Professional Documents
Culture Documents
Employee Motivation AT Syndicate Bank: Master of Business Administration
Employee Motivation AT Syndicate Bank: Master of Business Administration
AT
SYNDICATE BANK
R.BALASAIDULU
Hall ticket. No. : 226009672118
DECLARATION
CERTIFICATION
ABSTRACT
Ultimately most of the employees are satisfied with the Employee Motivation
system. And the strategies and practices adopted by the organization are good.
ACKNOWLEDGEMENTS
I avail the opportunity to thank the people with whom I have been associated
in successful completion of the Project. I had a great experience, pleasure and
immense satisfaction while performing this Project.
I express my sincere thanks to Shri. Mr. M. Narasimha Rao , Sr. Branch
manager, for giving me an opportunity to pursue my MBA final semester project
work in SYNDICATE BANK.
I would also like to extend my note of thanks to my project external guide Shri.
Mr.Srikanth Asst manager, He provided the necessary guidance, facilities and
helpful suggestions in completing my project in all aspects. I would like to
acknowledge the importance of the staff and other members of SYNDICATE
BANK.
My special thanks to Mr.Vara Prasad Reddy Director&Professior TKR
Institute of management & science and Mr.J.Senthil Program Coordinator of
MBA Department,and all the staff for their support and valuable suggestions.
I would also like to express my gratitude to my internal guide
Mrs.K.Vijaya Rani Assistant Professor of TKR Institute of management &
science under whose guidance and encouragement this project has been pursued
successfully
R.BALASAIDULU
Table of Contents
CONTENTS
PAGE NUMBERS
List of Tables
i
ii
List of Figures
1. INTRODUCTION
2. REVIEW OF LITERATURE
21
3. THE COMPANY\
4. DATA ANALYSIS &PRESENTATION
33
50
6. BIBLIOGRAPHY
53
7. APPENDICES
54
Appendix Questionnaire
LIST OF TABLES
S.N
O
T. No.
TABLE
Page
No.
1
2
3
4
5
3.1
3.2
4.1.1
4.1.2
4.1.3
4.1.4
7
8
9
10
11
12
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
13
14
15
16
4.1.11
4.1.12
4.1.13
4.1.14
17
4.1.15
18
4.1.16
Board of directors
Key Executives
The type of incentives motivate the employee more
Chi-square test-I
The factors which De-motivates the employee at work
place
Satisfaction of employees with the incentives provided by
org.
Effect of employee job on employee skills and abilites
Incentives and other benefits influence performance
Interest of management on motivation of employee
Management decisions in Employee department
Enthusiasium of employees at work
Encouragement of employees for doing work in better
way
Promotion of employees at work in the last six months
Recognization of employees work
Rank the factors which motivates employee most
Employees nomination for training and development
program
Management feedback to employees to solving work
related problems
Satisfaction of employees with their job
31
31
33
34
36
37
38
39
40
41
42
43
44
45
46
47
48
49
i
LIST OF FIGERS
S.N
Fig.No
FIGERS
Page No.
O
1
4.1.a
33
4.1.b
36
place
3
4.1.c
37
by org.
4
4.1.d
38
4.1.e
39
4.1.f
40
4.1.g
41
4.1.h
42
4.1.i
43
way
10
4.1.j
44
11
4.1.k
45
12
4.1.l
46
13
4.1.m
47
program
14
4.1.n
48
related problems
15
4.1.o
ii
49
CHAPTER: 1
INTRODUCTION
INTRODUCTION
Human beings are a resource to an organization. Like another resource they represent an
investment whose development and utilization require proper managing. There is a fundamental
trust the people are organizations most important assets.
Performance results from the interaction of physical, financial and human resource.
The first two are inanimate; they are translated into productivity only when human element is
introduced. In dealing with employees, however an intangible factor of will, violence or freedom
of choice is introduced, and workers can increase or decrease their productivity as they choose.
This human quality gives rise to need for motivation.
Motivation is one of the most important factors affecting human behavior. Motivation
not only affects other factors like perception and Learning but also affect the total performance
of an individual in organizational setting. This is the reason why managers attach great
importance to motivation in an organization.
