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CHAPTER-I

INTRODUCTION

Motivation originally comes from the Latin word Movere., which means to

move. It is derived from the word motive.

Motivation is the action that impels or urges an individual to assume an attitude

generally favorable towards his wor leading him to perform satisfactorily. It concerns the study

of urges, drives, impulses, preference, aspirations etc., of people at wor, who, if, satisfied tend

to promote and maintain high morale. Motivation is an internali!ed force. It is self generating,

self controlling and self rewarding and not as sub"ect to e#ternal control as traditional

management and organi!ational practices would have it. $s industrys problems of manpower

utili!ation have continues to grow, so has the need to better understanding the comple#ity of

employee motivation.

Motivation is not simple or fi#ed human %uality that can be turned on and off with

some sort of ey. &ut, there e#its no single techni%ue, no universal approach to tae with all

employees. Motivation has both short and long' range aspects. Motivation is a productivity

factor in industry. Motivating a worer is to create a need and desire on the part of a worer to

better his present performance. Motivation concerns itself with the will to wor. Motivation

means inspiring persons with !eal to do wor for the accomplishment of ob"ectives of the

organi!ation.

(hus in simple words motivation may be defined as the willingness to e#ert high

level of efforts towards organi!ational goals, conditioned by the efforts %uality to satisfy some

individual needs.

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Nature of Motivation:

Motivation is internal to man.

$ single motive can cause different behaviors

Motives interact with the environment )

Types of Motivation:

(he motivations are two types, where it encourage and discourage the human forces. (he

following are type of motivation.

Positive Motivation:

*ositive motivation or incentive motivation is based on rewards. (he worers are offered

incentives for achieving the desired goals. (he incentives may be in the shape of more pay,

promotion, recognition of wor etc., positive motivation is achieved by the cooperation of

employee and they have a feeling of happiness. (he real and positive motivation are responsible

for placement high standard of performance, information ade%uate for self control and the

participation of the worer as a responsible citi!en in the plant community.

Negative Motivation:

+egative motivation or fear motivation is based on force or fear. ear causes employees

to act in a certain way. In case, they do not act accordingly then they may be punished with

demotions or lay offs. (he negative motivation act as a push mechanism. (he employee wor up

to a level where punishment is avoided but this type of motivation causes anger and frustration.

Motivation is an efficiency instrument in the hands of management to ma#imi!e

efficiency of operations. It inspires employees to mae best possible use of different factors of

production. (he enterprise can mae ma#imum use of its physical and financial resources.

Motivation has a pervasive influence on the enterprise. $s a result labour absenteeism and

turnover are low. Increased labour productivity in turn results in higher wages for employees.

(his will reduce labour unrest and create better relations between management and worers. $n

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enterprise that offers abundant financial and non'financial incentives en"oys reputation in the

labour maret. (hese are important factors of motivation.

(he individual manger should develop an appropriate motivation, performance appraisal,

effective supervision, "ob satisfaction, depending upon the organi!ation culture, management

vision, mission and philosophy and the maturity level of the employees and the manager has to

analy!e and understand variety of needs and has to use variety of rewards to satisfy them.

Fators to !otivate "or#ers:

(o motivate, three factors are re%uired

a- (ricle the mind

b- (ouch the heart

c- (rain the hand

*rovide for basic needs

*roper "ob design

a- ob rotation

b- ob enlargement

c- ob enrichment

*roper placement

/et e#amples of high standard

+ecessary information to worers

/ense of freedom

0pportunity of participation

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$%$ NEED OF THE &TUD'

(he study is intended to evaluate motivation of employees in the organi!ation. $ good

motivational program procedure is essential to achive goal of the organisation. if efficient

motivational program of employees are made not only in this particular organi!ation but also any

other organi!ation1 the organi!ation can achive the efficiency also to develop a good

organi!ational culture.

Motivation has variety of effects. (hese effects may be seen in the conte#t of an individuals

physical and mental health, productivity, absenteeism and turnover. 2mployee delight has to be

managed in more then one way. (his helps in retaining and nurturing the believers.

