Asia Pacific Journal of Research

ISSN (Print) : 2320-5504
ISSN (Online) : 2347-4793

A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH
REFERENCE TO GABRIEL INDIA LIMITED
A.Sahana1, Mahalakshmi2
1

(Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru, India)
2

(MBA IV Semester, Department of MBA, The Oxford College of Engineering, Bengaluru, India)

ABSTRACT
From the era of scientific management the works of F.W. Taylor, Henry Gantt to McGregor’s Theory X and Theory Y, all of them
have affirmed that employee motivation and their performance are directly related. Irrespective of the type of organization,
motivation plays a major role in enhancing the performance of employees and also for achieving organizational goals. A
combination of intrinsic and extrinsic motivators helps the managers to effectively prompt ordinary people to accomplish
outstanding results at their work place. This study intends to study the effectiveness of employee motivation; always a good
motivational program is essential to achieve the goal of the organization. . The primary data was collected through survey
method using questionnaire that comprised of questions on a 5 point Likert scale. Non – probability judgmental sampling
technique was used for data collection from a sample size of 100 respondents. Chi – square test was used for testing the
hypotheses.
Keywords : Employee motivation, intrinsic and extrinsic motivators, factors affecting motivation .
1. Introduction
A process of prompting an employee into action by fulfilling his need or emotion is known as motivation. There are
examples of occurrence of various forms of stimuli in an employee's behavior. This stimulus depends upon the credibility of the
concerned person who tries to motivate. It can also be described as an internal condition of mind that activates and directs our
actions which is known by learning his/her desires and needs. Motivation is an individual‟s readiness to make use of efforts in the
direction of accomplishing their goal.
There are different kinds of theories that describe diverse kinds of fixation that stimulates a man's behavior. There are
different motivators that motivate different people in different situation. Motivation is one of the efficient tools that can be used
for inspiring the workforce. For each manager, motivating his or her subordinate is an important task. They must determine that
some of their employees will be massively skilled at work, however they may not be willing to work when nothing can be
achieved. Willingness to work is major creation of motivation by a manager, which may be simple but true intellect of the word.
Managers perform the process of inspiring or triggering the employees to strive for the success of organisation objective.
2. Review of Literature
Motivation is a necessary component in understanding, studying and analyzing human behavior. It helps a manager to
determine the motives that influence the behavior of worker at workplace to achieve objectives. Human needs are unlimited.
Fulfillment of one set of wants elevates the employee to the next level of wants and needs (Yudhvir and Sunit 2012).
As a continuous process motivation can be identified as the process that accounts for an employee‟s passion, direction
and perseverance of efforts that help in accomplishment of goals. Many a times, motivation stems from a need that has to be
satisfied and this in turn leads to a selective behavior. Fulfillment of needs results in some sort of reward, which will be either
intrinsic or external. The former are derived from among the individual, e.g. taking pride and feeling good concerning a job,
whereas the latter pertains to rewards given by organization (Yudhvir and Sunit 2012).

