HR - Motiv. Tech.

7/25/2019 HR - Motiv. Tech.

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INTRODUCTION

MOTIVATION:

Motivation is a general term used to describe the process of starting,

directing, and maintaining physical and psychological activities.

The word motivation comes from the Latin word movereto move.

All behavior is in some way motivated. The motivation refers to states

within an individual that drives his behavior towards some goals.

DEFINITION:

Something that moves the person to action and continues him in the

course of action already initiated.

OBJECTIVES OF MOTIVATION:

t is a bare fact that most of us use only a small portion of our mental and

physical abilities.

To e!ploit the unused potential in people, they are to be motivated.

Such e!ploitation results in greater efficiency, higher production and better

standard of living of the people.

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NATURE OF MOTIVATION"

t is a psychological concept. t is based on human needs which generate

within an individual.

Motivation is total, not piece#meal. A person cannot be motivated in parts,

an employee is an indivisible unit and his needs are interrelated.

Motivation is an continuous process. t is not a time#bound programme or

touch#and#go affair. $uman needs are infinite.

Motivation causes goal#directed behavior.

Motivation may be financial or non financial. %inancial incentives include

pay, allowances, bonus and per&uisites. 'on financial incentives consist of

recognition, praise, responsibility, participation in decision ma(ing,

challenging )ob etc.

Motivation is a comple! process.

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OBJECTIVES

This study is carried out

To find out whether the e!isting motivational techni&ues are satisfactory to

the employees.

To (now the opinion of the employees wor(ing condition, )ob security wage

structure, monetary rewards etc in Syrma technology.

To find out whether the motivation reflects on the relationship with superiors

and peers.

To (now the opinion of the employees relationship with superiors and co#

wor(ers.

To find out whether the motivation leads to greater performance.

To offer other suggestions to management to improve the motivational

factors among the employees.

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LIMITATIONS OF THE STUDY

The research has been studied for short period. *ertain respondents were

averse to give necessary information. Some of the respondent misleaded the

researcher by giving preconceived notion. All the respondents were so busy that

the researcher found it difficult to ac&uire the data+s.

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SCOPE OF STUDY

This study is to interpret the satisfaction of the employees in the e!isting

motivational techni&ues in SYRMA TECHNOLOGY PRIVATE LIMITED,

TAMBARAM SANITORIUM. t consists of relevant and useful analysis

regarding )ob satisfaction.

This is a true representation of the entire population in the organisation.

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CHAPTER ARRANGEMENTS

*hapter contains ntroduction, Statement of problem, -b)ectives,

Limitations of study, Scope of study.

*hapter contains /esearch Methodology and /eview of literature about

the motivational techni&ues.

*hapter 0 contains *ompany profile and -rganisational structure.

*hapter 1 contains 2ata analysis 3 interpretation and the findings.

*hapter 4 contains /ecommendations 3 Suggestions and the conclusion

RESEARCH METHODOLGY

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/esearch methodology is way to systematically solve the research problem.

t is a plan of action for a research pro)ect and e!plains in detail how data are

collected and analy5ed. /esearch Methodology may be understood as a science of

studying how research is done scientifically. t can cover a wide range of studies

from simple description and investigation to the construction of sophisticated

e!periment.

A clear ob)ective provides the basis of design of the pro)ect. Since the main

ob)ective of this study is to identify the customers preference, e!pectation and

perception. t was decided to use descriptive research design include, surveys and

fact#findings en&uires of different (inds, which found out to be the most suitable

design in order to carry out the pro)ect.

MEANING OF RESEARCH:

/esearch is an art of scientific investigation. The advanced learner+s

dictionaries of current 6nglish lay are down the meaning of research as, a careful

investigation 7or8 in&uiry especially through search for new facts in any branch of

(nowledge. /edmen and Mary define research as a systematic effort to gain

(nowledge.

RESEARCH DESIGN:

A /esearch design is plan that specifies the ob)ectives of the study, method

to be adopted in the collection of the data, tools in analysis of data and helpful to

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frame hypothesis. A research design is the arrangement of condition for collection

and analysis of data in a manner that aims to combine relevance to research

purpose with economy in procedure.

/esearch design is needed because it facilitates the smooth sailing of the

various pro)ect operations, thereby ma(ing the pro)ect as efficient as possible

yielding ma!imal information with minimal e!penditure of effort time and money.

Also it minimi5es bias and ma!imi5es the reliability of the data collected.

SAMPLE SCHEME

The number of sample si5e selected was 99 for this study which includes

both technical and non technical employees. Simple random sampling is used as

sampling techni&ues for this study.

PERIOD OF STUDY

The study was carried out for a period of 0 months.

METHOD OF DATA COLLECTION

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The data were collected from the employees ofSYRMA TECHNOLOGY

PRIVATE LIMITED.

PRIMARY DATA:

The data which are collected afresh for the first time and thus happen to be

original in character is called primary data.

The primary data was collected from the employees of Syrma Technology

through a direct structured &uestionnaire. /espondent has filled the &uestionnaire.

SECONDARY DATA:

The data which have already been collected and analy5ed by someone else is

called secondary data.

The secondary data was used mainly to support primary data. *ompany

profiles, websites, maga5ines, articles were used widely.

SAMPLING SIZE AND TECHNIQUE:

Type ! "#$%e&'e:

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The first step in developing any sample is clearly defining the set of

ob)ectives, technically called the universe, to be studied. $ere the universe is the

employees Syrma Technology :vt Ltd.