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$%( O)*ECTI+E& OF THE &TUD'

Pri!ary o,etives:

(he main ob"ect of the research is to study the important factor

which are needed to motivate the employees.

&eon.ary o,etives:

(o studythe effect of monetary and non monetary benefits provided

by the organi!ation on the employees performance.

(o studythe effect of "ob promotions on employees.

(o learn the employees satisfaction on the interpersonal relationship e#ists in the

organi!ation.

(o provide the practical suggestion for the improvement of

organi!ation s performance.

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$%/ &I0NIFICANCE OF THE &TUD'

Motivationinvolves getting the members of the group to pull weight effectively, to

give their loyalty to the group, to carry out properly the purpose of the organi!ation. (he

following results may be e#pected if the employees are properly motivated.

3. (he worforce will better satisfied if the management provides them with opportunities

to fulfill their physiological and psychological needs. (he management provides them

with cooperate voluntarily with the management and will contribute their ma#imum

towards the goals of the enterprise.

4. 5orers will tend to be as efficient as possible by improving upon their sills and

nowledge so that they are able to contribute to the progress of the organi!ation .(his

will also result in increased productivity.

6. (he rates of labors turnover and absenteeism among the worers will be low.

7. (here will be good human relations in the organi!ation as friction among the worers

themselves and between the worers and the management will decrease.

8. (he number of complaints and grievances will come down .$ccident will also be low.

9. (here will be increased in the %uality and %uality of products. 5astage and scrap will

be less. &etter %uality will also increased the public image of the business.

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$%1 &COPE OF THE &TUD'

(o identify what motivates people for better performance.

(o identify the study of providing motivational factors and to

formulate steps to be more effective.

(o identify the most influencing Motivation factors.

(o identifying the ways and means to motivate employees leading to

increase performance through which the company can attain its goals

and ob"ectives.

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$%2 RE&EARCH METHODO3O0'

:esearch in common parlance refers to a search for nowledge. 0ne can also define

research as a scientific and systematic search for pertinent

$%4%$ RE&EARCH DE&I0N:

:esearch design is a specified framewor for controlling the data collection.

It is the basic plan which guides the data collection and analysis phase of the research pro"ect. $

good design will mae sure the information gathered is consistent with the study ob"ective and

economical.

(he analysis is done with the help of statistical tools. ;ence this is a descriptive

research which tries to analy!e the views of respondents using, the information collected from

them.

$%4%( DE&CRIPTI+E RE&EARCH:


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&eon.ary Data:

>ompany *rofile

ournals

Maga!ines

Internet

$%4%1 METHOD OF DATA CO33ECTION

(he data were collected through structured %uestionnaire.

$%4%2 &AMP3IN0 METHOD

/ampling is a tool, which helps to now characteristics of the universe ?or-

population by e#amining only a small part of it.

&a!p5ing Te6ni7ue:>onvenience /ampling

$%4%4 TOO3& U&ED FOR ANA3'&I&

(he data collected was analy!ed by using statistical tools. (he following tools were used

for this study

*ercentage $nalysis

>hi' s%uare test

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$%8 )AC90ROUND OF THE &TUD' COMPAN' AND INDU&TR'

PROFI3E

COMPAN' PROFI3E

T6e &A9THI +INA'A0A &PINNIN0 MI33& +EERRIAMPATT' on 49.43

acres of land in (he veeriampatty @illage, Athangarai (alu, Brishnagiri district. (he mill was

registered under /ocieties $ct on 3C.DC.3CE3 and commenced on D4.33.3CE7 with an installed

spindle capacity of 4884D.

(he main aim for the establishment of the &A9THI +INA'A0A &PINNIN0 MI33&

is to provide employment opportunities to the


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3A'OUT:

(he mill is constructed in a land measuring an e#tent of 49.43 acres. (he built up area is

38488 s%.ft.consisting of a separate cotton godown, actory &loc and $dministrative 0ffice

&loc, >ycle /hed, >anteen and :est /hed.