At one time, employees were considered just another input into the production of goods
and services. What perhaps changed this way of thinking about employees was reached, referred
to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932(Dickson, 1973). This
study found employees are not motivated solely by money and employee behavior is linked to
their attitudes (Dickson, 1973)
The Hawthorne studies began the human relations approach to management, where by
the needs and motivations of employees become the primary focus of managers (Bedeian, 1993).
RESEARCH PROBLEM
The research problem in this study is associated with the motivation of employees of
SYNDICATE BANK. There are a variety of factors that influence a persons level of motivation.
Some of these factors include
1.
2.
3.
4.
5.
6.
7.
motivation and Job Satisfaction is clearly linked. Hence this study is focusing on the employee
motivation in the organization.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational programs
and also discusses management ideas that can be utilized to innovate employee motivation. It
helps to provide insights to support future research regarding strategic guidance for organizations
that are both providing and using reward/recognition programs.
The project is done for the period of 45 days the information gathered may not be cent
percent accurate and thus have the following limitations.
1. This study covers those employees who are working at SYNDICATE BANK.
2. The understand and knowledge may vary from person to person. The replied gives by the
respondents are taken for granted, though they are not uniform.
3. Since names are mentioned in most of questionnaires, most of the employees answered
favorable to the company. This might have led to wring finding in the study.
4. The interpretation being based on percentage method is not definite.
5. The report is subjects to changes with fast changing scenario.
METHODOLOGY:
SCOPE:
1. The study is aimed at finding out the employees opinions of SYNDICATE BANK.
2. The research as taken up 50 samples for study.
3. The information obtained from the primary and secondary data was limited to
SYNDICATE BANK.
4. The study is restricted to a particular area (Hyderabad, Chikkadapally).
Sample Design
A sample design is a finite plan for obtaining a sample from a given population. Simple
Random sampling is used for this study.
Sample Size
Number of the sampling units selected from the population is called the size of the
sample. Sample of 50 respondents were obtained from the population.
Sources of Information:
The data were collected through Primary and secondary sources.
Primary Source:
The primary sources are discussion with employees, datas collected through
questionnaire.
Secondary Source:
The secondary data mainly consists of data and information collected from records,
companywebsites and also discussion with the management of the organization. Secondary data
was also collected from journals, magazines and books.
Questionnaire:
A well defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of the
system. A defeated questionnaire was carefully prepared and specially numbered. The questions
were arranged in proper order, in accordance with the relevance.
Tools and Techniques:
Chi-square test is used to test the hypothesis and draw inferences
CHAPTER: 2
LITERATURE REVIEW
INTRODUCTION
Rensis Likerthas called motivation as the core of management. Motivation is an effective
instrument in the hands of the management in inspiring the work force .It is the major task of
every manager to motivate his subordinate or to create the will to work among the subordinates.
It should also be remembered that the worker may be immensely capable of doing some work,
nothing can be achieved if he is not willing to work .creation of a will to work is motivation in
simple but true sense of term.
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 motives or needs 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.
The word motivation has been derived from motive which means any idea, need or
emotion that promots a man into action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can
be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of motivation
studies the motives of individuals which cause different type of behavior.
Meaning of motivation:
Motivation has been variously defined by scholars. Usually one or more of these words
are included in the definition: desires, wants, aims, goals, drives, movies and incentives.
Motivation is derived from the Latin word Move on which means to move.
Human motives are internalized goals within individuals. A motive is an inner state that
energies activates, or moves and directs or channels behavior towards goals.
Definition:
1. Motivation is the complex forces starting and keeping a person at work in the
organization.
2. Motivation is the various drives within or environmental forces surrounding individual
that stimulate or attract them in a specific manner.
3. Motivation is the art of understanding motives satisfying them to direct and sustain
behavior towards the accomplishment of organization goals.
4. Motivation is the process of operating organizational conditions which will impel
employees of any emotion or desire operation ones will and prompting or driving at it to
action.
Motivation consists of the three interaction and interdependent elements of needs, drives
and goals.
Needs:
These are the deficient, and create whenever there is a physiological or psychological
imbalance.
