1

CONTENTS

Chapter No. Title Page No.

1.1 Introduction 2

1.2 Company Profile 3

1.3 Objective 7

1.4 Need for the Study 7

Chapter 1

1.5 Scope of study 8

1.6 Limitations of study 8

1.7 Review of Literature 9

1.8 Research Methodology 19

Chapter 2 2 Data Analysis and Interpretation 23

3.1 Findings 38

3.2 Suggestions 40
Chapter 3
3.3 Conclusion 41

Appendices 42
46
References
 2

CHAPTER 1
INTRODUCTION
 3

“Motivation is getting people to do what you want them to do because

they want to do it.”

Motivation is what makes people do things. In the USA it is

commonly described as “making John Run”. Webster defines the term
“Motivate” as meaning to provide with a motive to impel or incite one to action.
It may be a need, idea, emotion or organic state that may prompt one to action or
work. Motivation influences productivity, supervisors need to understand what
motivates employees to reach peak performance. Motivation is the set of process
that moves a person towards a goal.

Human nature can be very simple, yet very complex too. An understanding and
appreciation of this is a prerequisite to effective employee motivation in the
workplace and therefore effective management and leadership.

Performance is considered to be a function of ability and motivation,

thus:

Job performance= f (ability) (motivation)

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand motivation can be
improved quickly. As a guideline, there are broadly seven strategies for
motivation

 Positive reinforcement or high expectations.

 Effective discipline and punishment.
 Treating people fairly.
 Satisfying employees needs.
 Setting work related goals.
 Restructuring jobs.
 4

These are the basic strategies, though the mix in the final ‘recipe’
will vary from workplace situation to situation. Essentially, this is a gap between
an individual’s actual state and some desired state and the manager tries to
reduce this gap.

COMPANY PROFILE
5
 6

OBJECTIVES
&
LIMITATIONS
 7

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

 To study the level of motivation of employees

at Redington (India) limited chennai

SECONDARY OBJECTIVE:

 To find out various factors affecting

motivation.

 To find out the relationship between

motivation technique and level of motivation

 To find out the environment that leads to

motivation of employees.

 To find out the peer subordinates relationship.

 8

 To suggest measures to motivate employees

of furnishing division at Redington (India) limited chennai

1.4 NEED FOR THE STUDY

 To find out how employees are being

motivated by the top management at Redington (India) ltd chennai. To
know the monetary and non monetary factors have been provided to the
employees.

 To know how the motivation factors influence

at the work performance.

 To know how the motivation technique

consistently works with organizational culture.
1.5 SCOPE OF THE STUDY

 Able to seek out and identify that the

organization provides the motivation technique or not.

 Able to asses which type of motivation

technique does the organization provides

 Able to asses whether the employees are

satisfied with the incentives provided by the organization

 Able to know that in which type of motivation

technique the employees are mostly satisfied
 9

1.6 LIMITATIONS OF THE STUDY

 The research was conducted in a limited

duration.

 The sample size was confined to only 100

respondents.

 The samples are executives, team members

and workers

 Workers do not able to express their true

views because of management fear.

 Through the study is on employee motivation,

it has excluded certain categories of employees

1.7 REVIEW OF LITERATURE

Meaning of Motivation
“Motivation” refers to goal directed behaviour. It means what a person
will choose to do when several alternatives are available to him. It also refers to
the strength of his behaviour after he has exercised the choice, and the
persistence with which he will engage in such behaviour.

According to Dubin,
“Motivation is the complex of forces starting and keeping a person at work
in an organization.”
 10

Clarence Francis said (Chairman of general foods)

“You can buy a man’s time, you can buy a man’s physical presence at a
given place; you can even buy a measured number of skilled muscular motions
per hour or day; but you cannot buy enthusiasm. You cannot buy initiative; you
cannot buy loyalty; you cannot buy devotion of hearts, minds and souls. You
have to earn these things.”

Thad, 2001 denotes,

The basic definition of a manager is a person who gets things done
through others. But for the success of modern business, this definition has to be
modified to, “A person who gets things done through others by maintaining
their satisfaction level.” This is indeed a very difficult task and here comes the
role of motivation.

Tolman observes,
Motivation as” a willingness to expend energy to achieve a goal or
reward. It is a force that activates dormant energies and sets in motion the action
of the people. It is the function that kindles a burning passion for action among
the human beings of an organization.”

NATURE OF MOTIVATION
Based on the definition, we can derive its nature relevant for
organizational behavior. Following characteristics of motivation clarify its
nature.