PO>ER

(he sanctioned power capacity of mill is C8D B@$. 0ut of this 4DD B@$ was

surrendered on $pril 0ct 4DDC I 4D3D in order to save power cost. (he permitted B@$ as on

date is F8D B@$. (he ma#imum recorded B@$ is F6D


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OR0ANI@ATION CHART

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PRODUCT PROFI3E

(he company manufactures cotton yarn cone yarn of different types of 7Ds, 74s, 97s,

EDs, 3DDs.

Purposes of pro.ution:

(he origination should produce for the handloom purpose only

Future prospetive an. gro"t6:

(he company aims to moderate the e%uipment and to attain the profit.

Pro.ution proess

/athi @inayaga /pinning Mills totally C steps are used to produce the cotton yarn, in this

mill totally three taes place. 2ach shift caries, J hours. or this mill per day 7DDD g is enough

production, according to the maret demand only the production taes place. It has eight of

production process they are,

&lue room

>arding


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&tep-(:

>arding is the second stage in this mi#ed cottons are to be purified and then the purified

cotton are collected in a can sliver can.

In this stage itself the wastages are being omitted in the v e#cel room which contains wastes,

here two types of wastages are being separated they are,


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&tep-4:-

(he si#th stage is the spinning stage, this spinning is a huge machine which contains 34DD

needles then in this each bobbin is "oined with a single needle totally 34DD bobbins are used in

this stage, from bobbin we get each cops.

&tep-8:

In this stage two machines are used they are,

$utoconer

5inding

Autooner:-

$fter the spinning stage the each cops are sent to the autoconer, from that autoconer each

cone is being given as ;output. (his autoconer is the new machine which done all its wor

through machine coding, in this all the instructions are being inserted in the machine. It is a

machine wor. It wors faster and produces large no of cones.

>in.ing:-

It is also same as the autoconer in this highly man power is used here it is an older machine it

is slower than the autoconer. It produces fewer cones.

&tep-;:-

$fter the finishing of all these stages the cones are collected and paced, then the pacaged

goods are sent for maret where trade process taes place.

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INDU&TR' PROFI3E

India is currently the worlds top 3D producers of the te#tiles. Indian te#tile industry is one

among the top 3D producers of the te#tiles in the world. It has and continues to be the bacboneof the Indian economy. (he te#tile industry promises to be one of the most attractive growth

marets in the world.

/ince there is a continuous demand for the clothes and there is a continuous growth for the

te#tile industry. (he te#tile maret in India is of total self'sufficiency with an appropriate mi# of

the local te#tile marers, foreign players, and private Indian players so as to develop a globally

competitive industry.

(he sector has made significant contribution in terms of ore# earnings and employment is

one of the mainstays of the economy. /ince the 3CCDs, the business environment in India has

changed. (he economy is e#posed to a greater degree of e#ternal competition, more liberal trade

and investment policies, and improvements in the balance of the payments and foreign e#change

positions. (he liberali!ation has stimulated a wave of moderni!ation and within the countrys

clothing industry too. &oth international and national players have been vying for a share of the

Indian clothing maret.

(he growth of the cotton spinning sector, in the terms of capacity, received an impetus in

3CC3 with the deli censing of spindle age. Installed spindle age has been rising steadily since

then. In 3CC3, the number of spindles installed was around 49.4F million and the number of went

to nearly 6D million in 3CC8 ?in non'ssi-. (he total spindles installed by 4DD3 are estimated to

have gone up to 68.86 million. ;owever, adverse factors such as the /outheast $sian crisis,

worldwide economic slowdown and increased costs hit the spinning industry which could not

benefit the e#panded capacity.

(he phenomenal rise in the cotton prices in the 3CC7'C8 seasons added a new dimension to

the economies of the spinning sector. $ll these were reflected in the stagnant production in the

past four years. >otton spun yarn production ?e#cluding blended and 3DD percent non'cotton

yarn- declined from 4,436 million Bg in 3CCF'CE to 4,499.E million Bg in 4DDD'4DD3 spindle

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capacity utili!ation, which was F9 percent in 3CC3'C4, had gone up to E8 percent in 3CC9'CF, fell

to FC percent in3CCE'CC before bouncing bac to E8 percent in 4DDD'4DD3.