Drive or motives:
These are set to alleviate needs. These are action oriented and provide an energizing
thrust toward goal accomplishment. They are the very heart of the motivation process.
Goal:
Goals are anything which will alleviate a need and reduce a drive.
Nature of motivation:
Following are some of the characteristics of motivation derive from the definitions
given by various authors.
1. Based on motives: Motivation is base on individuals motive which are internal to individual.
These motives are in the form of feeling that the individual lacks something.
2. Goal directed behavior: Motivation Leads to goal directed behavior. A goal directed behavior
is one which satisfied the causes for which behavior takes place. Motivation has profound
influence on human behavior.
3. Related to satisfaction: Motivation is related to satisfaction. Satisfaction is refers to the
contentment experiences of an individual which we derives out of needs fulfillment.
4. Complex process: Motivation is a complex process; complexity emerges because of the
nature if needs a types of behavior that need attempted to satisfied those needs.
Significance of Motivation:
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 organization. The following
results may be expected if the employees are properly motivated.
1. 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.
2. Workers will tend to be as 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.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less.
Better quality of products will also increase the public image of the business.
Types of needs:
There are many needs which an individual may have and there are various ways in which
may be classified? Needs may be natural, biological phenomenon in an individual or these may
develop over the period of time through learning. Thus, need may be grouped into 3 categories:
1. Primary need
2. Secondary need
3. General needs
1) Primary needs: These are also known as physiological, biological, basic, or unclear needs.
These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned by the
individual through experience and interaction. Emergency of these needs depends in learning.
3) General needs: Through a separate classification for general needs is not always given, such
a category seems necessary because there are a number of needs which lie in the grey area
between the primary and secondary needs. In fact, there are certain needs such as need for
competence, curiosity, manipulation, affection, etc.
Theories of Motivation:
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six
major approaches that have led to our understanding of motivation are McClellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy
or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two
factor Theory.
McClellands Achievement Need Theory:
According to McClelland there are three types of needs
Need for Achievement (n Ach):
This need is the strongest and lasting motivating factor. Particularly in case of persons
who satisfy the other needs. They are constantly pre occupied with a desire for improvement and
lack for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power (n Pow):
It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic leadership style, while
it negative application tends autocratic style.
The person advances to the next level of needs only after the lower Level need is
at least minimally satisfied.
The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show.
The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as
follows:
Self actualization
Self esteem
Social
Safety & security
Physiological
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.
Two Factor Theory:
Douglas McGregor introduced the theory with the help of two views; X assumptions are
Conservative in style Assumptions are modern in style.
X Theory
Y Theory
People will exercise self direction and control towards achieving objectives they are
Types of motivation:
There are 2 types of motivation. They are
1. Positive motivation.
2. Negative motivation.
Positive motivation is a process of attempting to influence others to do your will through the
possibility of gain or reward. Incentive motivation is the pull mechanism.
Negative motivation or fear motivation is based force or fear. Fear causes person to act in a
certain way because they are afraid of the consequences if they dont Fear motivation is the push
mechanism.
The objective of motivation is to create condition in which people are willingly to work with
zeal, initiative, interest and enthusiasm, with a high personal and group.
Moral satisfaction with a sense of responsibility, loyalty and discipline and with pride and
confidence in a most cohesive manner so that the goal of an organization are achieved
effectively.
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand it can be improved quickly. As a guideline, there are
broadly 7 strategies for motivation.
Positive reinforcement
Effective discipline and punishment
Treating people fairly
Satisfying employee needs
Setting work related goals
Restructuring job
Based rewards on job performance
In addition to needs and drives, workers have expectations from their employer-they
expect:
Most of these needs, expectations and aspirations are unexpressed-it is up to the employer to
develop a good system of company communications, employee relations, Motivation that will
lead to an environment of openness, cooperation, team work, and motivation that will benefit all
the parties involved.
Motivational methods:
1. Building confidence:
Facing a challenge, meeting it and mastering it help build confidence.