www.apjor.com Vol: I. Issue XXXIX, May 2016

154

7% were 36 – 45 years age group and 3% belonged to 46 – 55 years age group.apjor. The managers must necessarily understand employee motivation because the need differs from each and every one.  To study the techniques that motivates the employees at 4. Hypotheses H01: There is no significant association between incentives and level of motivation.Asia Pacific Journal of Research ISSN (Print) : 2320-5504 ISSN (Online) : 2347-4793 Intrinsic motivation Intrinsic motivation is stimulus that arises from within. compensation. working conditions. The primary data was collected through survey method using questionnaire that comprised of questions on a 5 point Likert scale. They need to learn previous and current motivational programs to motivate their own employees. Extrinsic motivation Extrinsic motivators include security. 3. Demographic Profile The demographic profile (Table 6. He implies that satisfying employee internally by appreciating and recognizing and involving them in decision making and by increasing the task they are motivated a lot. 5. 20% were under graduates and 5% were post graduates. H02: Involvement in decision making is not a motivating factor. According to Quratul-Ain Manzoor(2011) recognition and empowerment is an essential part for enhancing employee towards organizational tasks. Good remuneration policy and different kind of rewards are the most important tool that makes employee commit to the work to perform better job. 12% have 6-10 years of experience. 10% have 11-15 years of experience and 3% of the respondents have 16 – 20 years of experience. According to this paper the opportunities and challenging work help the employees‟ motivational level and non-monetary motivational tools like „recognition‟ motivates them a lot. promotion criteria. According to Muogbo(2013) reward system is the key for motivating the employees based on the day-to-day performance because individual performance will depend on the level of motivation given to the employees. Krishnagiri District . When the employees are recognized for the work done then they feel more committed and responsible towards the work and organization. Babatunde (2015) motivated employees contribute to achievements of the organization. and also he implies that manager must understand the ability to identify the reward system. talented and ambitious employees should be provided with rooms for developing their full potential which motivates them a lot. By empowering employees has also leaded them in the positive relationship between each other which makes them motivated to achieve more task and to accept responsibility. Objective of the Study The objectives of the study are:  To find out the level of motivation of employees with reference to their attributes. 50% have 1 – 5 years of experience. Non – probability judgmental sampling technique was used for data collection from a sample size of 100 respondents. Hosur taluk. H03: There is no significant association between recognition given and level of motivation H04: Improvement in job is not a motivator factor H05: There is no significant relationship between stress relief program and level of motivation. 25% of the respondents have less than 1 year of experience. 6. work itself. The sampling unit considered for this research purpose were the employees of Gabriel India Limited working at their office which is located at Moranampalli village. Intrinsic motivators at job include achievement. According to Ukaejiofo Rex Uzonna (2013) various motivational theories were used which are helpful in understanding the employees. If motivation does not happen in the right time then it may result in the displeasure through less commitment in the job and performance level. advancement. Only when the employees are internally satisfied their productivity level increases and organization is able to achieve profit maximization. salary hike and status. Abbah(2014) employees are valuable asset for the organization who can deliver immense value to the organization in bringing revenue growth. 75% of the respondents were of 18 – 25 years age group. Chi – square test and weighted average ranking method was used for testing the hypotheses.  To identify the present job motivators of the employees. 75% of the respondents were diploma holders. Factors affecting motivation According to Maryam T. interpersonal relations. May 2016 155 . www. To get the best from the employees they should be trained and let they to do what they are best in. II SIPCOT. According to Osabiya.com Vol: I. 15% were 26 – 35 years age group. It comes from the personal enjoyment and educational achievement that we derive from doing that particular thing (Yudhvir and Sunit 2012). It is rightly said that “to be a productive at job the employee needs to be happy at his/her job”. These are the concepts which help in improving the performance level of their work. Issue XXXIX. responsibility and scope for growth. Tamil Nadu. Research Methodology The research carried out for the purpose of this study is descriptive in nature. and also he specifies that hard working.1) indicates that 60% of the respondents were male and 40% were female.

Sl. No. job improvement. No 1 Table 6. involvement in decision making. and stress relief program. recognition.2 Involvement in decision making as Motivator Percentage 0 10 42 28 20 100 42% of the respondents „occasionally‟ prefer Involvement in decision making as Motivator. 1 2 3 4 5 Table 6.2 Incentive as Motivator Option Percentage Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total Graph 6. Table 6. Results and Discussion  Objective 1: To find out the level of motivation of employees with reference to their attributes. Issue XXXIX.45 46 .1 Incentive as Motivator 15 30 38 17 0 100 45% of the respondents are satisfied with incentive as a motivator and 38% of the respondents are neither satisfied nor dissatisfied with incentive as a motivator and 17% are dissatisfied with incentive as a motivator. 1 2 3 4 5 Option Very frequently Frequently Occasionally Rarely Very rarely Total Graph 6. May 2016 156 .Asia Pacific Journal of Research ISSN (Print) : 2320-5504 ISSN (Online) : 2347-4793 Sl.25 26 – 35 36 .com Vol: I. www. No.apjor.55 Diploma Under Graduate Post Graduate Less than 1 year 1 – 5 years 6 – 10 years 11 – 15 years 16 – 20 years 60 40 75 15 7 3 75 20 05 25 50 12 10 03 Percentage 100 100 100 100 7.1 Demographic Profile of respondents Demographic Characteristics Respondents Gender 2 Age 3 Educational Qualification 4 Experience Male Female 18 . The attributes selected for this purpose are incentives.3 Involvement in decision making as Motivator Sl.

