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Employee Analysis of Effective Motivation

Employee Analysis of Effective Motivation

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Employee analysis of effective motivation

Abstract:
Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the “Will to Work” among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of Industries. Motivational receptiveness and potential in everyone changes from day to day, from situation to situation. Get the alignment and values right, and motivational methods work better. Motivational methods of any sort will not work if people and organisation are not aligned. People are motivated towards something they can relate to and something they can believe in. Times have changed. People want more. The foundation is a cohesive alignment of people's needs and values with the aims and purpose of the organization. Managers are responsible for providing a working environment conducive to long-term employee motivation. Effective motivation comes from within. Regular contact with employees will assist identification of motivating factors. Recognition of personal achievement is vital. Managers should ensure all employees feel their work makes an important contribution to the success of the organisation. To Motivate - as a definition means "give an incentive for action." For the small business owner, motivation is a huge factor for either the success or demise of your company. You need to devise an "employee motivation program".

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Chapter 1

Introduction:
Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization. Issuance of well conceived instructions and orders does not mean that they will be followed. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motivates or need of the workers and provide an environment in which appropriate incentives are available for their satisfaction. If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization. There will be better utilization of resources and workers abilities and capacities. Motivation is the will to act. It is central to individual job performance and, therefore, to organizational success. To get the best from your team, motivation must be high. What you need to do as a good motivator and ways in which to make the job more motivational. Effective motivation should deliver two benefits: help you set goals that motivate you, and help you stay motivated as you progress towards your goals. Motivation can be viewed as goal-directed activity that involves different ways of thinking. In such cross-culture project management, the variety of team members leads to the complexity of the employee management and motivation. The success of any business depends largely on the motivation of the employees. Human resources are essential to the prosperity, productivity and performance of any company. Motivation is the key to creating an environment where optimal performance is possible. So how do you ensure that individual motivation is at its peak within your workplace?

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Every person has their own set of motivations and personal incentives to work hard or not as the case may be. Some are motivated by recognition whilst others are motivated by cash incentives. Whatever the employees motivation, the key to promoting that motivation as an employer is understanding and incentive.

Employee incentive programs go a long way towards ensuring employees feel appreciated and worthwhile. This alone can help with employee motivation across the board. The great thing about these programs is they are very individualized. That is you tailor your programs to suit the needs and wants of your employees. Incentive programs increase motivation because they are not only encouraging productive performance but also show employees the company cares.

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Chapter 2
PROFILE OF COMPANY:

AIS TECHNOLOGIES

Reach Us:AIS Technologies, 5th Floor, Orange Apartment, Velacherry, Chennai – 42

Contact Person:S.ArunKumar, Chief Executive officer Contacts: 9791137234

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Mail: arun.ais@hotmail.com

AIS
AIS Technologies, We are focusing Web Development, Software Development and Animations. Our team has more than three years of experience in Web Development, Web Designing, Multimedia Solutions and System Applications as well known about current Web and System based applications. We assure able to provide 100 % quality and satisfaction with in the given time frame. Since we have done lot of Web application’s like E-Commerce, Content Management System, Auction Applications and so on. As well Payroll, Accounting, Stock Maintenance and so on in Software Applications.. With our extensive design and marketing experience we will customize your website to suit the needs of your customers. We make our service a beautiful experience for you. We ensure that you are informed about the progress at every stage and take your feedback to deliver the best product. AIS provide assistance ranging from Enterprise-wide web solutions to customized web-design and database-oriented projects. Application development is undergoing a massive sea change. Traditional approaches and roles are being reconsidered as new architectures emerge, integration and software platform alternatives multiply, outsourcing adoption accelerates, and the pressure from the business to build an agile yet robust and secure application infrastructure continues to grow. And for AIS, technical expertise is no longer the primary success factor: collaboration, accountability, compliance, portfolio and resources management all contribute the key capabilities of the Application Development Team.

At AIS Client satisfaction has always been our priority and our services are client friendly as we do our services at a very much affordable rates. We are very flexible in the service once the project is completed; so far we have helped many of our clients works update mostly free of cost or to very minimal charges.