S$(e ! ')*p+e:

t refers to the number if items to be selected from the universe to constitute

a sample. $ere 99 employees of Syrma Technology :vt Ltd in *hennai were

selected as si5e of sample.

S)*p+e e'$-#"

;hen population elements are selected for inclusion in the sample based on

the case of access, it is called convenience sampling method for the convenience of

the researcher.

TOOLS OF ANALYSIS

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S)$'$/)+ +:

These are tools, which helps to analy5e the collected data. This analysis

contains various approaches li(e comparisons, detecting, accuracy, estimation etc.

in my survey applied some statistical tool for analy5ing raw data

T0e +' "'e !& )#)+y'$' )&e

1. Simple percentage

2. *hi#s&uare test

3. Anova#one way classification model

4. ;eighted average method

STATISTICAL FORMULA

PERCENTAGE ANALYSIS

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:ercentage refers to a special (ind of ratio. :ercentages are used in ma(ing

comparison between two or more series of data. :ercentages can also used to

compare the relative terms, the distribution of two or more series of data.

The easy and simplicity of calculating, the general understanding of its

purpose and the universal applicability of the percent static have made it most

widely and standardi5ed tool in researchers.

:ercentage analysis formula"

N"*5e& ! Re'p#e#'

Pe&/e#)-e 6 777777777777777777777777777777777777 8 199

T)+ #"*5e& ! pp"+)$#

EIGHTED AVERAGE METHOD

The term weights stands for the relative importance of different items.

The formula for computing weight average is

e$-0e )%e&)-e *e0 6 S"5 ;e$-0

S)*p+e '$(e

ANNOVA7ONE AY CLASSIFICATION

The analysis of variance is a method which separates the variation ascribable

to one set of causes from the variation ascribable to other set. The total variation is

split up into the following two components"

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;here

- # The observed fre&uency

6 # The e!pected fre&uency

6!pected fre&uency formula

6 #( ) ( )Row total Column total

Grandtotal

2egree of freedom" 7r > 8 7c > 8

;here

& # 'umber of rows

/ # 'umber of columns

R"+e'

f the chi s&uare value is less than table value then accept the null hypothesis.

f the chi s&uare value is greater than table value then re)ect the null hypothesis.

REVIE OF LITERATURE

MOTIVATION:

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Motivation is a general term used to describe the process of starting,

directing, and maintaining physical and psychological activities.

The word motivation comes from the Latin word movereto move.

All behavior is in some way motivated. The motivation refers to

states within an individual that drives his behavior towards some goals.

The important tas( before every manager is to secure optimum

performance from each of his subordinates. Motivation is a process of including

and instigating the subordinates to put in their best. Motivation is influenced

significantly by the needs of a person and the e!tents to which these have been

fulfilled. To motivate the subordinates, the manager must, therefore, understand

their needs.

DEFINITION OF MOTIVATION:

Motivation may be defined as something that moves the person to Action

and continues him in the course of action already initiated.

.G. SCOTT has defined motivation as a process of stimulating people to

action to accomplish desired goals.

EDIN B.FLIPPO defined motivation as the process of attempting to

influence others to do your will through the possibility of gain or reward.

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MOTIVATIONAL MODEL

NEED FOR MOTIVATION

t leads to )ob satisfaction of the wor(ers which will reduce absenteeism and

increases turnover.

t will create better industrial relations in the enterprises.

t also the foster team spirit among the wor(ers and their loyalty to the wor(

group.

6ffective motivation succeeds not only in having an accepted but also in

gaining a determination to see that it is e!ecuted efficiently and effectively.

t will get people on your side and they+ll want to help you. :iss them off

and they+ll do everything they can to screw you over.

'eed 2eficiency Search and choice

ofstrategy

?oal 2irected

=ehaviour

/evaluation of

needs

/ewards or

:unishment

6valuation of

:erformance

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TYPES OF NEEDS"

There are three types of needs.

:rimary Motives

?eneral Motives

Secondary Motives

1.P&$*)&y M$%e':

The use of the term primary does not imply that this group of motives

always ta(es precedence the general and secondary motives. Although the

precedence of primary motives is implied in some motivation theories there are

many situations in which the general and secondary predominate over primary

motives.

6!amples are fasting for a religious social or political cause. n both cases

learned secondary motives are stronger than unlearned primary motives.

2.Ge#e&)+ M$%e'"

A separate classification for general motives is not always given. @et such a

category seems necessary because there are a number of motives which lie in the

gray area between the primary and secondary classifications. To be included in the

general category, a motive must be unlearned but not physiologically based.

3.Se/#)&y *$%e'"

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Secondary motives are most important. The motives of hunger and thirst are

not dominant Amount people living > in the economically developed world. Some

e!amples of secondary motives are power, achievement and status. 6very person in

a responsible position in business, education and act may e!hibit a need for power

CHARACTERISTICS OF MOTIVATION

Motivation deals with wor(ers on the psychological plane. 6ffective

performance on the part of wor(ers can be said to be the result of their

abilities bac(ed by proper motivation.

A motivational device which promises fulfillment of some needs of wor(ers

and not others will fall shorts to its ob)ectives of loo(ing total commitment

of wor(ers.

A wor(er will perform the desired activity only so long as he sees his action

as a means of continued fulfillment of his strongly felt needs.

Motivation may be provided in several ways depending upon the needs,emotions and sentiments of wor(ers.

Motivation cannot be a time#bound process. 'ot it can be a touch#and#go

affair.