(i) Based on motives: Motivation is based on individual’s motives

which are internal to the individual. These motives are in the
form of feelings that the individual lacks something. In order to
 11

overcome this feeling of lackness, he tries to behave in a manner

which helps in overcoming this feeling.
(ii) Affected by motivating: Motivation is affected by way the
individual is motivated. The act of motivating channelises need
satisfaction. Besides, it can also activate the latent needs in the
individual, that is, the needs that are less strong and somewhat
dormant, and harness them in a manner that would be functional
for the organization
(iii) Goal-directed behavior: Motivation leads to goal-oriented
behavior. A goal-directed behavior is one which satisfies the
causes for which behavior takes place. Motivation has profound
influence on human behavior; in the organization context, it
harnesses human energy to organizational requirements.
(iv) Related to satisfaction: Motivation is related to satisfaction.
Satisfaction refers to the contentment experiences of an
individual which he derives of need fulfillment. Thus,
satisfaction is a consequence of rewards and punishments
associated with past experiences. It provides means to analyze
outcomes already experienced by the individual.
(v) Person motivated in totality: A person is motivated in totality
and not in part. Each individual in the organization is a self-
contained unit and his needs are interrelated. These affect hiss
behavior in different ways. Moreover, feeling of needs and their
satisfaction is a continuous process. As such, these create
continuity in behavior.

(vi) Complex process: Motivation is a complex process; complexity

emerges because of the nature of needs and the type of behavior
that is attempted to satisfy those needs. These generate
complexity in motivation process in the following ways
 12

a) Needs are internal feelings of individuals and sometimes,

even they, themselves, may not be quite aware about their
needs and the priority of these. Thus, understanding of human
needs and providing means for their satisfaction becomes
difficult.

b) Even if needs are identified, the problem is not over here as a

particular need may result into different behavior from
different individuals because of their differences. For
example, the need for promotion may be uniform for different
individuals but all individuals may not engage in similar type
of behavior; they may adopt different routes to satisfy their
promotion needs.
c) A particular behavior may emerge not only because of the
specific need but it may be because of a variety of needs. For
example, hard work in the organization may be due to the
need for earning more money to satisfy physiological needs,
or may be to enjoy the performance of work itself and money
becomes secondary or to get recognition as a hard working
person
(L.M.Prasad, ‘Organizational behavior, “Sultan Chand & Sons”, New
Delhi, 2000)
 13

DETERMINANTS OF MOTIVATION

Traditionally it is believed that employees are motivated by the

opportunity to make as such money as possible and will act rationally to
maximize their earnings. The assumption is that money, because what it can
buy, is the most important motivator of all people.
Three types of forces generally influence human behavior
(i) forces operating within the individual,
(ii) forces operating within the organization and
(iii) forces operating in the environment.

a. The Individual: Human needs are both numerous and complex. Some
of the needs cannot be described and identified because people hide their
real needs under the cover of socially accepted behavior. Further, each
person is different and a variety of items may prove to be motivating,
depending upon the needs of the individual, the situation the individual
is in and what rewards the individual expects for the work done. It is the
duty of the manager to match individual needs and expectations to the
type of rewards available in the job setting.
b. The Organization: The climate in the organization must be conducive
to human performance. Climate plays an important part in determining
worker’s motivation. The climate in an organization is determined by a
number of variables such as its leadership style, autonomy enjoyed by
members, growth prospects, emotional support from members, reward
structure.
c. The environment: A worker does not live in two separate worlds, one
side the factory and the other outside it. The troubles and pleasures of
off-the-job life cannot be put aside when reporting for work in the
morning, nor can factory matters be dropped when returning home after
work. Culture, norms, customs, images and attributes accorded by
society to particular jobs, professions and occupations and the worker’s
home life- all play a strong motivational role. The factors such as social
 14

status and social acceptance play an important role in shaping the

motivations of people.

THEORIES OF MOTIVATION

Motivation theories have continued to evolve and have their roots in

behavioral psychology. They provide a way to examine and understand human
behavior in a variety of situations. Ongoing changes in the workplace require
that managers give continuous attention to those factors that influence worker
behavior and align them with organizational goals. No one theory is appropriate
for all people and for all situations. Each individual has his or her own values
and differing abilities. In business settings, managers apply motivation theories
to influence employees, improve morale, and implement incentive and
compensation plans. Two theories of motivation include content and process
theories.

