. Are you satisfied with the education facilities provided by TVS MOTORS for

employee’s children?

a. Fully Satisfied ( ) b. Satisfied ( )

c. Partially Satisfied ( ) d. Dissatisfied ( )

78
Q13. What other measure you would like to give for employee motivation?

Ans…………………………………………………………………………………………

…………………………………………SS………………………...

79