To (eep the wor(ers continuously engaged in the planned activities, they

must be (ept in a state of continued animated tension by means of unfoldingbefore them ever new avenues for the satisfaction of their limitless needs.

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IMPORTANCE OF MOTIVATION

The increased attention towards motivational is )ustified by several reasons

Motivated employees are always loo(ing for better ways to do a )ob.

A motivated employee generally is more &uality oriented.

$ighly motivated wor(ers are more productive than apathetic wor(ers.

%inally, many organi5ation are now beginning to pay increasing attention todevelop their employees as future resources upon which they can draw as they

grow and develop.

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MOTIVATING FACTORS

Some managers try to motivated employees through the use of rewards,

punishments and formal authority. =ut, motivation is much more

complicated than that.

t involves the ideas of family, teamwor(, growth, learning, other benefits

and the li(e the employees do not en)oy a routine, monotonous role of being

log in the wheel. They prefer ta(ing ris(, ma(ing decision and delivering the

goods.

nnovation and creativity have come to be crucial needs for e!ecutives

today. They li(e to be listened for the suggestions and new ideas.

6mployees loo( forward for the development of new s(ills rather than

security of )obs in an organi5ation. Training and development programmes

also provided to brea( from the daily routine and wor( pressure.

Today+s employees, therefore, want to add to themselves as they ma(e

valuable contributions to their organi5ation.

Cust as employees have a need for challenges wor( involving ris( they also

need to be forgiven for and mista(e made in the process. 6mployee+s fee

motivated any perform better when mista(es are forgiven of ignored.

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FINANCIAL INCENTIVES

%inancial incentive is concerned directly of indirectly with money. %actors

such as ;ages, Salary, =onuses, :rofit#sharing, Leave with pay, Medical facility,

nsurance, $ousing facility, /etirement benefit and the li(e are individual under

this type of motivation. Money is a means through which one can satisfy higher

order needs.

NON FINANCIAL INCENTIVES:

'on#financial motivation is not connected with monetary rewards. They are

psychic rewards of the rewards of enhanced position that can be secured in the

wor( organi5ation. Some of the most commonly used non#financial motivation is,

Appraisal, praise, and prestige

Status and pride

*ompetition

2elegation of authority9

:articipation

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Cob security

Cob enlargement

Cob rotation

Cob loading

Cob enrichment

Duality of wor( life

TYPES OF MOTIVATION:

P'$$%e *$%)$#

- nvolves proper recognition of employee+s efforts and appreciation

of employee contribution towards the goal achievement.

- mprove the standard of performance, lead to good team spirit, and

a sense of cooperation.

Ne-)$%e *$%)$#

- =ased on force, fear and threats.

- The fear of punishment

- Threatened with demotion, dismissed, lay#off, pay cut etc.

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E?&$#'$/ *$%)$#

7 include higher pay, retirement benefits, rest periods, holidays, profit

sharing schemes, health and medical insurance, vacation etc.

I#&$#'$/ *$%)$#

- :raise, recognition, responsibility, esteem, power, status,

participation etc.

MOTIVATION AND MORALE:

Motivation and morale in industry are often used interchangeably though

they are referred as two different (inds of phenomena. Motivation refers to the

propensity toward a particular behavioral pattern to satisfy a need or deficiency.

Morale describes an employee+s attitudes, feelings and )udgment about his wor(,

peers, supervisors, subordinates and his organi5ation. A highly motivated employee

may not have high morale, through motivation to some degree provides potential

for morale.

THEORIES OF MOTIVATION"

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The importance of motivation to human life and wor( can be )udged by the

number of theories that have been propounded to e!plain people+s behavior. They

e!plain human motivation through human needs and human nature. :rominent

among these Theories and particularly relevant to us are Maslows 'eed $ierarchy

Theory, Mc?regor+s Theory E!+ and Ey+ and $ert5berg, Motivation $ygiene

Theory.

;e shall discuss three important theories in detail as follows

8 Maslows 'eed $ierarchy Theory

8 Mc?regor Theory E!+ and Ey+ and

08 $ert5berg Two %actor Theory

MASLO NEED HIERARCHY THEORY:

Maslow theory is significant because it encompasses all human needs and

classifies them into five neat all#inclusive categories. There are give need#clusters.

a8 P0y'$+-$/)+ Nee'"

:hysiological needs are basic to life vi5.., thirst, and companionship among

others. They are relatively independent of each other and in some areas can be

identified with a specific location in the body. These needs are cyclic. n other

words they are satisfied for a short period" then they reappear.

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6very human being wants to fulfill their basic needs that are survival needs li(e

food, water and shelter and se!. once these basic needs are satisfied to the degree

needed for the sufficient and comfortable operation of the body, then the other

levels of needs become important and start acting as motivators.

5> S)!ey )# Se/"&$y #ee':

Safety needs also called security needs, find e!pression in such series as

economies security and protection from physical dangers and a desire for an

orderly and predictable world. Li(e physiological needs, these become in active

once they are satisfied.

These the physiological needs are gratified, the safety and security needs

become predominant. These are the needs for self#preservation as against

physiological needs which are for survival these needs include those of security,

stability, freedom from an!iety and a structured and ordered environment.

/> L%e )# S/$)+ #ee':

These needs include the desire for love companionship and friendship these

needs reflect persons desire to be accepted by others.

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Social needs refer to belongingness. All individuals want to associate with

others to gain acceptance and to give and receive friendship from them. :eople do

not wor( for money alone but also for companionship. *ohesive informal groups

indicate that employees have found an outlet for their social needs.