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Our Vision * To emerge as a leader and expert using enterprise web solutions in the SME segment. * To launch new lines of business across multiple networks. * To bring new revenue-generating projects to market quickly. We are constantly building our team of experienced and skilled professionals to help facilitate us maintain our development quality. In a world of expanding services, AIS helps you make the most of every opportunity by realizing the value of each client's interaction completely. Whether you're preparing for exponential growth, entry into new markets and service segments or warding off competitors, AIS supports your strategic directives with solutions that give more ROI. In an everchanging, ever-challenging competitive environment, we will work with you. We will prosper. We will innovate. We will lead.

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TECHNOLOGIES
Web Designing:Photoshop Cs+, Dreamweaver, HTML, Css Web Development:Php 5.0, Ajax, JavaScript, Mysql, Xml .Net, Sql Server, Ms Access Java, J2EE System Applications:.Net, C#, VB.Net, Sql Server, Ms Access, Oracle Java, J2EE, Mysql, Ms-Access Multimedia Solutions:Flash, Maya, 3D Max Services:Website Designing, Website Re-Designing, Logo Designing, E-Commerce Applications Content Management System, Auction Applications, ZenCart, Oscommerce, Wordpress, Installation and customization Paypal, Google, Authorize .Net, 2Checkout, Credit Card Processing Payment Module Integration Presentation Cd’s

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Flash Websites 3D Architects and Visualization’s Application Development Enterprise Integration ERP and CRM Applications

PHILOSOPHY The business philosophy of the company is to lay emphasis on Human Values and Personal Relations. Great stress is laid on proper communication, transparency and human relations, which forms an integral part of the corporate culture. We not only develop products but we develop relationships.

We believe in teamwork. With every new day the quest for acquiring new competencies continues. Forever searching, experimenting, innovating, learning, moving ahead with our sincere efforts and dedication, shaping the future, and challenging our competencies to create new opportunities, is a never-ending process in the company. Our doctrines are, Keep It Simple! There’s no reason why individuals who wish to be involved in the Internet, need to have sophisticated technical knowledge and the ability to write and understand HTML protocol.

Provide the best technology available! Those who know technology or need the most from it will be suitably impressed with our high-tech equipment. If it’s current, we have it; if it’s new, we’ll be one of the first to get it!

Make it affordable! AIS programs are almost always one third to one half the cost of comparable services. This supports our mission of creating greater access to a greater number of people.

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Chapter 3

OBJECTIVES AND METHODOLOGY: Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward. Employee work motivation and performance will be analyzed from the perspective of motivation theory as central for the analysis is the relating of employee with the motivation to exert effort on behalf of performance recognition. There will be presence of theoretical analysis as well as empirical review of several studies of know effects and relationship linking to motivation and performance as it maybe positively related to impacts of motivation on employee performance. Motivation involves 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 the organization. The following results may be expected if the employees are properly motivated. • The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. • Worker will tend to be efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. • • The rates of labor’s turnover and absenteeism among the workers will be low. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.

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• •

The number of complaints and grievances will come down. Accident will also be low. There will be increase in the quantity and quality of product. Wastage and scrap will be less. Better quality of products will also increase the public images of the business.

An employee motivation survey is your first step towards employee retention. Infosurv begins the process by designing a customized employee motivation survey for your organization, or taking your existing survey and preparing it to be administered via the Internet, telephone, fax, or paper. Infosurv offers questionnaire design consultation services standard to all clients, and reviews all employee motivation survey instruments to assure validity, reliability, and bias reduction. Applying our years of employee research experience and expertise, Infosurv can help compose a highly relevant survey instrument that will yield sound and valid conclusions while achieving the maximum survey response rate possible.

As an optional service, one of our experienced PhD level researchers can work interactively with the client to create an employee motivation survey questionnaire "from scratch" tailored specifically to their information needs and strategic objectives. Alternatively, we can begin with one of our professionally- designed employee motivation survey templates and then work interactively with the client to customize the survey to their specific needs.

Research is a systematic method of finding solutions to problem. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in 10
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this particular organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These may be seen in the context of an individual’s physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way.