(he share of spinning capacity of the south Indian mills ?includes small scale spinning

units- in all India capacity is estimated to be around 8D percent. $s on march 63, 4DD4, the

spinning capacity of the southern mills was 3C.86 million spindles while the all India capacity

was 6E.66 million.


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has allowed large firms to setup garment manufacturing units. (he te#tile industry of India is

obviously receiving new input which is provided a faster growth to the industry.

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$%; RE+IE> OF 3ITERATURE

0rganisations re%uire a number of resources, strategies and techni%ues in order to

succeed. rom capital, to a business site and to employees, all of these are essential for a

business to wor. 5hile these components are significant, values, particularly motivation, is also

recognised as a vital business element, especially in enabling organisational transformation and

enhancement. Motivation permits the business owners and employees to be resourceful,

responsible and productive in performing daily business tass, which in turn helps in uniting the

business with its consumers. &y means of motivating the employees, managers are able to

encourage them to wor towards a common goal. (his business principle also helps the

employees to become more productive, enabling enhancement and transformation to place.

$ccording to >reech ?3CC8-, motivation is typically defined by psychologists as a

stimulation that causes the creation of aroused, sustained and directed behavior. (his behavior in

turn leads individuals to wor and perform towards goal achievement. /everal authors had also

studied on the principal concept behind motivation. Breitner ?3CC8- for instance, has defined

motivation as the psychological process that results to a directional and purposeful behavior.

Motivation is also defined as the tendency to behave in an appropriate manner to attain certain

needs ?&uford, &edeian Lindner, 3CC8-.

(he introduction of several researches on employee motivation has also introduced a

number of theories e#plaining the factors that motivate employees. (hese theories include the

need'hierarchy theory and the two'factor theory. (he need'hierarchy theory of Maslow ?3C76- is

among the first motivation theories that had been introduced. In this theoretical model, Maslow

noted five levels of employee needs, which include the physiological, social, ego, safety and self'actualising needs. rom his wor, Maslow is a challenging process and that motivation basically

wors through a series of needs that are arranged in a certain level. ;ersberg on the other hand

?;ersberg, Mausner/nyderman, 3C8C- had classified motivation into two factors. (hese two

factors are motivators and hygienes. Intrinsic or motivator factors pertain to recognition,

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achievement and attainment of "ob satisfaction. $lternatively, e#trinsic or hygiene factors refer to

"ob security and payments.

&ased from these theoretical perspectives, it is clear that employees would have to

receive something in return in order to encourage them to wor productively towards

transformation and enhancement. (here are many specific ways on how the theories of

motivation can be applied in actual wor settings. Hranting due promotion is one e#ample.

&enham ?3CC6- stated that promotion is also synonymous to career success where employees are

given higher responsibilities or place on higher authority levels. *romotion is considered an

important element of human resource management as it encourages employees to perform with

%uality. (his also represents a significant aspect of the internal selection system.

(he organisational members affective reactions towards their "ob and to the company

are also influenced significantly based on their promotional opportunities ?ohnston et al., 3CC6-.

$s e#plained by the theories of Maslow and ;ersberg, motivation can help in drawing out the

best each employee can provide1 this can be achieved by promotion.

$nother means of applying the theories of motivation is through the employment of

business coaches, a role which managers themselves can play. /imilar to sports, a business coach

helps in maing the business grow and succeed. (he business coach is one who serves as thementor, counselor and tutor of an organisation. (hey are very much related to motivations

theories as they act as inspirations for the employees to improve and remain challenged ?;alle,

3CCC-. $ccording to +yman and (hach ?4DD4-, business coaching can be done through holistic

coaching, performance coaching, content coaching or through manager as coach. urthermore,

the process can be done in various setting such as one'on'one coaching, focus group coaching or

organisational coaching.

;alle ?3CCC- noted that business coaching has a number of significant purposes in the

organisation, particularly in relation to transformation and enhancement. or instance, this

techni%ue helps in motivating the employees, especially when problems or issues arise. (hrough

business coaches, the essence of teamwor is emphasised. Moreover, by providing polite

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criticisms to the employees, they are able to realise their wea points, resulting to developed and

more efficient worers.