> E'ee* #ee':

6steem needs refer to a desire for firmly#based high evaluation from others for

self respect and self esteem. They include those needs which indicate self

confidence, achievement, competence, (nowledge and independence.

The need for esteem is to attain recognition from others which would induce a

feeling of self#worth and self#confidence in the individual. t is an urge for

achievement, prestige, status and power, self#respect is the internal recognition.

The respect from others is the e!ternal recognition.

e> Se+! @A/")+$()$# #ee':

Self Actuali5ation needs refer to self#fulfillment. The term Self#Actuali5ation

was coined by a Furt ?oldstein and means to become actuali5ed in what one is

potentially good at.

The last need is the need to develop fully and to reali5e ones capacities and

potentialities to the fullest e!tent possible, whatever these capacities and

potentialities may be. This is the highest level of need in maslow+s hierarchy and is

activated as a motivator when all other assignments that allow for creativity and

opportunities for personal growth and Advancement.

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THEORY AND THEORY Y:

2ouglas Mc?regor proposed two distinct views of human beings. -ne

basically 'egative, labeled theory ! and other basically positive, labeled theory y.

Bnder theory !, the four negative assumptions held by managers are"

. 6mployees inherently disli(e wor( and whenever possible will attempt to

avoid it.

. Since employees disli(e wor(, they must be coerced, controlled, or

threatened with punishments to achieve goals.

0. 6mployees will avoid responsibilities and see( formal direction

whenever possible.

1. Most wor(ers place security about all other factors associated with wor(

and will display little ambition.

n contrast to these negative views about the nature of human beings,

Mc?regor Listed the four positive assumptions that he called theory @."

. 6mployees can view wor( as being as natural as rest or play.

. :eople will e!ercise self#direction and self#control if they are committed

to the ob)ectives.

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0. The average person can learn to accept even see( responsibility.

1. The ability to ma(e innovative decisions is widely dispersed throughout

the :opulation and is not the sole province of those in management

positions.

HERZBERG TO FACTOR THEORY:

According to $ert5berg, man has two different" categories of needs, which are

essentially independent of each other and affect behavior in different ways. ;hen

people feel happy about their )ob, there an e!tra#in )ob, and also it increase the )ob

satisfaction.

%redric( $ert5berg two factor theories concludes that certain factors in the

wor( place result in )ob satisfaction, while others do not, but if absent lead to

dissatisfaction.

$e distinguished between"

Hygiene Factors:

;ages

Salary

*ompany policies

nterpersonal /elation with :eers

Cob Security

Supervisors Technical

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$ygiene factors present dissatisfaction in the organi5ation. According to him,

hygiene factors are very necessary to maintain the human resources of an

organi5ation.

Motivational Factors:

Cob itself

/ecognition

Achievement

/esponsibility

?rowth and Advancement

These factors are interrelated and are positively related to motivation.

According To $ert5berg )ob promotions, higher responsibilities, participation

in central decision ma(ing are all signals of growth and advancement of

employee in the organi5ation.

COMPANY PROFILE

Syrma provides global -6M+s uni&ue partnership opportunities to reduce

product development costs and deliver globally competitive electronic

manufacturing services through leveraging Syrma+s contract engineering and

manufacturing services teams. Syrma, along with the resources of the Tandon

?roup companies have a 09 year legacy of creating innovative manufacturing and

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fulfillment solutions for global end mar(ets, with uni&ue business models to enable

-6M+s to grow their presence in the rapidly e!panding ndia mar(et.

Syrma is the manufacturing arm of the Tandon ?roup. ;e speciali5e in

collaborative design 7*2M8 and manufacturing of medGhigh mi! and fle!ible

volume electronic products. n addition we offer precision component technology

and manufacturing for /%2 tags and magnetic products. ;e provide these

services to -6Ms in the following mar(et segments"

ndustrial

Medical

2efense

Telecommunitions

C*p)#y H$'&y ! Sy&*) )# 0e T)## G&"p

Syrma has a long heritage of continuous technology and manufacturing

innovation. This has helped Syrma and the Tandon ?roup companies e!pand their

presence worldwide and lead to servicing mar&uee customers such as *ompa&,

2ell, =M, Apple and ;estern 2igital. Some of the products manufactured over

the years have included" 2is( 2rives, Memory Modules, :ower Supplies G

Adapters, 2* Motors, %iber -ptic Assemblies 3 a variety of electronic

components.

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Today Syrma and the Tandon ?roup have developed an infrastructure that

uni&uely positions it to assist global customers to e!plore the growth opportunity

presented by ndia+s vast domestic mar(et.

Manufacturing services include"

Advanced process and manufacturing technology

:roduct LaunchG':

2%! Services G *ollaborative design and product development services

:*=A and systems integration

:recision electromechanical assembly e!pertise

T)## G&"p C*p)#$e'

Lin(ing a design and manufacturing service solution to the speciali5ed

fulfillment capabilities of the several Tandon ?roup companies can enable a highly

competitive and differentiable solution for YOUR *ompany+s products.

De!e#'e M)&e M)#"!)/"&$#- )# F"+!$++*e# S+"$#'

Me*&y E+e/$/'

M6:L is a Licensed Manufacturer of 2efense 6&uipments, approved by

Ministry of 2efense, ?ovt.of ndia. This group company has manufacturing units

in 'asi( and Mumbai, Memory 6lectronics :vt. Ltd. 7M6:L8 offers total state of

the art solutions to customers in the field of 2efense 6lectronics.