2. Team building:
Team unite and work together when they identify a common purpose whether the aim is
the tallest tower made out of newspaper, or a game of rounders on the park. Competition in
teams or groups creates teams and ignites team effort
3. Coaching and Training:
Games and activities provide a perfect vehicle for explaining the Motivation process
(train the trainer for example) to managers, team leaders and trainers.
5. Continual development:
Introducing people, staff or employees to new experiences opens their minds to new
avenues of personal development, and emphasizes the opportunity for continuous learning that is
available to us all.
6. Improving empathy and communications for motivation
To communicate we must understanding the other person. Empathy and intuitive skills
are right-side brain of the brain, which we use when we communicate and understand others.
Team activities and games promote communications and better mutual understanding-essential
for good organizational performance.
CHAPTER: 3
THE COMPANY
INTRODUCTION
SYNDICATE BANK
Karnataka with a capital of Rs.8000/- by three visionaries - Sri Upendra Ananth Pai, a
businessman, Sri Vaman Kudva, an engineer and Dr.T M A Pai, a physician - who shared a
strong commitment to social welfare. Their objective was primarily to extend financial assistance
to the local weavers who were crippled by a crisis in the handloom industry through mobilizing
small savings from the community. The bank collected as low as 2 annas daily at the doorsteps of
the depositors through its Agents under its Pigmy Deposit Scheme started in 1928. This scheme
is the Bank's brand equity today and the Bank collects around
scheme.
The progress of Syndicate Bank has been synonymous with the phase of progressive
banking in India. Spanning over 80 years of pioneering expertise, the Bank has created for itself
a solid customer base comprising customers of two or three generations. Being firmly rooted in
rural India and understanding the grassroot realities, the Bank's perception had vision of future
India. It has been propagating innovations in Banking and also has been receptive to new ideas,
without however getting uprooted from its distinctive socio-economic and cultural ethos. The
Bank has been operating as a catalyst of development across the country with particular
reference to the common man at the individual level and in rural/semi urban centers at the area
level. The Bank is well equipped to meet the challenges of the 21st century in the areas of
information technology, knowledge and competition. A comprehensive IT plan is being put in
place and the skills and knowledge of the Bank's personnel are being upgraded through a variety
of training programmes to promote customer delight in every sphere of its activity. The Bank has
launched an ambitious technology plan called Centralized Banking Solution (CBS) whereby 500
of our strategic branches with their ATMs are being networked nationwide over a 4 year period.
MEMORABLE MILESTONES IN A 82-YEAR JOURNEY
Growing Far And Wide :
1925
Launched in 1928 by Dr.T.M.A.Pai, one of the Founders to encourage the habit of thrift
and small savings. Pigmy Scheme symbolises the description of the Bank as "a small
1961 Industrial Finance Department was set up to encourage advances to Small Industries and
Entrepreneurs in keeping with the policy of assisting the common man.
1968 Bank's commitment to the philosophy of social lending since inception provided the spark
for introduction of social control measures in the country . 32% of the Bank's branches
were in rural areas as against 22% for the entire Banking system.
1969 Bank was nationalised on 19th July 1969. Bank was acknowledged as a live example of
mass banking and as a powerful catalyst of social change. Nationalisation therefore merely
meant change of ownerhsip.
1995 Established Hi Tech Agriculture Branches
TECHNOLOGY INITIATIVES
1999 FICCI AWARD for institutional initiative in the field of "Rural Development" to
RUDSETI jointly sponsored by Syndicate Bank
2001 Banking Technology Award for innovative use of Banking Applications on INFINET
awarded by IDRBT, Hyderabad
2003 Banking Technology Award conferred on Syndicate Bank by IDRBT, Hyderabad for 2003
2006 "Special Award for Use of IT for Customer Service in Semi-Urban and Rural Areas",
conferred by IDRBT, Hyderabad for 2006
2006 Best Core Banking Project Award for Large Banks in 2006 awarded by The Asian Banker
2009 Best Performer award by NABARD for Highest Average Loan Size under SHG -Bank
linkage programme among commercial banks operating in Karnataka.