3 Recognition as Motivator Sl. 1 2 3 4 5 Table 6. May 2016 157 . Sl. Issue XXXIX.com Vol: I. 30% are neither satisfied nor dissatisfied with recognition as a motivator and 20% are dissatisfied with recognition as a motivator.Asia Pacific Journal of Research ISSN (Print) : 2320-5504 ISSN (Online) : 2347-4793 Graph 6.4 65% of the respondents agree that job improvement is a motivating factor Stress Relief as Motivator Table 6.apjor. 1 2 3 4 Table 6. No.5 It can be opined from the above table that for 35% of the respondents stress relief programmes act as a motivator while 40% of the respondents are neither satisfied nor dissatisfied with stress relief programmes as a motivator.4 Recognition as Motivator Option Percentage Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total 10 40 30 20 0 100 40% of the respondents are satisfied with recognition as a motivator. www. 1 Highly satisfied 00 2 Satisfied 35 3 Neutral 40 4 Dissatisfied 25 Total 100 Graph 6. No.6 Stress Relief as Motivator Sl. Option Percentage No.5 Job Improvement as Motivator Option Percentage Highly agree Agree Neutral Disagree Total Job Improvement as Motivator 15 50 25 10 100 Graph 6.

Asia Pacific Journal of Research ISSN (Print) : 2320-5504 ISSN (Online) : 2347-4793 Attributes Incentives Involvement in decision making Recognition Job Improvement Stress relief program Table 6.45 3. „Scope for growth‟ is ranked 4th.009 Significance@5%.4 9. „status‟ is ranked 5th.488 4 0. Motivators Reasonable salary Job security Company recognition Working conditions Status growth Promotion Criteria Interpersonal relationship Table 6.002 0.Sig χ2 df Result value (2-sided) 42. www. „job security‟ is ranked 2nd.65 4.66 3.05.80 3. „challenging and exciting work‟ is ranked 5th. Table 6. Issue XXXIX. stress relief program and level of motivation.7) that the calculated χ2 value is greater than the table value and the p-value is less than 0.com Vol: I. Objective 2: To identify the extrinsic and intrinsic job motivators. hence reject H02 50 38 72.815 9.95 3. hence reject H01 62.8 indicates that the respondents have ranked „Opportunity for advancement‟ as 1st rank. hence reject H04 Significance@5%. Therefore null hypotheses is rejected and concluded that there is a significant relationship between incentives. „interpersonal relationship‟ is ranked 3rd.006 Significance@5%.5 9. hence reject H03 Significance@5%.003 0.8 Intrinsic motivators at Job Number of respondents Motivators 5 4 3 2 60 20 12 8 Achievement 20 30 45 5 Scope for growth 45 20 30 5 Opportunity for advancement 10 20 60 10 Challenging and exciting work 20 35 40 5 Recognition 1 0 0 0 0 0 Mean Rank 4.74 3. „Achievement‟ is ranked 2nd.9 Extrinsic motivators Number of respondents 5 4 3 2 1 0 20 60 15 5 20 46 22 12 0 5 25 52 18 0 25 40 25 10 0 09 19 50 22 0 3 5 57 25 10 10 20 58 12 0 Mean Rank 2.30 3.7 Motivational Factors that Influence Employees Table Asymp. hence reject H05 It can be observed from the table (6.70 2 4 1 5 3 The weighted average ranking method in table 6. May 2016 158 . recognition.488 4 3 4 0. „Recognition‟ is ranked 3rd. involvement in decision making.17 3. job improvement.apjor.15 2. „reasonable salary‟ is ranked 6th and „promotion criteria‟ is ranked 7th.28 6 2 4 1 5 7 3 The above table indicates that „working conditions‟ is ranked 1st.488 4 0. „company recognition‟ is ranked 4th.32 3.000 Significance@5%.488 7.90 9.