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$&e+e'' C**"#$/)$#' M)#"!)/"&$#- )# F"+!$++*e# S+"$#'

3G $&e+e'' C**"#$/)$#'

0? ;ireless is a wholly subsidiary of Memory 6lectronics focused on

providing turn(ey communication solutions. The 0? team serves as a consultancy

capable of providing a one stop shop for all wireless communication re&uirements.

ts services encompass the entire process from defining the re&uirements to product

selection, installation, value added services and repair G maintenance.

Syrma Technology+s 6ngineering services enable customers to leverage their

internal innovation capabilities # offering a win#win proposition # -6M+s

intellectual property is protected while leveraging our design capabilities to lower

their costs and improve the time to mar(et for new products.

. Accelerate mar(et entry

. /educe product costs

0. /educed product development costs

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M)#"!)/"&$#- Se&%$/e'

Syrma is a leader in providing manufacturing and integrated supply chain

services with focus towards the ndia mar(et. Syrma+s services include

engineering, manufacturing and ntegration G sales support in several ndia mar(et

verticals.

Syrma is helping -6Ms become more competitive in the emerging ndia

mar(et ;e are ndia mar(et specialists and can accelerate -6M+s introduction of

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new products to the ndia mar(et.

A :owerful 6dge for :roductivity Syrma increases your responsiveness and

efficiency so you can deliver greater value to your customers.

As your partner we"

Manage your manufacturing operations

Streamline the entire product life cycle

mprove your productivity

?ive you a competitive edge

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RFID P)''$%e )-' *)#"!)/"&e&: RFID C)&', L)5e+', &$' 5)#, ey F5',

ISO, C+)*'0e++, L)"#&y, G+)'' /)&' p&%$e&.

/%2 or H/adio %re&uency dentificationH technology relies on radio signals

for transmission of information. t+s most basic application is the identification ofpeople, animals, goods, and miscellaneous ob)ects. 2ue to its numerous advantages

over other identification systems, /%2 systems are replacing bar codes, optical

character recognition, biometry, contact cards etc.

Syrma in tune with the growing /%2 Mar(et is building a 2esign and

2evelopment *enter to cater to the needs of its elite *ustomers.

S*e ! 0e RFID T)-' $#/+"e:

;rist =ands

Fey %obs

*lamshell *ards

S- *ards

Molded Tags

6po!y :otted Tags

'ail Tags Laundry Tags

*lear 2iscs

TranspondersG nlays

?lass TagsG Tube Tags

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Apart from the above we design and manufacture tags for specific applications.

$igh temperature

$arsh environment

;aste management :igeon racing

Sports timing

%or metal environment 7on metal tag8

Tamper proof

:allet trac(ing

Labels

Cewelry management

ORGANISATION STRUCTURE

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ORGANISATION STRUCTURE ANTENNA

37

PRESIDENT

GM HR

ADMIN

HEAD

FINANCE

GM

OPERATIONS

GM SALES

MARETING

GM ENGG

TOOLING

CALIBER7

ATION

HEAD

FACILITIES

MR

HEAD

HR

HEAD

MIS

HEAD

QAHEAD

PROCESS

HEAD

MATRL,

EIM, PPC

HEAD PRODN,

MAGNETICS,

RFID

HEAD PRODN

VOICE COILS


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DATA ANALYSIS AND INTERPRETATION

38

PRESIDENT

VP BUSINESS

DEVELOPMENT

S&. GENERAL

MANAGER

VENDOR

DEVELOPMENT

PROGRAM

MANAGER

MANAGER

QA

MANAGER

PRODUCTION

MANAGER

ENGINEERING

HEAD

MATERIALS


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TABLE 1:

SATISFACTION REGARDING MOTIVATION GIVEN BY SUPERIORS

Source" computed

%rom the above table it is found that IJK of the respondents are satisfied regarding

motivation given by the superiors and JK are not satisfied with the motivation

given by superiors.

CHART 1:

SATISFACTION REGARDING MOTIVATION GIVEN BY SUPERIORS

FACTORS NO OF

RESPONDENTS

PERCENTAGE

Agree IJ IJ

2isagree J J

don+t (now I I

Total 99 99

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TABLE 2:

SATISFACTION REGARDING THE EISTING MOTIVATIONAL

TECHNIQUE

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FACTORS NO OF

RESPONDENTS

PERCENTAGE

$ighly satisfied 9 9

Satisfied 1I 1I

Satisfied to some e!tent 01 01

2issatisfied 1 1

$ighly dissatisfied 1 1

Total 99 99

Source" computed

%rom the above table it is clear that 9K of respondents are highly satisfied, 1IK

are satisfied, 01K are satisfied to some e!tent, 1K are dissatisfied, 1K are highly

dissatisfied regarding the e!isting motivational techni&ues.

CHART 2:


TECHNIQUE

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TABLE 3:

PERCENTAGE OPINION OF RESPONDENTS IN IMPROVING

EISTING MOTIVATIONAL TECHNIQUES

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FACTORS NO OF

RESPONDENTS

PERCENTAGE

9#4 K J J

J#09 K 09 09

0#J9K 09 09

J#I9K

I#99K

Total 99 99

Source" computed

%rom the above table it is clear that JK of the respondents need 9#4K level,

09K of the respondents need J#09K level, 09K of the respondents need 0#J9K

level, K of the respondents need J#I9K level and K of the respondents need

I#99K level of improvement in e!isting motivation techni&ues.