CONTENT THORIES

The content approach to motivation focuses on the assumption that

individuals are motivated by the desire to fulfill inner needs. Content theories
focus on the needs that motivate people.
NEEDS -------------------------BEHAVIOUR-------------------------GOALS

MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow, a practicing psychologist, developed the hierarchy

of needs theory. He suggested that there is a fairly definite order to human needs
and until the more basic needs are adequately fulfilled, a person will not strive to
meet higher order needs.

a. Physiological needs: These needs are required to preserve human life;

these needs include needs for air, water, food, clothing, shelter, rest, etc.
 15

until such needs are reasonably well satisfied, they remain strong,
driving forces.

b. Safety needs: These are the needs to feel free from economic threat and
physical harm. These include protection from arbitrary lay-off and
dismissal, disaster and avoidance of the unexpected. These needs,
obviously, require job security, freedom from coercion, or feelings of
arbitrary treatment and clearly defined regulations.
c. Social or love needs: These needs are concerned with love, affection,
belongingness, acceptance and friendship. He finds a satisfaction in
association with others.
d. Esteem needs: these are of two types: the desire for achievement and
competence (self-esteem) and the desire for status and recognition
(esteem of others). In organizational terms, people want to be good at
their jobs; they want to feel that they are achieving something important
when they perform their jobs.
e. Self- actualization needs: these are the needs for realizing one’s
potential, for becoming what one is capable of becoming. A musician
must make music, an artist must paint, a poet must write if he is to be
ultimately happy. Maslow stresses that individual differences are greatest
at this level. For some individuals, producing work of high quality may
be a means for self-actualization, while for others, developing useful
ideas serves the same need.

According to Maslow, people attempt to satisfy their physiological

needs first. As long as these are unsatisfied, however, they lack the motivational
power to move up to the next level of needs, but fulfillment of one level of
needs automatically results in a need to move up to the next higher level. This
process continues up the need hierarchy. According to Maslow, if you want to
 16

motivate someone, you need to understand where that person currently is on the
hierarchy and focus on satisfying those needs at or above the level.
(V S P Rao, Human Resource Management, New Delhi: Excel Books.2000)

MOTIVATION-HYGIENE THEORY
Frederick Herzberg, a professor of psychology at Case Western
Reserve University, studied the attitudes of workers toward their jobs. Herzberg
proposed that an individual will be moved to action based on the desire to avoid
deprivation.
However, this motivation does not provide positive satisfaction
because it does not provide a sense of growth. Herzberg's research found that
positive job attitudes were associated with a feeling of psychological growth. He
thought that people work for two reasons: for financial reasons to avoid physical
deprivation and for achievement because of the happiness and meaning it
provides. Herzberg also identified the concept of job enrichment, whereby the
responsibilities of a job are changed to provide greater growth and challenge.
His motivation-hygiene theory includes two types of factors: Motivation is
based on the positive satisfaction that psychological growth provides. The
presence of factors such as responsibility, achievement, recognition, and
possibility for growth or advancement will motivate and satisfy people. The
absence of these factors will not necessarily demotivate or cause dissatisfaction.
Hygiene is based on an individual's desire to avoid deprivation and
the resulting physical and emotional discomfort. Hygiene factors include
willingness to supervise; positive working conditions; interpersonal relations
with peers, subordinates, and superiors; status; job security; and salary. These
factors do not motivate, nor will their presence cause job satisfaction. Their
absence, however, will cause dissatisfaction. Although salary is considered a
 17

hygiene factor, it plays an indirect part in motivation as a measure of growth and

advancement or as a symbol of recognition of achievement.

ACQUIRED NEEDS THEORY

David McClelland developed the acquired needs theory because he

felt that different needs are acquired throughout an individual's lifetime. He
proposed three needs:
Need for achievement
The desire to accomplish something difficult, attain a high standard of
success, master complex tasks, and surpass others.

Need for affiliation

The desire to form close personal relationships, avoid conflict, and
establish warm friendships.
Need for power
The desire to influence or control others, be responsible for others, and
have authority over others.

McClelland found through his research that early life experiences

determine whether people acquire these needs. The need to achieve as an adult
is influenced by the reinforcement of behavior received as a child when a child
is encouraged to do things independently. If a child is reinforced for warm,
human relationships, then the need for affiliation as an adult develops. If a child
gains satisfaction from controlling others, then the need for power will be
evident as an adult.

EXPECTANCY THEORY
Victor Vroom developed the expectancy theory, which suggests that
individuals' expectations about their ability to accomplish something will affect
their success in accomplishing it. Therefore, this theory is based on cognition—
on thought processes that individuals use. The expectancy theory is based on an
 18

individual's effort and performance, as well as the desirability of outcomes

associated with high performance. The value of or preference for a particular
outcome is called valence. To determine valence, people will ask themselves
whether or not they can accomplish a goal, how important is the goal to them (in
the immediate as well as the long term), and what course of action will provide
the greatest reward. An individual's expectation of actually achieving the
outcome is crucial to success, and many factors influence this. The expectancy
theory can be applied through incentive systems that identify desired outcomes
and give all workers the same opportunities to achieve rewards, such as stock
ownership or other recognition for achievement.