(he ability of business coaches to guide the employees also helps in bringing about

transformation in their woring sills and performance1 this transformation occurs as business

coaches stimulate the worers to search for new sills and methods that would help them cope

with various business challenges. &usiness coaches also help in identifying the strong points of

the worers and assist in enhancing them further. &usiness coaching is also related to the

enhancement factor as it utilises the concept of constant evaluation. &y monitoring both the

strengths and weanesses of the employees, business coaches are able to send in the right

feedbacs to each employee, which would allow for continuous enhancement in their sills and

wor attitudes ?;alle, 3CCC-.

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$%= 3IMITATION& OF THE &TUD'

(he study is carried only on the basis of data collected from employee of sathi vinayaga

spinning mills p ltd.

(here is a chance of bias in the respondents response

/ome of the respondents were hesitating to co'operate as they believe that the

information given by them may be used against them in future.

(he information given by the employee may be sub"ective to an e#tent.

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CHAPTER-II

DATA ANA3'&I& AND INTERPRETATION

TA)3E NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&

/ourceG *rimary


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CHART NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&

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TA)3E NO (%( 0ENDER >I&E C3A&&IFICATION OF THE

RE&PONDENT&

&%NO

PARTICU3AR& NO% OF

RE&PONDENT&

PERCENTA0E

3Male FD FD

4

emale 6D 6D

(0($L 3DD 3DD

/ourceG *rimary


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CHART NO (%( 0ENDER >I&E C3A&&IFICATION OF THE

RE&PONDENT&

CHART NO: 02

GENDER WISE CLASSIFICATION OF RESPONDENTS

70%

30%

Male

Female

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TA)3E NO (%/ EDUCATIONA3 BUA3IFICATION OF THERE&PONDENT&

&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E

3 Ander Hraduate 3F 3F

4 *ost Hraduate 79 79

6 *rofessional


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CHART NO (%/ EDUCATIONA3 BUA3IFICATION OF THE

RE&PONDENT&

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TA)3E NO (%1 OPINION OF THE RE&PONDENT& RE0ARDIN0

INCENTI+E& PRO+IDED )' THE OR0ANI@ATION


3 ;ighly /atisfied 7D 7D

4 /atisfied 46 46

6 /atisfied to an e#tent 43 43

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TA)3E NO (%2 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON

>OR9IN0 HOUR& IN THE COMPAN'

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&%NO PARTICU3AR& NO% OF RE&PONDENT& *2:>2+($H2

3 ;ighly /atisfied 87 87

4 /atisfied 6E 6E


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TA)3E NO (%4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

RE>ARD& 0I+EN )' THE COMPAN' FOR THEIR PERFORMANCE

PARTICU3AR& NO% OF PERCENTA0E

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&%NO RE&PONDENT&


4 /atisfied 63 63


7


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TA)3E NO (%8 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON

THEIR &A3AR' PAID IN THE COMPAN'



4 /atisfied 6E 6E


34


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TA)3E NO (%; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

PROMOTION PO3IC' OF THE OR0ANI&ATION



4 /atisfied 49 49


7


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TOTA3 $


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11%

26%

21%

35%

7%

Highly Satisfied

Satisfied

Satisfied to an extent

Dissatisfied

Highly Dissatisfied

TA)3E NO (%= OPINION OF THE RE&PONDENT& RE0ARDIN0

DE0REE OF MOTI+ATION RECEI+ED FROM 'OUR &UPERIER

PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E

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&%NO


4 /atisfied 37 37


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44%

14%

11%

29%

2%

Highly Satisfied

Satisfied

Satisfied to an extent

Dissatisfied

Highly Dissatisfied

TA)3E NO (%$< OPINION OF THE RE&PONDENT& A)OUT THE

ENCOURA0EMENT PRO+IDED )' THE COMPAN' FOR 0I+IN0

&U00E&TION& FOR THE IMPRO+EMENT OF >OR9


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&%NO


4 /atisfied 8D 8D


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33%

50%

12%

3% 2%

Highl y Sati sf ied Sati sf ied Satisf ied to an ex tent Dissati sf ied Highly Di ssati sfi ed