MANAGEMENT TEAM:
Board of Directors
S.No
Name
Designation
Chairman and Managing
Mr. A S Rao
Director
Director
Director
Director
Director
Mr. A R Nagappan
Director
Employee Director
Employee Director
10
Executive Director
11
Mr. V K Nagar
Executive Director
(Table 3.1)
Key Executives
S.No
1
Name
Mr. Basant Seth
Designation
Chief Executive Officer
Company Secretary &
Mr. R Ravi
Compliance Officer
Mr. S K Abrol
(Table 3.2)
Deposit accounts
Non-resident (External) Rupee Accounts (NRE A/cs.) - For Interest Rates Click NRE A/c
Foreign Currency Non-resident Accounts (FCNR(B) A/cs) -- For Interest Rates Click
FCNR (B)
For premature withdrawal of term deposits, the interest will be paid at the rate applicable
to the period for which the deposit remained with the Bank or at contracted rate
whichever is lower, less penalty, as under :
==============================================
: No interest payable
: 1% upto and including one year
: 0.5%
===============================================
CHAPTER: 4
DATA ANALYSIS
AND
INTERPRETATIONS
c) Both
Particulars
Monetary
incentives
Non-financial
incentives
Both
Total
(Table 4.1.1)
No. of Respondents
15
Percentage
30
18
26
52
100
50
60
52
50
40
30
20
30
18
10
0
(Chart 4.1.a)
4.2.1 INTERPRETATION:
The table shows that 52% of the respondents are expressing that both financial and nonfinancial incentives will equally motivate them, 18% are expressing non-financial incentives
motivates and 30% respondents says we only motivated through monetary incentives only.
Computation of Chi-square on the types of incentives motivates employees:
Null hypothesis (Ho): there is no significance difference between two departments i.e.
Human Resource and Finance department.
Departmen
Monetarey
Non-Financial
ts
HR
Finance
Total
Incentives
6
9
15
Incentives
3
6
9
Both
10
16
26
Total
19
31
50
OBSERVED
VALUES:
EXPECTED VALUES:
Row total* column total
Grand total
S.NO
1
2
3
4
5
6
TOTAL
ORIGINAL
VALUE
6
3
10
9
6
16
EXPECTED
VALUE
5.7
3.42
9.88
9.3
5.58
16.12
(Oi-Ei)
0.3
-0.42
0.12
-0.3
0.42
-0.12
(Oi-Ei)2
0.09
0.18
0.01
0.09
0.18
0.01
(OiEi)2/Ei
0.02
0.06
0
0.01
0.98
0.23
1.43
(Table 4.1.2)
2 calculated = 1.43
Tabulated value of 2 for 2 degree of freedom at 5% level of significance is 5.488 (2 tabulated =
5.488).
Conclusion:
2.
a)
b)
c)
Particulars
Job profile
Company policy
Work environment
Total
(Table 4.1.3)
No. of Respondents
14
16
20
50
Percentage
28
32
40
100
45
40
40
35
32
28
30
25
20
15
10
5
0
Job profile
Company policy
Work environment
(Chart 4.1.b)
4.2.2 INTERPRETATION:
The table shows that 40% of the respondents are de-motives with work environment and
32% with company policy and 28% of the respondents are de-motives with job profile. From this
it can be concluded that work environment and company policy are de-motives at work place.
3. How far you are satisfied with the incentives provided by the organizations?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
Particulars
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total
(Table 4.1.4)
No. of Respondents
18
29
3
0
0
50
Percentage
36
58
6
0
0
100
70
58
60
50
40
36
30
20
6
10
0
(Chart 4.1.c)
4.2.3 INTERPRETATION:
The table shows that 36% of the respondents are highly satisfied and 58% of the
respondents are satisfied with incentives provided by the organization so we can conclude most
of the employees are satisfied with the incentives provided by the organization.
4. Does your Job improve your skills and abilities?
a) Yes
b) No
c) Never
Particulars
Yes
No
Never
Total
70
(Table 4.1.5)
No. of Respondents
32
10
8
50
Percentage
64
20
16
100
64
60
50
40
30
20
20
16
10
0
Yes
No
Never
(Chart 4.1.d)
4.2.4
INTERPRETATION:
64% of the respondents are agreed that their job improves their skills and abilities and
20% of the respondents agreed that their skills and abilities are not improves. It can be conclude
that their job improves their skills and abilities.