CHART 3:

PERCENTAGE OPINION OF RESPONDENTS IN IMPROVING

EISTING MOTIVATIONAL TECHNIQUES

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TABLE 4:

RESPONDENTS SATISFACTION REGARDING REARDS

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RESPONSES NO OF

RESPONDENTS

PERCENTAGE

@es J9 J9

'o 19 19

Total 99 99

Source" computed

%rom the above table it is clear that J9K of the respondents are satisfied and 19K

of the respondents are not satisfied regarding rewards.

CHART 4:

RESPONDENTS SATISFACTION REGARDING REARDS

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TABLE :

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OPINION OF RESPONDENTS IN OBTAINING ENCOURAGEMENT

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

@es I9 I9

'o 9 9

Total 99 99

Source" computed

%rom the above table it is clear that I9K of the respondents are satisfied and

9K of the respondents are not satisfied in obtaining encouragement.

CHART :

OPINION OF RESPONDENTS IN OBTAINING ENCOURAGEMENT

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TABLE :

OPINION ABOUT REARD AND PRODUCTIVITY

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RESPONSES

NO OF

RESPONDENTS

PERCENTAGE

Agree I9 I9

2isagree I I

don+t (now

Total 99 99

Source" computed

%rom the above table it is clear that I9K of the respondents have agreed, IK of

respondents have disagreed and K of the respondents are said i don+t (now that

rewards leads to high productivity.

CHART :

OPINION ABOUT REARD AND PRODUCTIVITY

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TABLE :

OPINION OF EMPLOYEES TOARDS JOB

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SATISFACTION

FACTORS NO OF

RESPONDENTS

PERCENTAGE

nteresting wor( 0I 0I

*areer development 19 19

/ecognition J J

-thers J J

Total 99 99

Source" computed

%rom the above table it is observed that 0IK of the respondents are opinion

that interesting wor( gives )ob satisfaction, 19K of respondents consider career

development as the most important factors which gives )ob satisfaction, JK of

respondents said that recognition gives )ob satisfaction and the rest of the JK ofrespondents are view that some other factors also )ob satisfaction.

CHART :

OPINION OF EMPLOYEES TOARDS JOB SATISFACTION

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TABLE :

EMPLOYEES EPECTATION REGARDING JOB

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EPECTATION NO OF

RESPONDENTS

PERCENTAGE

Ma!imise the earning J J

2esire for more leisure 9 9

?reater security I I

More interesting wor( 9 9

*areer development 1J 1J

Total 99 99

Source" computed

%rom the above table it is clear that JK of respondents e!pect ma!imi5ing

their earning, 9K of respondents e!pect desire for more leisure in their )ob, IK of

respondents e!pect greater security in their )ob, 9K of respondents e!pect more

interesting wor( in their )ob and 1JK of respondents e!pect career development in

their )ob.

CHART :

EMPLOYEES EPECTATION REGARDING JOB

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TABLE :

INFLUENCE OF MOTIVATION ON BEHAVIOUR AT OR AND

RELATIONSHIP ITH SUPERIORS AND PEERS

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RESPONSES YES NO TOTAL

YES I J 1

NO J 9 J

TOTAL I1 J 99

To test whether the employees accepts that the motivation influence

behaviour at wor( and reflects on the relationship with superiors and peers, we use

chi s&uare test.

HYPOTHESIS

$o " The motivation influence behaviour at wor( and reflects on the

relationship with superiors and peers

$ " The motivation does not influence behaviour at wor( and reflects

on the relationship with superiors and peers

CHI SQUARE TABLE

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*alculated N 7-#68G 6 N .J

2egrees of freedom N n > N 1 > N 0

The tabulated value for for 0 degree of freedom at 4K level N .I4

Since calculated is lesser than the tabulated , we accept the null hypothesis.

'%6/6'*6" The motivation influence behaviour at wor( and reflects on the

relationship with superiors and peers

TABLE 19:

O E O7E =O7E>2 =O7E>2E

I I.J #9.J 9. 9.9

J 4.91 9.J 9. 9.9J

J 4.91 9.J 9. 9.I0

9 9.J #9.J 9. 9.J9

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FACTORS LEVELLING TO GREATER PERFORMANCE

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

Ability 9 9

Training 9 9

Motivation 0 0

?ood supervision 9 9

All I I

Total 99 99

Source" computed

%rom the above table it is observed that 9K of respondents feel that ability

alone gives greater performance, 9K of respondents feel that training only leads

to greater performance, 0K of the respondents feel that motivation leads to

greater performance, 9K of the respondents feel that good supervision leads to

greater performance and IK of the respondents feel that the ability, training,

motivation, good supervision leads to greater performance.

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CHART 19:

FACTORS LEVELLING TO GREATER PERFORMANCE

TABLE 11:

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RESPONDENTS OPINION ABOUT CHARACTERISTICS OF

MOTIVATION ENVIRONMENT

EIGHTAGE 4 3 2 1 EIGHTAGE

TOTAL

AVERAGE RAN

RAN 1 2 3 4

Bnderstanding

effort 3

performance

level

1 1 J 09 J 099 0.99 0

:articipation of

employees in

decision ma(ing

9 1 9 1 I1 .I1 1

:roviding greater

opportunity for

growth

J 0 1 9 I 04I 0.4I

/ecognition I I I 1 09J 0.9J

/ewards and

appreciation

1 1 I 4J .4J 4

F&*"+) 6 $8$KK..#8#N

$ 6 N. ! p$#$# p++e $# p)&$/"+)& p)&)*ee&

$ 6 e$-0 -$%e# !& p)&$/"+)& &)#

N 6 T)+ #. ! &e'p#e#'

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TABLE 12:

SATISFACTION ITH THE BASIC NEEDS GIVEN BY THE COMPANY

FACTORS NO OF

RESPONDENTS

PERCENTAGE

$ighly satisfied

Satisfied 4J 4J

Satisfied to some e!tent 9 9

2issatisfied

'o opinion 9 9

Total 99 99

Source" computed

%rom the above table it is observed that K of respondents are highly

satisfied with the basic needs providing by the company, 4JK of respondents aresatisfied, 9K of respondents are satisfied to some e!tent and K of respondents

are dissatisfied.