TA)3E NO (%$$ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

PH'&ICA3 >OR9IN0 CONDITION&



4 /atisfied 66 66

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6 /atisfied to an e#tent F F

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TA)3E NO (%$( OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

0RE+INCE HAND3IN0 PROCEDURE OF THE COMPAN'



4 /atisfied 74 74


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TOTA3 $


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TA)3E NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0 THEIR

RE3ATION&HIP >ITH &UPERIOR&



4 /atisfied 84 84


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INFERENCE:

rom the table it is inferred that nearly 7DK of the respondents are ;ighly /atisfied, 84K

of the respondents are satisfied, 8K of the respondents satisfied to an e#tent, 6K of the

respondents dissatisfied, DK of the respondents highly dissatisfied regarding their relationship

with superiors.

CHART NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0

THEIR RE3ATION&HIP >ITH &UPERIOR&

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TA)3E NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE

&ATI&FIED >ITH THE >OR9IN0 CONDITION


3 /trongly $gree 87 87

4 $gree 6E 6E

6 $gree to an e#tent 6 6

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rom the table it is inferred that nearly 87K of the respondents are strongly agree, 6EK of

the respondents are agree, 6K of the respondents are agree to an e#tant, 6K of the respondents

are disagree 4K, of the respondents are strongly disagree that indifferent supervision may affect

the wor.

CHART NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE

&ATI&FIED >ITH THE >OR9IN0 CONDITION

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TA)3E NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

&PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T

PERFORMANCE


3 /trongly $gree 7D 7D

4 $gree 7E 7E

6 $gree to an e#tent E E

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rom the table it is inferred that nearly that special wage increase should 7DK of the

respondents are strongly agree, 7EK of the respondents are agree, EK of the respondents are

agree to an e#tant, 4K of the respondents are disagree 4K, of the respondents are strongly

disagree given to the employees who do their "obs very well

CHART NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

&PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T

PERFORMANCE

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IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&



4 $gree 87 87


7


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IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&

23%

54%

13%

9%1%

Stongly !gee

!gee

!gee to an extent

Disagee

Stongly Disagee

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*O) &ECURIT' IN THE COMPAN'



4 $gree 69 69


7


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*O) &ECURIT' IN THE COMPAN'

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TA)3E NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0

EBUIPMENT& PRO+IDED FOR THE >OR9


3 /trongly $gree 4C 4C

4 $gree 76 76


7


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CHART NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

0OOD EBUIPMENT PRO+IDED FOR THE >OR9

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TA)3E NO (%$= OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

ADDITIONA3 RE&PON&I)I3IT' TO PERFORM THE *O) )ETTER


3 /trongly $gree 3C 3C

4 $gree 6D 6D


7


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TA)3E NO (%(< OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

NECE&&IT' OF &PECIA3 TA&9 TRAININ0

59


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4 $gree 3F 3F

6 $gree to an e#tent 4C 4C

7


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TA)3E NO (%($ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE

RECRUITMENT PROCEDURE )' THE COMPAN'


61


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&%NO

3 /trongly $gree 4F 4F

4 $gree 4E 4E


7


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CHI- &BUARE TE&T

CA3CU3ATION: I

;D(here is no significant relationship between educational level of employees and

promotional policy of the company%

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;3 (here is significant relationship between educational level of employees and

promotional policy of the company.

E.uation &atisfie. Dissatisfie. Tota5

Ander Hraduate 37 6 3F

*ost Hraduate 63 38 79

*rofessional 39 8 43


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7 4.93 3.6C 3.C6 D.F6C

4 4.D6 'D.D6 D.DDDC D.DDD7

(%2


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Male 78 48 FD

emale 3E 34 6D

4/ /8 $


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CONC3U&ION:

N

(he calculated value of >hi'/%uare value is less then the table value. /oHois accepted.

(here is no significant relationship between educational level of employees and promotional

policy of the company%

CHAPTER-III

&UMMMARIE& OF FINDIN0& &U00E&TION& AND CONC3U&ION

/%$ FINDIN0&

+early 6DK of respondents are lying under the age group of 43'6D years followed by

6DK of respondents are under the age group of

63'7D.