THEORY X AND THEORY Y

Douglas McGregor, a social psychologist, was greatly influenced by
the work of Maslow. McGregor recognized that people have needs and that
those needs are satisfied at work. He described two sets of assumptions about
people that he labeled Theory X and Theory Y.
The assumptions of Theory X are that most people will avoid work
because they don't like it and must be threatened or persuaded to put forth
adequate effort. People have little ambition and don't want responsibility. They
want to be directed and are most interested in job security.

The assumptions of Theory Y are that work is very natural to people and
that most people are self-directed to achieve objectives to which they are
committed. People are ambitious and creative. They desire responsibility and
derive a sense of satisfaction from the work itself.

These assumptions were, at one time, applied to management styles,

with autocratic managers labeled as adhering to Theory X and democratic
managers to Theory Y. The important contribution of McGregor's theory was to
recognize these two perspectives and to recognize that people can achieve
personal objectives through helping organizations achieve their objectives. Their
work can be a motivator.
 19

ERG THEORY

In his work, Clayton Alderfer expanded on Maslow's hierarchical

theory. He proposed three need categories and suggested that movement
between the need levels is not necessarily straightforward. Failure to meet a
higher-order need could cause an individual to regress to a lower-order need.
These ERG theory categories are:
Existence needs : Needs for physical well-being
Relatedness needs: Needs for satisfactory relationships with others
Growth needs : The development of human potential and the desire for
personal growth and increased competence.

PROCESS THEORIES

The process approach emphasizes how and why people choose

certain behaviors in order to meet their personal goals. Process theories focus on
external influences or behaviors that people choose to meet their needs. External
influences are often readily accessible to supervisors.

EQUITY THEORY

The Equity theory focuses on individuals' perceptions of how fairly

they are treated in comparison to others. It was found that equity exists when
people consider their compensation equal to the compensation of others who
perform similar work. People judge equity by comparing inputs (such as
education, experience, effort, and ability) to outputs (such as pay, recognition,
benefits, and promotion).
When the ratio is out of balance, inequity occurs. And inequitable pay can create
an impossible situation when implementing salary and incentive systems.
According to Daft (1997), Individuals will work to reduce perceived inequity by
doing the following:
 20

Change inputs : Examples include increasing or reducing effort.

Change outcomes : Examples include requesting a salary increase or
improved working conditions.
Distort perceptions : This occurs when individuals cannot change their inputs
or outcomes; one example is artificially increasing the importance of awards.
Leave the job : Individuals might do this rather than experience what
they perceive to be continued inequity.
When administering compensation and incentive programs, managers
must be careful to assure that the rewards are equitable; if programs are not
perceived as equitable, then they will not contribute to employee motivation.
The application of motivation theories can help managers to create
work situations and employee recognition systems that help workers fulfill their
needs. As Maslow wrote, "man has a higher nature…and…this higher nature
includes the needs for meaningful work, for responsibility, for creativeness, for
being fair and just, for doing what is worthwhile and for preferring to do it
well".
Some aspects of all jobs may be routine or mundane, but other
aspects can be developed to promote job satisfaction and increased productivity.
The sharing of responsibility can provide opportunities for growth, renewal, and
achievement. This empowerment of workers can heighten employee motivation
and improve morale.

1.8 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research

problems. It may be understood as a science of studying how research is done
scientifically. Thus it is the various steps that are generally adopted by a
researcher in studying the research problem with the logic behind them. It has
many dimensions and methods which constitute a part of the research and
widens the scope of the research.
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SOURCE OF DATA:

Primary Data:

Primary data consist of original information collected for specific

purpose. The primary data for this study was collected through a direct survey
with the respondents through a structured questionnaire.

Secondary Data:

Secondary data consist of information that already exists somewhere,

which has been collected for specific purpose in this study. The secondary data
for this study was collected from various books, websites and organization
brochures.

RESEARCH INSTRUMENT

QUESTIONNAIRE

A questionnaire consists of a certain number of questions printed or

typed in a definite order. A questionnaire is framed on the basis of the
parameters and overall view of the objectives of the study.

OPEN ENDED QUESTIONS

These type of questions are used to set complaints, actual feelings and
suggestions to the company.

CLOSE ENDED QUESTIONS

In this type of questions it consists of, Multiple choice questions.