5.
a)
b)
c)
Do you think that the incentives and other benefits will influence your performance?
Influence
Does not influence
No opinion
(Table 4.1.6)
Particulars
Influence
Does not influence
No opinion
Total
70
No. of Respondents
32
12
6
50
Percentage
64
24
12
100
64
60
50
40
30
24
20
12
10
0
Influence
No opinion
(Chart 4.1.e)
4.2.5 INTERPRETATION:
The table shows that 64% of the respondents those incentives and other benefits will
influence their performance,24% respondents says they are not influence their performance and
12% respondents did not say any opinion.
6. Management is really interested in motivating the employees?
a) Agree
b) Disagree
c) Neutral
Particulars
No. of respondents
Percentage
Agree
Disagree
Neutral
total
25
18
7
50
(Table 4.1.7)
50
36
14
100
60
50
40
30
50
20
36
10
14
0
Agree
Disagree
Neutral
(Chart 4.1.f)
4.2.6 INTERPRETATION:
From the above table 50% of the employees are agreed that the management is really interested
in motivating the employees and 36% of the employees are disagreed and 14% are neutral.So it
can be concluded that management is really interested in motivate the employees in organization.
7. Does the management involve you in the decision making which are connected to your
department?
a) YES
b) No
c) Occasionally
Particulars
Yes
No
Occasionally
TOTAL
No. of Respondents
47
0
3
50
(Table 4.1.8)
Percentage
94
0
6
100
100
90
80
70
60
50
94
40
30
20
10
0
0
No
Yes
6
Occasionally
(Chart 4.1.g)
4.2.7 INTERPRETATION:
The table shows 94% of the respondents agree that they the management involves them
in decision making which are connected their department.
8. Do you enthusiastic about your work?
a) Always
b) Sometimes
c) Never
Particulars
Always
No. of Respondents
15
Percentage
30
Sometimes
Never
TOTAL
30
5
50
60
10
100
(Table4.1.9)
PERCENTAGE
Never; 10
Always; 30
Always
Sometimes
Never
Sometimes; 60
(Chart4.1.h)
4.2.8 INTERPRETATION:
From the above table, we can conclude that 60% of the respondents agreed that they feel
enthusiastic some times in their work.
9. Are you encouraged to come up with new and better ways of doing things?
a) Strongly agree b) agree c) Neutral d) Disagree
Particulars
Strongly agree
agree
No. of Respondents
20
10
e) Strongly disagree
Percentage
40
20
Neutral
12
Disagree
8
Strongly disagree
0
TOTAL
50
(Table4.1.10)
24
16
0
100
45
40
35
30
25
20
40
15
10
20
24
16
5
0
Strongly agree
agree
Neutral
Disagree
0
Strongly disagree
(Chart4.1.i)
4.2.9 INTERPRETATION:
From the above table we can conclude that 40% of the employees agreed that they are
encouraging to come up with new and better ways of doing things.
10. Have you been promoted at work in the last six months?
a ) Yes
b) No
Particulars
No. of Respondents
Percentage
Yes
No
Total
18
32
50
36
64
100
(Table4.1.11)
Yes; 36
Yes
No
No; 64
(Chart4.1.j)
4.2.10 INTERPRETATION:
The table shows that 64% of the employees are not promoted from the last six months
and 36% of the employees are promoted. From this we can conclude that most of the employees
are not promoted.
11. Are you adequately recognized for your good work?
a)
Agree
b)
Disagree
c)
neutral
Particulars
No. of Respondents
Percentage
Agree
Disagree
Neutral
Total
28
10
12
50
56
20
24
100
(Table4.1.12)
60
50
40
30
56
20
10
20
24
0
Agree
Disagree
Neutral
(Chart4.1.k)
4.2.11 INTERPRETATION:
The figure shows that 56% of the employees agreed that they are recognized for good work
and 20% are disagreed and 24% respondents are neutral.So it can conclude that most of the
employees recognized by their good work.
12. Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4 respectively)
No.