+early 7DK of the respondents are ;ighly /atisfied and 46K of the respondents aresatisfied regarding the incentives provided by the company.

+early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are

satisfied regarding the special bonus provided by the company during festival days.

+early 83K of the respondents are ;ighly /atisfied and 63K of the respondents are

satisfied regarding the rewards provided by the company for their performance.

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+early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are

satisfied regarding the method of appreciation.

+early 68K of the respondents are dissatisfied and FK of the respondents are highly

dissatisfied regarding the method of promotion.

+early 77K of the respondents are ;ighly /atisfied and 4CK of the respondents are

dissatisfied regarding the level of freedom given by the company in taing "ob related

decisions.

+early 66K of the respondents are highly satisfied and 8DK of the respondents are

satisfied regarding encouragement provided by the company for giving suggestions for

the improvement of wor.

+early 89K of the respondents are highly satisfied and 66K of the respondents are

satisfied regarding woring environment providing in the company.

+early 8DK of the respondents are highly satisfied and 74K of the respondents are

satisfied regarding the method of grievance handling procedure in the company.

+early 7DK of the respondents are highly satisfied and 84K of the respondents are

satisfied regarding relationship with superiors in the company.

+early 87K of the respondents are strongly agreed and 6EK of the respondents agreed

regarding indifferent supervision affecting the peoples wor.

+early 7DK of the respondents are strongly agreed and 7EK of the respondents agreed

regarding special wage increases who do their "ob very well.

+early 44K of the respondents are strongly agreed and 87K of the respondents agreed

regarding important of company retirement benefits of employees.

+early 89K of the respondents are strongly agreed and 69K of the respondents agreed

regarding "ob security is important to employees.

+early 79K of the respondents are strongly agreed and 4CK of the respondents agree to

an e#tent regarding special tas training.

(here is no significant relationship between educational level of employees and

promotional policy of the company%

(here is no significant relationship between educational level of employees and

promotional policy of the company.

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/%( &U00E&TION&

(he company may implement proper motivational programme to the worers. (o change theattitude of the employees regarding promotional policies prevailing in that company to give

counselling to the unsatisfied employees to change their attitude positively. (he company has to

follow some motivational programme given below, which will improve the performance.

&est employee of the year.

(he company should recogni!e the performance at proper time.

In the organi!ation the worers "ob is routine, repetitive, removing all challenges and maing the

worer a part of machine culture. (his will lead to frustration and boredom. (his can be reduced

by,

ob :otation

ob 2nlargement

69


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ob 2nrichment

70


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/%/CONC3U&ION

Motivation itself is not a cause and effect relationship rather than it is a comple#

phenomenon. (he motivation has influences on the performances and it plays a vital role in

every organi!ation. (he best way to motivate the employee are providing individual recognition,

good woring conditions, informal groups and effective supervision leads to increase

performance of the employees through which the company can attain goals and ob"ectives.

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ANNEGURE

A &TUD' ON EMP3O'EE& MOTI+ATION IN

&A9THI +INA'A0A &PINNIN0 MI33&P3 TD%

3. +ame G

4. $ge G a- &elow 4D Oears b- 43'6D Oear c- 63'7D Oears

d- $bove 7D Oears

6. Hender G a- Male b- emale

7. 2ducational Pualification

a- A.H b- *.H c- *rofessional


73/76

d-


74/76

a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend

d-


75/76

the "ob RRRRRRRRRRRRRRRRRRRRRRRRRRR..

)I)3IO0RAPH'

Bothari, research methodology, third edition1 +ew


76/76

ohnston, M et al 3CC6, $n e#ploratory investigation into the relationships between

promotion and turnoverG a %uasi'e#perimental longitudinal study, Journal of

Management, vol. C, no. 3, pp. 66'7C.

Breitner, : 3CC8,Management, 9th edn, ;oughton Mifflin >ompany, &oston.

Maslow, $; 3C76, $ theory of human motivation, Psychological Review, ?uly-, pp.

6FD'6C9.

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