RESEARCH DESIGN
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According to Green & Toll “a research design is the specification of

methods and procedures for acquiring the information needs. It is the overall
operational pattern of frame work of the project that stipulates what information
is to be collected from which sources by what procedures”.

It is evident that, research design is more or less a blue print of research.

Thus, it lays down the method and procedures for the collection of required
information and its measurement and analysis with a view of assuring a certain
meaningful conclusion at the end of the proposed study.

Descriptive Research:

Descriptive studies are undertaken in many circumstances. When the

researcher is interested in knowing the characteristics of certain groups such as
age, occupation, experience etc, a descriptive study is necessary. Hence the
researcher has chosen descriptive research method for the study.

SAMPLING PLAN

Sampling Unit:

The units in the study were the employees in Electromags Automotive

Products private limited, Chennai.

Population:

The population of the employees in Electromags Automotive Products

Private Limited was 1000

Sample size:

The number of sampling units selected from the population for the study
was 100 employees.
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STATISTICAL TOOLS

The collected data was tabulated and analyzed using the following statistical
tools:

 Percentage analysis
 Chi square analysis

Percentage analysis:
Percentage refers to a special kind of ratio; percentage is used in
making comparisons between two or more series of data. Percentage method is
used to describe the relationship.
No. Of Respondents
Percentage of Respondent = * 100
Total No. Of Respondents
Percentage is used in processing the data. Bar-charts and pie- charts are
used to explain the tabulation clearly.

Chi – Square
The Chi – square test is an important test among the several test of
significance developed by statisticians. Chi – square symbolically written as χ 2

is a statistical measure used in the context of sampling analysis for comparing a

variance to theoretical variance. As a non parametric test, it “Can be used to
determine if categorical data shows depending or the two classifications are
independent. It can also be used to make comparisons between theoretical
populations and actual data when categories are used”.
Thus the Chi – Square test is applicable in large number of
problems.
Its equation is,
Chi-square = Σ (O-E)2
E
 24

Here, E =Expected Frequency; O = Observed Frequency

CHAPTER 2

DATA ANALYSIS
AND
INTERPRETATIONS
 25

2.1 DATA ANALYSIS AND INTERPRETATION

RESPONDENTS WORK EXPERIENCE

S.No. Particulars No of Respondents Percentage

1 0 to 5 years 10 10
2 5 to 10 years 28 28
3 10 to 15 years 15 15
4 Above 15 years 47 47
TOTAL 100 100

Work experience

50
45
40
35
Percentage

30
25
47
20
15 28
10
15
5 10
0
0 to 5 years 5 to 10 years 10 to 15 years Above 15 years

INFERENCE

From the above table and chart it has been identified that 10% of the
respondents have less than 5 years of work experience, 28% of the respondents
 26

have between 5 to 10 years, 15% of the respondents have between 10 to 15

years and 47% of the respondents have more than 15 years.

RESPONDENTS MOST FOLLOWED MOTIVATING FACTORS

S.No. Particulars No of Percentage

Respondent
s
1 Most 7 7
Important

2 Important 65 65

3 Not at all 13 13
important
4 Least 15 15
important
TOTAL 100 100

INFERENCE
 27

From the above table and chart it is clear that 7% of the respondents said
that motivating factors are most important, 65% of the respondents said
important, 13% of the respondents said not at all important, 15% of the
respondents said least important.

RESPONDENTS SATISFACTION IN MONETARY BENEFITS

S.No. Particulars No of Percentage

Respondents

1 Highly 52 52
Satisfied
2 Satisfied 38 38
3 Dissatisfied 5 5

4 Niether 5 5
satisfied
Nor
dissatisfied

5 Highly 0 0
dissatisfied

TOTAL 100 100

 28

INFERENCE

From the above table and pie diagram it is inferred that 52% of the
respondents were highly satisfied with monetary benefit, 38% of the respondents
were satisfied and 5% of the respondents were dissatisfied, 5% of the
respondents neither satisfied nor dissatisfied.