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CHART 12:

SATISFACTION ITH THE BASIC NEEDS GIVEN BY THE COMPANY

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TABLE 13:

RESPONDENTS OPINION THAT MEDICAL FACILITY AND

INSURANCE MOTIVATES TO THEM

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

@es J9 J9

'o 19 19

Total 99 99

Source" computed

%rom the above table it is observed that J9K of respondents are opinion that

medical and insurance facility provided is highly motivated to them.

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CHART 13:

RESPONDENTS OPINION THAT MEDICAL FACILITY AND

INSURANCE MOTIVATES TO THEM

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TABLE 14:

RESPONDENTS SATISFACTION ITH MOTIVATIONAL

ATTRIBUTES GIVEN BY THE COMPANY

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

@es I I

'o

Total 99 99

Source" computed

%rom the above table it is clear that IK of the respondents are satisfied with

the motivational attributes given by the concern.

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CHART 14:

RESPONDENTS SATISFACTION ITH MOTIVATIONAL

ATTRIBUTES GIVEN BY THE COMPANY

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TABLE 1:

ACCEPTANCE REGARDING INCREASE IN PRODUCTIVITY

THROUGH MOTIVATION

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

To a large e!tent 11 11

To some e!tent 4 4

'ot at all 1 1Total 99 99

Source" computed

%rom the above table it is observed that 11K of respondents accept to a large

e!tent regarding increase in productivity through motivated, 40K of respondents

accept to some e!tent and 1K of respondents not accept.

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CHART 1:

ACCEPTANCE REGARDING INCREASE IN PRODUCTIVITY

THROUGH MOTIVATION

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TABLE 1:

PROVISION OF MONETARY REARDS

RESPONSES NO OF

RESPONDENTS

PERCENTAGE

@es J J

'o 1 1

Total 99 99

Source" computed

%rom the above table it is observed that JK of the respondents accept

regarding monetary rewards to them.

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CHART 1:

PROVISION OF MONETARY REARDS

TABLE 1:

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TECHNIQUE

DPTHIGHLY

SATISFIEDSATISFIED

SATISFIED

TO SOME

ETENT

DISSATISFIEDNO

OPINION

:roduction J 1 1 9 9

Stores J 1 J 9 9

:urchase 9 I I 1 1

Accounts 9 1 9 9

Total 49 09 1 1

To test whether the employees in S@/MA T6*$'-L-?@ have significant

difference with e!isting techni&ues we use A'-


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e!isting techni&ues.

$ There is significant difference between the satisfactions level of e!isting

techni&ues.

*orrection factor N 7T8G' N 7998G9 N 499

Total sum of s&uares N 7OJ4O19OJOJ8 > *.%

N IJ#499

N 0J

Sum of s&uares between satisfaction levels

N P78 G1 O 7498G1 O 7098 G 1 O 718 G1 O 718 G1Q > *.%

N P0JOJ4O4O1O1Q > 499

N 01

Sum of s&uares within satisfaction level

N 7Total sum of s&uares > sum of s&uare between

Satisfaction level8

N 0J > 01

N

ANOVA

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S-B/*6 -%


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The research reveals that IJK of the respondents are satisfied regarding

motivation given by the superiors and JK are not satisfied with the

motivation given by superiors.

%rom this analysis it is found that 9K of respondents are highly

satisfied, 1IK are satisfied, 01K are satisfied to some e!tent, 1K are

dissatisfied, 1K are highly dissatisfied regarding the e!isting

motivational techni&ues.

%rom this study it is found that JK of the respondents need 9#4K level,09K of the respondents need J#09K level, 09K of the respondents need

0#J9K level, K of the respondents need J#I9K level and K of the

respondents need I#99K level of improvement in e!isting motivation

techni&ues.

The researcher found that J9K of the respondents are satisfied and 19K

of the respondents are not satisfied regarding rewards.

The research reveals that I9K of the respondents are satisfied and 9K of

the respondents are not satisfied in obtaining encouragement.

%rom this study it is found that I9K of the respondents have agreed,

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IK of respondents have disagreed and K of the respondents are said

i don+t (now that rewards leads to high productivity

The researcher found that 0IK of the respondents are opinion that

interesting wor( gives )ob satisfaction, 19K of respondents consider

career development as the most important factors which gives )ob

satisfaction, JK of respondents said that recognition and the rest of the

JK of respondents are view that some other factors also )ob satisfaction.

The study reveals that JK of respondents e!pect ma!imi5ing theirearning, 9K of respondents e!pect desire for more leisure in their )ob,

IK of respondents e!pect greater security in their )ob, 9K of

respondents e!pect more interesting wor( in their )ob and 1JK of

respondents e!pect career development in their )ob.

t is found that the motivation influence behavior at wor( and reflects on

the relationship with superior and peers.