1
2
3
4
5
Factors
Salary increase
Promotion
Leave
Motivational talks
`reorganization
Rank
Particulars
No. of Respondents
Salary increase
21
Promotion
15
Leave
3
Motivational talks
5
recognization
6
Total
50
(Table4.1.13)
45
40
35
30
25
20
15
10
5
0
Percentage
42
30
6
10
12
100
42
30
6
10
12
(Chart4.1.l)
4.2.12 INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in salary will
motivate them the most.
13. Have you been nominated for training & development programmes for the last 6 months?
a) Yes
b) No
Particulars
Yes
No
Total
No. of Respondents
30
20
50
(Table4.1.14)
Percentage
60
40
100
40
Yes
No
60
(Chart4.1.m)
4.2.13 INTERPRETATION:
The table shows that 60% of the respondents are expressing that they are nominated for
training and development programme in the organization for the last 6 months.
14. Does the management provide continuous feed back in solving work related problems?
a) Strongly Agree
b) Agree
Particulars
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
TOTAL
c) Neutral
Number of Respondents
14
16
9
5
6
50
Percentage
28
32
18
10
12
100
(Table4.1.15)
35
30
32
28
25
18
20
15
10
10
12
5
0
(Chart4.1.n)
4.2.15 INTERPRETATION:
The table shows that 28% of respondents strongly agreed and 32% agree that they are
getting feedback from management and 20% are neutral and 10% are disagree that they are not
getting feedback from the management.
15. Overall are you satisfied with your job?
a) Yes
b) No
Particulars
Yes
No
TOTAL
Number of Respondents
28
22
50
(Table4.1.16)
Percentage
56
44
100
60
56
50
44
40
Yes
30
No
20
10
0
Percentage
(Chart4.1.o)
4.2.16 INTERPRETATION:
The figure shows that 56% of the respondents are satisfied with their job and only 44% of
the respondents agreed that they are not satisfied with their job.It can be concluded that most of
the respondents are satisfied with their job.
CHAPTER: 5
SUMMARY
&
CONCLUSIONS
FINDINGS
The findings of the study are follows
The employees are satisfied with the present incentive plan of the company
Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
Appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the employees
CONCLUSION
The study concludes that, the motivational program procedure in SYNDICATE BANK is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. The study was conducted among 50
employees and collected information through structured questionnaire. The Study helped to
findings, which were related with employee motivational, programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work and results
in his satisfaction too. The organization can still concentrate on specific areas which are evolved
from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the motivational programs procedure in
the future. The suggestions of this report may help in this direction.
SUGGESTIONS
The suggestions for the findings from the study are follows
Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
Non financial plans should also be implemented; it can improve the productivity level of
the employees.
BIBLIOGRAPHY
BOOKS REFFERED
K.Aswathappa,
2006,
Organizational
Behaviour-
Text,
Cases
and
games,
HRM Review July 2010. by Dr.G C NAG Adjunct Professor, IBS Mumbai
WEB REFERENCES:
www.google.com
www.syndicatebank.co.in
www. motivationnaukrihub.com
www. humanresources.about.com
ANNEXURE
QUESTIONNAIRE
Employee Name:
Age:
Sex:
Designation:
Department/Branch:
Marital status:
Salary:
5. Do you think that the incentives and other benefits will influence your performance?
a) Influence
b) Does not influence
c) No opinion
6. Management is really interested in motivating the employees?
a) Agree
b) Disagree
c) Neutral
7. Does the management involve you in the decision making which are connected to your
department?
a) Yes
b) No
c) Occasionally
8. Do you enthusiastic about your work?
a) Always
b) Sometimes
c) Never
9. Are you encouraged to come up with new and better ways of doing things?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
10. Have you been promoted at work in the last six months?
a) Yes
b) No
11. Are you adequately recognized for your good work?
a) Agree
b) Disagree
c) Neutral
12. Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4 respectively)
No.
1
2
3
4
5
Factors
Salary increase
Promotion
Leave
Motivational talks
`reorganization
Rank
13. Have you been nominated for training & development programmes for the last 6 months?
a) Yes
b) No
14. Does the management provide continuous feed back in solving work related problems?
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
Thank You
Signature