RESPONDENTS SATISFACTION OF PROMOTION

S.No. Particulars No of Percentage

Respondents

1 Highly 20 20
Satisfied
2 Satisfied 72 72
 29

3 Dissatisfied 6 6

4 Niether 2 2
satisfied
Nor
dissatisfied

5 Highly 0 0
dissatisfied

TOTAL 100 100

INFERENCE

From the above table and pie diagram it is clear that 20% of the
respondents were highly satisfied with promotion opportunities, 72% of the
respondents were satisfied and 6% of the respondents were dissatisfied, 2%
were neither satisfied nor dissatisfied.
 30

MOTIVATION OF TRAINING PROGRAMS

S.No. Particulars No of Percentage

Respondents

1 Highly 52 52
Satisfied
2 Satisfied 38 38
3 Dissatisfied 5 5

4 Neither 5 2
satisfied
Nor
dissatisfied

5 Highly 0 0
dissatisfied

TOTAL 100 100

 31

INFERENCE

From the above table and pie diagram, it is clear that 52% of the
respondents were highly satisfied with promotion opportunities, 38% of the
respondents were satisfied and 5% of the respondents were dissatisfied, 5%
were neither satisfied nor dissatisfied.

TRAINING INCREASES PRODUCTIVITY IN JOB

S.No. Particulars No of Respondents Percentage

1 Strongly Agree 17 17
2 Agree 54 54
3 Disagree 23 23
4 Strongly Disagree 6 6
TOTAL 100 100
 32

Training increases productivity in job

60

50

40
Percentage

30
54
20

10 23
17
6
0
Strongly Agree Agree Disagree Strongly Disagree

INFERENCE

From the above table and chart it is inferred that 17% of the respondents
strongly agreed training increases productivity in job, 54% of the respondents
agreed, 23% of the respondents disagreed and 6% of the respondents strongly
disagreed.

TABLE 2.1.8

GUIDANCE FROM SUPERVISIOR

S.No. Particulars No of Respondents Percentage

1 Excellent 61 61
2 Good 36 36
3 Satisfactory 3 3
4 Poor 0 0
TOTAL 100 100
 33

CHART 2.2.8

Guidance from supervisior

70

60

50
Percentage

40

30 61

20 36
10

0 3 0
Excellent Good Satisfactory Poor

INFERENCE

From the above table and chart it is inferred that 61% of the respondents
said their supervisor guiding is excellent, 36% of the respondents said good and
3% of the respondents said satisfactory.

TABLE 2.1.9

CRITICIZE OF MISTAKES

S.No. Particulars No of Respondents Percentage

1 Positive 3 3
2 Try to improve 68 68
3 Upset 20 20
4 Negative 9 9
TOTAL 100 100
 34

CHART 2.2.9

Criticize of mistakes

80
70
60
Percentage

50
40
68
30
20
10 20
9
0 3
Positive Try to improve Upset Negative

INFERENCE

From the above table and chart it is inferred that 3% of the respondents
felt positive criticize of mistakes, 68% of the respondents felt try to improve,
20% of the respondents felt upset and 9% of the respondents felt negative.

TABLE 2.1.10

RESPONDENTS SATISFACTION WITH PROVISION OF INCENTIVES

S.No. Particulars No of Respondents Percentage

1 Highly Satisfied 37 37
2 Satisfied 51 51
3 Dissatisfied 12 12
4 Highly dissatisfied 0 0
 35

TOTAL 100 100

CHART 2.2.10

Provision of incentives

60

50

40
Percentage

30
51
20 37

10
12
0 0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE

From the above table and chart it shows that 37% of the respondents were
highly satisfied with provision of incentives, 51% of the respondents were
satisfied and 12% of the respondents were dissatisfied.

CHI – SQUARE TEST

TEST OF INDEPENDENCE BETWEEN AGE AND

TREATING OF INDIVIDUAL MEMBERS

Null Hypothesis H0 : Age and treating of individual members are

Independent.
 36

Alternative Hypothesis H1 : Age and treating of individual members are not

Independent.

TABLE 2.3.1

OBSERVED FREQUENCY TABLE

Treating
Age group
of
51 years and Total
individual 20-30 31-40 41-50
members above

Yes 15 10 12 35 72

No 5 5 8 10 28

Total 20 15 20 45 100
 37

CALCULATION TABLE FOR Ψ2

Observed Expected O-E (O-E)2 (O-E)2
Frequency(O) Frequency(E) E
15 14.4 0.6 0.36 0.025
10 10.8 -0.8 0.64 0.0593
12 14.4 -2.4 5.76 0.4
35 32.4 2.6 6.76 0.2086
5 5.6 -0.6 0.36 0.0643
5 4.2 0.8 0.64 0.1524
8 5.6 2.4 5.76 1.0286
10 12.6 -2.6 6.76 0.5365

Total ψ = ∑
2 ( O − E) 2
E 2.4747

At 5% Level of significance,
Degree of Freedom = (c-1) (r-1)
= (4-1) (2-1)
= 3
Tabulated value at 3df = Ψ20.05 = 7.815
Calculated value = Ψ2 = 2.4747
= Ψ2 < Ψ20.05

RESULT:

Since the calculated value of Ψ2 = 2.4747 is lesser than the tabulated

value of Ψ20.05 =7.815 the null hypothesis (H0) is accepted and the alternative
hypothesis (H1) is rejected (i.e.) no association exist between age group and
treating of individual members are independent.
 38

TEST OF INDEPENDENCE BETWEEN EXPERIENCE AND

ORGANIZATION WORK CULTURE

Null Hypothesis H0 : Experience and organization work culture are

independent.