%rom the study it is found that 9K of respondents are opinion ability,

9K of respondents are opinion training only, 0K of the respondents are

opinion motivation, 9K of the respondents are opinion good supervision

and IK of the respondents feel that the ability, training, motivation,

good supervision leads to greater :erformance.

The researcher reveals that K of respondents are highly satisfied with

the basic needs providing by the company, 4JK of respondents are

satisfied, 9K of respondents are satisfied to some e!tent and K of

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respondents are dissatisfied.

t is found that J9K of respondents are opinion that medical and

insurance facility provided is highly motivated to them.

t is found that IK of the respondents are satisfied with the motivational

attributes given by the concern.

The researcher reveals that 11K of respondents accept to a large e!tent

regarding increase in productivity through motivated, 40K of

respondents accept to some e!tent and 1K of respondents not accept.

%rom the study it is found that JK of the respondents accept regarding

monetary rewards to them.

RECOMMENDATIONS AND SUGGESTIONS

n syrma technology pvt ltd the management can provide transfer for the

employees in which they can go to some other places and wor( for a

certain period.

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n syrma technology pvt ltd, the organi5ation is not giving more

importance to the career development for the employees, so it basically

affects the employee+s future. n that case the company should

concentrates on career development for the employees.

The organi5ation can select the best performance for every year in which

it will ma(e the employee to performance well during the training period

and during the wor( time.

The organi5ation can give training programmed in systematic

programmed for the employee to improve the productivity level in the

concern.

n the organi5ation the manager can encourage the employees to wor(independently in which they can do their )ob well, and it will be

motivating aspects for them.

nteresting wor(ing environment can be created.

6&ual opportunities should be given to all.

Bpdate the wor(ing (nowledge through lecture classes and group

discussion.

CONCLUSION

The research on motivational techni&ues for the employees is done in

Syrma Technology, Tambaram Sanatorium. The main ob)ective of those research

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studies is attained and the researcher gained (nowledge in the area of employee+s

satisfaction towards the e!isting motivational techni&ues.

2uring this research the employees have cooperated well and answered all

the &uestions to the best of their (nowledge. This research helped the researcher to

gain practical e!perience on conducting surveys, application of statistical

testsGtools.

%rom this research, the researcher understands that the respondents give

preference towards greater security and career development and it will be helpful

to the higher authorities of Syrma Technology to ta(e decisions for that. n this

research, the responses are analy5ed and interpreted through tables and charts. The

ma)or findings of this research are that the employees of Syrma Technology are

highly satisfied with the e!isting motivational techni&ues.

BIBLIOGRAPHY

REFERENCE BOOS:

'irmal Singh, $uman /elations and -rgani5ational behavior, 2eep and

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2eep :ublications :


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GENERAL INFORMATION:

NAME:

AGE:

GENDER:

MARITAL STATUS:

QUALIFICATION:

. =elow SSL* .$igher Secondary 0.2iploma 1.2egree $older

EPERIENCE"

.4#9 @ears .9#4 @ears 0.4#9 @ears 1.9#4 @ears

SALARY:

. =elow 4999 .4999# 9999 0.9999#4999 1.4999 3 above

QUESTIONS PFindly put the tic( mar( against the selected answer in an Bn#

biased mannerQ

1. D y" )-&ee 0) *$%)$# !&* '"pe&$& 0e+p $# "&$#- y"& ;&

5ee& 0)# e)&+$e&

Agree 7b8 disagree 7c8 don+t (now

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2. C)# " e?p&e'' y"& +e%e+ ! ')$'!)/$# ;$0 &e-)&$#- 0e !++;$#-

*$%)$#)+ e/0#$


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. D y" )-&ee ;$0 0e ')e*e# &e;)& +e)' 0$-0 +e%e+ !

p&"/$%$y )# -


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7c8 Motivation 7d8 ?ood supervision

7d8 All the above

14. 0) /0)&)/e&$'$/' '0"+ ) *$%)$#

E#%$*e# /#)$#' R)# $.

7a8 Bnderstanding effort 3 performance level

7b8 :articipation of employees in decision ma(ing

7c8 :roviding greater opportunity for growth

7d8 /ecognition

7e8 /ewards and appreciation

1. A&e y" ')$'!$e ;$0 0e 5)'$/ #ee' -$%e# 5y 0e /*p)#y

7a8 $ighly satisfied

7b8 Satisfied

7c8 'o opinion

7d8 2issatisfied

7e8 $ighly dissatisfied

1. De' 0e *e$/)+ !)/$+$y )# 0e $#'"&)#/e p&%$e 5y 0e /*p)#y $'

0$-0+y *$%)e y"

7a8@es 7b8 'o

1. A&e y" ')$'!$e ;$0 0e *$%)$#)+ )&$5"e' -$%e# 5y 0e

/*p)#y

7a8@es 7b8 'o

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1.D y" 0$# 0) ) 0$-0+y *$%)e e*p+yee ;$++ $#/&e)'e 0e

p&"/$%$y +e%e+

7a8 To Large 6!tent 7b8 To Some 6!tent

7c8 'ot at All

1. De' 0e /*p)#y -$%e *#e)&y &e;)& 0e e*p+yee'

7a8@es 7b8 'o

29. 0) $' y"& p$#$# ! 0e !)/&' 0) /)# 5e "'e $#/&e)'e

*$%)$#)+ +$#e'

A#y S"--e'$#' Re*)&':

THANING YOU.

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