Our standard employee motivation surveys cover nearly every facet of employee motivation, including:
• • • • • • •

Overall satisfaction Corporate culture Supervisor relations Training Pay and benefits Work environment Communications

Our standard employee motivation surveys are comprehensively designed to identify and isolate key independent and dependent variables. Independent variables are: • • • • Supervisor relations Pay and benefits Work environment Corporate communications

Dependent variables are: • Overall satisfaction 11
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• • •

Likelihood to recommend Likelihood to stay Employee loyalty

The key to motivating employees to want to learn requires an understanding of the adult learner. Adult learners, to learn, must be emotionally comfortable with the learning situation. This includes not only the physical setting (size of the room, temperature, and lighting, etc.) but also their readiness to learn. Below are listed adult education principles that can serve as a guide in developing and implementing training programs:

Motivation to learn is critical. Adult learners need to feel they will benefit from the training. Adults retain what is relevant to them and what they need to do their job. If they see where they will apply the information, they will be motivated and learn better. People learn in different ways and at different speeds. People learn best by doing which includes active participation in the learning process. Adults will learn best if a variety of training material is used. Everyone does not learn the same way. Use a variety of methods of presenting material, which provides different ways to learn.

• •

Reinforce learning by praise and rewards. The employee who is praised and/or rewarded for applying what they have learned may give incentives to other employees to improve their knowledge.

Treat adult learners with respect. There is no such thing as a "dumb" question. If more information is needed, perhaps the meaning was not clear. Adults embarrass easily and need positive feedback to overcome feelings of inadequacy.

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Short sessions (15-60 minutes) are most effective. Vary the method of presentation so learners will not be bored. Learners like feedback on their ability to apply what they have learned. Evaluate and inform learners of their progress. Know the level of understanding of the adult learners and present material they can easily understand. When employees know what is expected and how to do it, the usual result is satisfactory performance.

Chapter 4
TABLE: NO. 2.1

AGE WISE CLASSIFICATION
Age at which the worker is working will give some demographic satisfaction to the worker. Normally the youth are dissatisfied when compare to old aged people because they are expecting more advanced activities. S.NO AGE 1 21-25 2 25-30 3 Above 30 Total NO .OF RESPONDENTS 58 31 11 100 PERCENTAGE 58% 31% 11% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 58% of the respondents, were belong to 21-25 years of age group,31 % of the respondents belong to 25-30 years and 11% belong to above 30 years of age group.

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CHART: NO. 2.1 AGE WISE CLASSIFICATION

58 60 50 Percentage 31 40 30 20 10 0 21-25 25-30 A ge

58

31
11

11

Above 30 yrs

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TABLE: NO. 2.2 GENDER WISE CLASSIFICATION

S. No. 1 2

Gender Male Female Total

No. of respondents 78 22 100

Percentage 78 22 100%

Source: Questionnaire [Primary Data] Inference: From the above table, we infer that 78% respondents were male and 22% of respondents were female.

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CHART: NO.2.2

80 70 60 50 40 30 20 10 0 Male

78

22

Female

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Figure 2.2 Details Regarding the Respondents Gender

TABLE: NO. 2.3 MARITAL STATUS
S. No. 1 2 Marital Status Married Unmarried Total Source: Questionnaire [Primary Data] Inference: From the above table, we infer that 20% respondents were married and 80% of respondents were unmarried. No. of respondents 20 80 100 Percentage 20 80 100%

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CHART: NO.2.3

Percentage of Respondents

80 70 60 50 40 30 20 10 0 Married Marital Status 20

80

3-D Column 1 Unmarried

Figure 2.3 Details Regarding the Respondents Marital Status

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TABLE: NO. 2.4

QUALIFICATION WISE CLASSIFICATION
Man works to earn. Every employee in the organization will expect a reasonable pay for the job done by them. This reasonable pay may help to increase the job satisfaction to a certain extent. QUALIFICATION UG PG B.E/B.TECH Total NO. OF RESPONDENTS 24 28 48 100 PERCENTAGE 24% 28% 48% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 Respondents, 24%of the respondents were UG Graduate, 28% of the respondents were PG Graduate and 48% of the respondents were B.E/BTECH.

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CHART: NO. 2.4 INCOME WISE CLASSIFICATION

48 B.E/B.TECH

28 PG Incom e 24 U G

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Percentage

0

20

40

60

80

TABLE: NO .2.7 EXPERIENCE WISE CLASSIFICATION
Experience is the major factor considered in the job. This experience of a person job may expect the reasonable salary for the work done.

S.NO. 1 2 3

EXPERIENCE (IN YEAR) Fresher 1-3 Above 3 yrs Total

NO. OF RESPONDENTS 35 45 20 100

PERCENTAGE 35% 45% 20% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 35% of the respondents had experience below Fresher, 45% of the respondents had experience between 1 - 3 years, and 20% of the respondents had more than 3 years of experience.