Alternative Hypothesis H1 : Experience and organization work culture are not

independent.

TABLE 2.3.2

OBSERVED FREQUENCY TABLE

ORGANIZATION EXPERIENCE
WORK Total
CULTURE 0 to 5 5 to 10 10 to 15 Above 15

Excellent 2 7 4 5 18

Improving 1 7 2 17 27

Motivating 5 10 8 15 38

Boring 2 4 1 10 17

Total 10 28 15 47 100
 39

CALCULATION TABLE FOR Ψ2

Observed Expected O-E (O-E)2 (O-E)2

Frequency(O) Frequency(E) E
2 1.8 0.2 0.04 0.022
7 5.04 1.96 3.8416 0.7622
4 2.7 1.3 1.69 0.6259
5 8.46 -3.46 11.9716 1.4151
1 2.7 -1.7 2.89 1.0703
7 7.56 -0.56 0.3136 0.0415
2 4.05 -2.05 4.2025 1.0377
17 12.69 4.31 18.5761 1.4638
5 3.8 1.2 1.44 0.379
10 10.64 -0.64 0.4096 0.0385
8 5.7 2.3 5.29 0.9281
15 17.86 -2.86 8.1796 0.458
2 1.7 0.3 0.09 0.0529
4 4.76 -0.76 0.5776 0.1213
1 2.55 -1.55 2.4025 0.9422
10 7.99 2.01 4.0401 0.5056

Total ψ = ∑ 2 ( O − E) 2 9.8641

At 5% Level of significance,
Degree of Freedom = (c-1) (r-1)
= (4-1) (4-1)
= 9
Tabulated value at 3df = Ψ20.05 = 16.919
Calculated value = Ψ2 = 9.8641
= Ψ2 < Ψ20.05
RESULT: Since the calculated value of Ψ2 = 9.8641 is lesser than the tabulated
value of Ψ20.05 = 16.919 the null hypothesis (H0) is accepted and the alternative hypothesis (H1) is
 40

rejected (i.e.) no association exist between experience and organization work culture
independent.

CHAPTER 3

FINDINGS, SUGGESTIONS
AND CONCLUSION
 41

3.1 FINDINGS

 It is found from the analysis that maximum (62%) of respondents are male.

 It is found that maximum (20%) of the respondents were 20-30 years old,
(15%) of the respondents’ were 31-40 years old, (20%) of the respondents’
were 41-50 years old, and (45%) of the respondents’ were 51 years and
above.

 It is found that maximum (10%) of respondents have 0-5 years of work

experience, (28%) of the respondents’ have 5-10 years, (15%) of the
respondents’ have 10-15 years and (47%) of the respondents’ have above 15
years.

 Majority (100%) of the respondents said that organization uses motivation

principles to improve their performance at work.

 Majority (60%) of the respondents felt that often they get positive feed back
from their superiors.

 Majority (53%) of the respondents said that job rotation technique is best for
motivation.

 Majority (52%) of the respondents were highly satisfied with monetary

benefits.
 42

 Majority (52%) of the respondents felt that superior gives freedom at work
always.

 Majority (100%) of the respondents have said that training opportunities is

provided by the company.

 Majority (52%) of the respondents strongly agreed that all training programs
are motivated them.

 Majority (54%) of the respondents agreed that training increases

productivity in job.

 Majority (76%) of the respondents said supervisors listen their opinions in a

some extent.

 Majority (51%) of the respondents felt that their participation level in day to
day work is excellent.

 Majority (38%) of the respondents felt that organization work culture is

motivating.

 Majority (61%) of the respondents said their supervisor guiding is excellent.

 Majority (48%) of the respondents involved often in decision making

process.

 Majority (53%) of the respondents said the relationship between coworkers

is highly satisfied.
 43

 Majority (26%) of the respondents said usually the work is divided and
assigned fairly among them.

 Majority (39%) of the respondents agreed their hard work is the creating
way for career development and promotion.

 Majority (74%) of the respondents were satisfied with level of health and
safety measures.
 Majority (51%) of the respondents were satisfied with provision of
incentives.