motivation can either facilitate or damage an organisation. Books referred 1. Yudhvir and Sunit (2012).2006-9812 pp: 199-211. Ltd. issue 3. pp:62-75.pvt. May 2015. PP 01-08 2. Journal of Public Administration and Policy Research Volume 7. Employee motivation: The Key to Effective Organizational Management in Nigeria. Pearson Education.B. The Impact of Employee Motivation On Organizational Performance (A Study Of some Selected Firms In Anambra State Nigeria). Employee‟s Motivation: Theories and Perspective. It is understandable that there have been many researchers who have tried to understand what motivates people and findings have always suggested combinations of extrinsic and intrinsic factors and any one theory cannot describe all categories of employee behaviour. Motivation is essential for every organization because without human factor nothing can be achieved. The effect of employees‟ motivation on organizational Performance. Volume 3. Himalaya Publishing House. p-ISSN: 2319-7668. „challenging and exciting work‟ is ranked 5th as intrinsic motivators. Abbah (2014).95 3. Oxford&IBH Publishing co. May 2016 159 . Human Resource and Personnel Management‖. 2013. Issue 4. Maryam T .Rao (2006). Depending on its usage. „Achievement‟ is ranked 2nd. while „Opportunity for advancement‟ as 1 st rank. „Achievement‟ is ranked 2nd. Readings in Human Resource Development‖. 3. I (Apr. job enlargement is ranked 3rd. Quratul-Ain Manzoo (2011). „Recognition‟ is ranked 3rd. The International Journal Of Engineering And Science (IJES) . REFERENCES 1. 2013. involvement in decision making. Journal of Economics and International Finance. „financial incentives‟ is ranked 5th and „job enrichment is ranked 7th as motivational techniques of employees. 56-64. Techniques Financial Incentives Job enrichment Job enlargement Job rotation Participation Quality of work life Table 6. Motivation is the key to performance enhancement.Asia Pacific Journal of Research ISSN (Print) : 2320-5504 ISSN (Online) : 2347-4793 Objective 3: To identify the techniques that motivates the employees at Gabriel.78 5 6 3 4 1 2 It can be opined from the above table (6.Volume 2(7) Pages 7080. Ukaejiofo Rex Uzonna . IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X. (2013). Muogbo U. „challenging and exciting work‟ is ranked 5 th as extrinsic motivators. 4. Robbins Stephen P & Coulter Mary.1905. „Scope for growth‟ is ranked 4th. „job rotation‟ is ranked 4th. Moreover „Opportunity for advancement‟ as 1st rank.10) that „work participation‟ is ranked 1 st. 4.54 3. July 2012. 5. T. Conclusion The study concludes that that there is a significant relationship between incentives. Volume 5. Personnel Management‖.com Vol: I. Mammoria C. Issue XXXIX. Babatunde Joseph (2015).26 3. Volume 16. ISSN : 2141-2480 . „Scope for growth‟ is ranked 4th. 6.apjor. 2011. (2003). Osabiya.S (2013). ISSN(e): 2319 – 1813 ISSN(p): 2319 – 1805 3. 8. Aswathappa (2001). „Recognition‟ is ranked 3rd. Issue 5. 2.10 Motivation techniques Number of respondents 5 4 3 2 15 30 25 15 25 10 15 35 35 25 12 15 28 14 30 16 52 25 20 3 43 25 08 15 1 15 15 13 12 0 09 Mean Rank 3. Impact of Motivation on employees‟ performance: A case study of Credit West Bank Cyprus. ISSN . stress relief program and level of motivation. May. job improvement. www. Tata McGraw Hill Publishing Co. August. Issue 4.15 2.ltd. European Journal of Business and Management. Asian Journal of Multidimensional Research Vol. Ver. „quality of work life‟ is ranked 2nd. recognition. ISSN 2278-4853.V. 2014).e-ISSN: 2222-2839 . p-ISSN : 2222.1 Issue 2. Impact of Employees Motivation on Organizational Effectiveness. Management‖.30 4. (2000).