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CHART: NO. 2.7 EXPERIENCE WISE CLASSIFICATION
50 45 40 Percentage 35 20 30 25

45
20 15 10 5 0
Fresher 1 to 3 yrs Abov yrs e3

35 20

Experience (in years)

TABLE: NO. 2.6 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR DESIGNATION
DESIGNATION DEVELOPER ADMIN TEAM LEADERS TESTER Total NO. OF RESPONDENTS 40 22 33 5 100 PERCENTAGE 40% 22% 33% 5% 100

Source: Questionnaire [Primary Data] 22
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Inference: The above table shows that, out of 100 respondents, 40% of the respondents were Developer controllers, 22% of the respondents were belonging to Admin, 33% of the respondents were belonging to Team leader and 5% of the respondents were belonging to software tester. .

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CHART: NO .2.6 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR DESIGNATION

45 40 35 Percentage 30 25 20 15 10 5 0
DEV ELOPER

40

40
33 22

33

22

5

5
A IN DM TEA LEA M DER TESTER

Designation

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TABLE: NO. 2.7 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SUPPORT FROM THE ORGANIZATION
SUPPORT FROM ORGANIZATION SATISFIED NEUTRAL DISSATISFIED Total NO. OF RESPONDENTS 40 40 20 100 PERCENTAGE 40% 40% 20% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 40% of the respondents were Satisfied person, 40% of the respondents were belonging to Neutral persons, 20% of the respondents were belonging to Dissatisfied.. .

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CHART: NO .2.7 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SUPPORT FROM THE ORGANIZATION

80 70 60 50 40 30 20 10 0

40

40

20

40

40 20

SATISFIED

NEUTRAL

DISSATISFIED
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TABLE: NO. 2.8 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR MANAGEMENT MOTIVATING THE EMPLOYEE
MANAGEMENT IS INTEREST IN MOTIVATING EMPLOYEE AGREE NEUTRAL DISAGREE Total 28 62 10 100 28% 62% 10% 100 NO. OF RESPONDENTS PERCENTAGE

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 28% of the respondents were Agree person, 40% of the respondents were belonging to Neutral persons, 20% of the respondents were belonging to Disagree. .

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CHART: NO .2.8 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR MANAGEMENT MOTIVATING THE EMPLOYEE

45 28 40 35 Percentage 30 25 20 15 10 5 0
A GREE NEUTRA L

62

10

28 10
MA GEMENT IS INTEREST NA IN DISA GREE MOTIV TING EMPLOYEE A

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TABLE: NO. 2.9 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR INCENTIVE TYPES
TYPE OF INCENTIVES FINANCIAL NONFINANACIAL BOTH Total

NO. OF RESPONDENTS 40 48 12 100

PERCENTAGE 40% 48% 12% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 40% of the respondents were in need of financial incentives, 48% of the respondents were belonging to in need of nonfinancial incentives, 12% of the respondents were in need of both. .

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CHART: NO .2.9 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR INCENTIVE TYPES

BOTH

12 48

12 48

TYPE OF NON-FINA NCIA L INCENTIV ES
FINA CIA NA L

40

40
Percentage 0% 10% 20% 30% 40%

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TABLE: NO. 2.10 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SATISFIED WITH THE INCENTIVES PROVIDED BY ORGANIZATION
TYPE OF

SATISFIED WITH
INCENTIVES SATISFIED NEUTRAL DISSATISFIED Total

NO. OF RESPONDENTS

PERCENTAGE

58 30 12 100

58% 30% 12% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 58% of the respondents satisfied with the incentives provided by the organization, 30% of the respondents neutral with the incentives provided by the organization, 12% of the respondents satisfied with the incentives provided by the organization. .

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CHART: NO .2.10 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SATISFIED WITH THE INCENTIVES PROVIDED BY ORGANIZATION

45 40 Percentage 35 30 25 20 15 10 5 0
SA TISFIED NEUTRA L

58

58 30

30 12

12
DISSA TISFIED

TYPE OF SA TISFIED W ITH INCENTIVES

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TABLE: NO. 2.11 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR INCENTIVES AND OTHER BENEFITS INFLUENCE PERFORMANCE
TYPE OF INFLUENCE PERFORMANCE INFLUENCE DISINFLUENCE NO OPINION Total NO. OF RESPONDENTS PERCENTAGE