3.2. SUGGESTION

The following are the Suggestion brought out by the researcher from the study,

 The management can provide financial help to their employees for their
higher studies.

 Management can provide rewards to the employees if the performance upto

the expected level.

 Employees need to have an opportunity to discuss and suggest on changes

that affect them at work place.

 The overall performance of the organization can be improved if it redesigns

its Human Resource Policy according to the needs of employees.

 The employees may be given refreshment and training courses at regular

intervals for improving their efficiency and skill.
 44

 Performance must always be linked to the rewards so that employees know

there is a firm link between the two.

 Non financial incentives can be increased to the workers that will help
employees retain in the organization, as it is the motivating factor to the
employees.

 The company can implement the type of communication which is needed or

desired by the workers of the organization so that, there will be a healthy
relationship between employer and employee.

3.3. CONCLUSION

It is an opportunity to take up “A study on motivation level of employees

in Electromags automotive products pvt ltd, Chennai”. Also going through the
process of survey and it has created a concrete impression in the development of
my career.
Objectives of the study were framed to study the present motivational
levels of the employees in the organization. The data collected to by
administering the questionnaires were tabulated and analyzed.
Based on the objective and finding made certain conclusions have been
drawn in the present study. Motivation is the work that a manager performs to
inspire, encourage and impel people to accomplish desired goals. Properly
motivated employees can produce excellent outcomes. Motivation is the driving
force with in individuals that impels them to action.
The motivational level existed the employees in organization was found
to be satisfied. The Motivation system should be adequate covering the entire
 45

human force in the organization and it should cover all the activities of the
working force.

APPENDICES
 46

Questionnaire

Name (optional) :

Gender
a. Male b. Female

Age
a. 20 -30 b. 31-40
c. 41 -50 d. 51 & above
 47

Work experience (in yrs)

a. 0 to 5 years b. 5 to 10 years
c. 10 to 15 years d. Above 15 years

1. Do your organization uses motivation principles to improve your performance

at work?
a. Yes b. No

2. Which is the most followed motivating factor?

a. Money b. Promotion
c. Challenging job d. Work atmosphere
e. Highly Responsibility

4. State your level of satisfaction in each motivation technique?

Factors Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
Monetary
benefit
Promotion
Recognition

6. Does your superior give freedom at work?

a. Very often b. Often
c. Occasionally d. Not at all

7. Does the organization offer you training opportunities?

a. Yes b. No

8. How many training programs did you undergone during your service?
a. 1to 5 b. 5 to 10
c. 10 to 15 d. 15 to 20
e. Not at all
 48

9. Does all the training programs have motivated you?

a. Strongly agree b. Agree
c. Disagree d. Strongly disagree

10. Does training increase your productivity in job?

a. Strongly agree b. Agree
c. Disagree d. Strongly disagree

11. To what extent supervisor listen to your opinions?

a. Great extent b. Some extent
c. Does not listen

13. How do you feel about your organizations work culture?

a. Excellent b. Improving
c. Motivating d. Boring

14. How good is your immediate supervisor guiding?

a. Excellent b. Good
c. satisfactory d. Poor

15. How often are you involved in decision making process?

a. Very often b. Often
c. Occasionally d. Not at all

16. Incase of criticize of your mistake how do you feel over it?
a. Positive b. Try to improve
c. Upset d. Negative

17. Are the individual members treated differently?

 49

a. Yes b. No

18. You feel the relationship between yourself and your co-workers is good
a. Highly agree b. Agree
c. Disagree d. Highly disagree

19. Is the work divided and assigned fairly?

a. Very often b. Often
c. Occasionally d. Not at all

20. Your hard work always paves the way for your career
development/promotion
a. Highly agree b. Agree
c. Disagree d. Highly disagree

21. How far, you have been satisfied with the health and safety measures?
a. Highly satisfied b. Satisfied
c. Dissatisfied d. Highly dissatisfied

23. What is the level of respect among employees for the rules and regulation of
the company?
a. Highly satisfied b. Satisfied
c. Dissatisfied d. Highly dissatisfied
24. Any other Suggestions…………………………………
REFERENCES

Books:
 C.R.Kothari, “Research Methodology”, New Age International
Publishers, New Delhi 2006.
 Dr. C. B. Gupta, “Principles of Management”.
 50

 K.Aswathappa, “Human Resource and Personnel Management”.

 L.M.Prasad, “Organizational behavior”, “Sultan Chand & Sons”,

New Delhi, 2000)
 V S P Rao, “Human Resource Management”.

Websites:
 www.google.com
 www.yahoo.com

 www.motivationtheories .com

 www.themanger.org