62 31 7 100

62% 31% 7% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 62% of the respondents Influence incentives and other benefits will influence your performance, 31% of the respondents Doesn’t Influence influence your performance. . incentives and other benefits will influence your performance, 7% of the respondents No Opinion incentives and other benefits will

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CHART: NO .2.11 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR INCENTIVES AND OTHER BENEFITS INFLUENCE PERFORMANCE

45 40 35 Percentage 30 25 20 15 10 5 0

62 62
31

31

7
INFLUENCE

7

NO OPINION

TYPE OF INFLUENCE PERFORMA NCE

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TABLE: NO. 2.12 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR MANAGEMENT INVOLVE UOU IN DECISION MAKING WHICH ARE CONNECTED TO DEPARTMENTS
DECISION MAKING WHICH ARE CONNECTED TO YOUR DEPARTMENTS YES NO Total 84 26 100 84% 26% 100 NO. OF RESPONDENTS PERCENTAGE

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 84% of the respondents management involve you in decision making which are connected to your department, 24% of person doesn’t support for management involve you in decision making which are connected to your department. .

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CHART: NO .2.12 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR MANAGEMENT INVOLVE UOU IN DECISION MAKING WHICH ARE CONNECTED TO DEPARTMENTS

26

26

84

84

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TABLE: NO. 2.13 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR REASONABLE PERIODICAL INCREASE IN SALARY
REASONABLE PERIODICAL INCREASE IN SALARY AGREE NEUTRAL DISAGREE Total NO. OF RESPONDENTS PERCENTAGE

74 16 10 100

74% 16% 10% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 74% agree of the respondents for reasonable periodical increase in salary, 16% neutral in salary.. of the respondents for reasonable periodical increase in salary, 10% Disagree respondents for periodical increase

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CHART: NO .2.13 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR REASONABLE PERIODICAL INCREASE IN SALARY

45 40 35 30 25 20 15 10 5 0

74

Percentage

74 16
NEUTRA L

16 10

10
DISA GREE

A GREE

REA SONA BLE PERIODICA INCREA IN L SE SA RY LA

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TABLE: NO. 2.14 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR JOB SECURITY EXISTS IN THE ORGANIZATION
SECURITY EXISTS IN THE ORGANIZATION AGREE NEUTRAL DISAGREE Total NO. OF RESPONDENTS 87 7 6 100 PERCENTAGE 87% 7% 6% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 87% agree of the respondents for job security exists in the organization, 7% neutral of the respondents for job security exists in the organization, 6% Disagree respondents for job security exists in the organization.

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CHART: NO .2.14 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SECURITY EXISTS IN THE ORGANIZATION

45 40 35 Percentage 30 25 20 15 10 5 0

87 87

7

7
A GREE NEUTRA L

6

6

DISA GREE

SECURITY EXISTS IN THE ORGA A NIZ TION

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TABLE: NO. 2.15 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR RELATIONSHIP WITH COLLEAGUE
RELATIONSHIP WITH COLLEAGUE YES NO Total NO. OF RESPONDENTS 82 28 100 PERCENTAGE 82% 28% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 82% agree of the respondents for good relationship with colleague In your organization, 28% disagree of the respondents for good relationship with colleague In your organization.

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CHART: NO .2.15 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR RELATIONSHIP WITH COLLEAGUE

45 40 35 Percentage 30 25 20 15 10 5 0

82

82

28

28

Y ES

NO

RELA TIONSHIP W ITH COLLEA GUE

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TABLE: NO. 2.16 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR EFFECTIVE PERFORMANCE APPRAISAL SYSTEM
EFFECTIVE PERFORMANCE APPRAISAL SYSTEM GOOD BEST POOR Total NO. OF RESPONDENTS PERCENTAGE

56 24 10 100

56% 24% 10% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 87% agree of the respondents for good effective performance appraisal system in the organization, 24% agree of the respondents for agree of the respondents for best effective performance appraisal system in the organization, 10% Disagree respondents for agree of the respondents for effective performance appraisal system in the organization.

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CHART: NO .2.16 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR EFFECTIVE PERFORMANCE APPRAISAL SYSTEM

10 EFFECTIVE PERFORMA NC EA PPRA L ISA SYSTEM
POOR

10
24

BEST

24

56

GOOD

56
Percentage 0 10 20 30 40

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TABLE: NO. 2.17 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR EFFECTIVE PROMOTIONAL OPPORTUNITES IN THE COMPANY

EFFECTIVE PROMOTIONAL OPPORTUNITES IN THE COMPANY GOOD BEST POOR Total Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 64% good of the respondents for effective promotional opportunities in the company, 28% best of the respondents for effective promotional opportunities in the company, 8% poor respondents for effective promotional opportunities in the company. 64 28 8 100 64% 28% 8% 100 NO. OF RESPONDENTS PERCENTAGE

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CHART: NO .2.17 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR EFFECTIVE PROMOTIONAL OPPORTUNITES IN THE COMPANY

45 40 35 Percentage 30 25 20 15 10 5 0

64

64

28

28

8

8

GOOD

BEST

POOR

EFFECTIV PROMOTIONA OPPORTUNITES E L IN THE COMPA NY

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TABLE: NO. 2.18 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR PERFORMANCE APPRAISAL ACTIVES ARE HELPFUL TO GET MOTIVATED

PERFORMANCE APPRAISAL ACTIVES AGREE NEUTRAL DISAGREE Total Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 78% agree of the respondents for effective promotional opportunities in the company, 12% neutral of the respondents for effective promotional opportunities in the company, 10% disagree respondents for effective promotional opportunities in the company. 78 12 10 100 78% 12% 10% 100 NO. OF RESPONDENTS PERCENTAGE

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CHART: NO .2.18 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR PERFORMANCE APPRAISAL ACTIVES ARE HELPFUL TO GET MOTIVATED

45 40 35 Percentage 30 25 20

78

78

12 15 10 5 0
A GREE NEUTRA L DISA GREE

12

10

10

PERFORMA NCE A PPRA L A ISA CTIV ES

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TABLE: NO. 2.19 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SUPPORT FROM THE COLLEAGUE IS HELPFUL TO GET MOTIVATED

SUPPORT FROM THE COLLEAGUE AGREE NEUTRAL DISAGREE Total

NO. OF RESPONDENTS

PERCENTAGE

83 15 2 100

83% 15% 2% 100

Source: Questionnaire [Primary Data] Inference: The above table shows that, out of 100 respondents, 83% agree of the respondents for Support from the colleague is helpful to get motivated, 15% neutral of the respondents for Support from the colleague is helpful to get motivated, 2% disagree respondents for Support from the colleague is helpful to get motivated.

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CHART: NO .2.19 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR SUPPORT FROM THE COLLEAGUE IS HELPFUL TO GET MOTIVATED

45 40 35 Percentage 30 25 20 15 10 5 0

83

83

15

15

2
A GREE NEUTRA L DISA GREE

2

SUPPORT FROM THE COLLEA GUE

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TABLE: NO. 2.20 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR FACTORS WHICH MOTIVATES YOU THE MOST

MOTIVATION FACTOR SALARY INCREASE PROMOTION LEAVE MOTIVATIONAL TALKS RECOGNITION TOTAL Source: Questionnaire [Primary Data] Inference:

RANKS 40 18 7 15 20 100

PERCENTAGE 40% 18% 7% 15% 20% 100

The above table shows that, out of 100 respondents, 40% of the respondents needs salary increase factor motivate, 18% of the respondents needs promotion, 7% of respondents needs leave, 15% of the respondents needs motivational talks, 20% of the respondents needs recognition motivation. In this factors are motivate the employee.

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CHART: NO .2.20.1 CLASSIFICATION OF THE RESPONDENTS ABOUT THEIR FACTORS WHICH MOTIVATES YOU THE MOST

20

40

15

7 18

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AIS Technologies www.ais.com

SUGGESTION
• • • • • • They need experienced employees to develop the Organization. In this organization motivation and support is not satisfied the employees. So the organizations give effective motivation to the employees. In the organization the employees need financial incentive support. So they provide the employee for organization development. Less number of employees only satisfied the incentive and other benefits. The employees need the change in the incentive and benefit systems The employees want to develop the friendship with colleagues so organization will arrange the team outing programs. Only 50% of the employees satisfied the performance appraisal activity and job security system. They change the system for company development.

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AIS Technologies www.ais.com

CONCLUSION
You can make a significant impact on employee morale and productivity by positively motivating them to do their best. The training programme conducted in AIS technologies has helped employee’s in developing the updated skills where by new methodology and knowledge are given together handling, analyzing and a means to achieve certain specific objectives. solving organizational problem. It’s therefore, evident that a training method is for an end in itself, but

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