CHAPTER – I

INTRODUCTION

Employees are one of the important factors determining the success of any business
industry. With the increasing competition, the organizations attempt to exploit their potential to
their maximum.

EMPLOYEE ATTITUDE

The attitudes of employees in the workplace can have a significant effect on the business
as a whole. Attitude is one of the hidden, hard-to-measure factors that ends up being crucial to
the success of a company. Whether for better or for worse, employee attitudes tend to have a
drastic impact on the productivity of a business, both directly and through the effect on other job-
related factors.

MEANING

Attitudes and behaviors displayed in the workplace can directly affect the atmosphere and
productivity within an organization. There are clear differences between your employee's attitude
and his behavior.. This attitude can also influence how he performs. Because attitude is an
inward feeling, an employee's bad attitude might remain hidden. But if he's not careful, his bad
attitude might show in his actions.

DEFINITION

Everyone has attitudes about many things; these are not necessarily a bad thing. One
aspect of employees' attitude is the impact it can have on the people around them. People with a
positive attitude can lift the spirits of their co-workers, while a person with a negative attitude
can lower their spirits. Sometimes, though, this principle works in reverse, and attitudes are often
more complex than positive or negative. Attitudes may affect both the employee's work
performance and the performances of co-workers.

S. K. Singh &Vivek Tiwari 2013)

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Implicit and explicit attitudes:

There is also considerable research on implicit attitudes, which are generally

unacknowledged or outside of awareness, but have effects that are measurable through
sophisticated methods using people's response times to stimuli. Implicit and explicit attitudes
seem to affect people's behavior, though in different ways. They tend not to be strongly
associated with each other, although in some cases they are. The relationship between them is
poorly understood.

Employees’ attitude towards training:

It is imperative to know the attitude of employees towards training. If an employee values

training program or thinks that training program is going to be beneficial for him, then he is
likely to attend it with positive attitude and great enthusiasm whereas if he thinks that it is a
compulsion for him to attend the training program and there will be no value addition, then he
may perceive it with negative attitude.

FIVE ATTITUDES THAT ARE IMPORTANT IN WORKPLACES

Respectfulness

Respect is a very important attitude in the workplace and doesn't solely extend to the way
in which employees interact with management. Employees should also have a respectful attitude
when interacting with clients and customers as well as co-workers. Employees with this type of
attitude are willing to treat other people politely and professionally, even if they disagree with
the other person's point of view.

Pride fullness

It might seem as if being prideful is a good attitude to have in the workplace, but most
employees who have a prideful attitude about their work tend to work harder to excel. A prideful
attitude doesn't mean that an employee won't accept help or work in teams; it simply means that
the outcomes of tasks the employee does and how they contribute to the company matter a great
deal to him.

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Commitment

A committed attitude is a valued one in the workplace. Small businesses need employees
who are not only committed to the goals and initiatives that affect the bottom line, but who also
are committed to their particular positions. Employees project a committed attitude by showing a
willingness to do whatever it takes to fulfill the duties of their positions and via the development
of new ideas to make the company even better.

Innovation

Employees with an innovative attitude don't shy away from trying something new or
finding a different way to do things. Small businesses need employees who can think outside of
the box and innovate new ways to accomplish existing tasks and approach goals. Employees
with this type of attitude know their ideas might not work out to be the best way to do something,
but that the biggest failure is not at least giving new ideas a shot.

Helpfulness

It is important to have a helpful attitude at work, whether that means assisting clients and
customers with their needs or helping co-workers accomplish overall company goals. The more
helpful an attitude employees have, the more people want to be around them at work and the
more willing they are to partner with those employees on key projects and initiatives.

FEATURES OF ATTITUDE

 Attitudes affect behavior of an individual by putting him ready to respond favorably to

things in his environment.
 Attitudes are acquired through learning over a period of time. The process of learning
attitudes starts right from the childhood and continues throughout the life of a person.
 Attitudes are invisible as they constitute a psychologies phenomenon which cannot be
observed directly. They can be observed by observing the behavior of an individual.
 Attitudes are pervasive and every individual has some kind of attitude towards the objects
in his environment. In fact, attitudes are forced in the socialization process and may relate
to anything in the environment.

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FACTORS IN ATTITUDE FORMATION

The attitudes are learned. Though there are different approaches as how learning works
and is acquired by an individual, generally it is held that individuals learn things from the
environment in which they interact. Thus, for attitude formation, all these factors must be taken
in to account from which people learn. Such factors may be analyzed in terms of groups starting
from the family as a group, an individual moves in a close group, then to longer groups, and
finally to the society as a whole. A part from these groups, the individual’s psychology which
makes up particularly his personality, is also responsible for behavior and attitudes.

METHODS OF ATTITUDE CHANGE

There are various methods through which a positive change in attitudes may be brought.
In the social context, Cohen has suggested four methods for attitude change. They are

 Communication of additional information.

 Approval and disapproval of a particular attitude.
 Group influence, and

Inducing engagement in discrepant behavior. In some or the other, all these methods
involve introducing discrepancies among the elements making up the individual’s attitudes in the
hope that the elements will be rebalanced through the effective component of the attitudes. From
the organization point of view, a Manager can take following actions in brining change in
attitudes of its organizational members.

 Group action
 Persuasion through leadership
 Persuasion through communication and

Influence of total situation. These actions involve the analysis of different variables
affecting a particular action

VALUES AND ATTITUDES

Some researchers see values as consisting of large sets of related attitudes. For example,
“Fishbein” and “Ajzen” have included two components in attitudes-informational, emotional.
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Thus, they have taken values as a part of attitudes. However, some differences exist between
values and attitudes. Attitudes are specific and related to distinct objects; people, or ideas. Values
are more general than attitudes, values often contain statement of goodness or badness associated
with the attitudes which people hold. Values are, then, beliefs about which attitudes we should
have or how we should behave.

VALUES AND BEHAVIOUR

Behaviour of people is influenced by the values which they hold, particularly in terms of
those stimuli which have some value orientation in the organizational context, understanding the
influence of individual value system on the behaviour of individuals in the following manner:

 Values influence an individual perception about the problems defaces and

consequently the decision he makes to overcome those problems.
 Values influences the way in which an individual looks at the other individual and
groups of individuals, that is, interpersonal relationship. Values become the basis
of such interpersonal relationship interactions.
 Individuals judge organizational success as well as its achievement of the basis of
their value system. Thus, for some individuals, organizational success may be in
the form of high- profit earning irrespective of the means adopted where as, this
may be a mean thing for other individuals.
 Individuals set limit for the determination of what is ethical or unethical
behaviour for themselves as well as for the others.
 Values determine the extent to which individuals accept organizational pressures
and goals. If these do not match with the value held by them, they thwart the
organizational pressures and goals, and even leave the organization.

EMPLOYEES’ ATTITUDES TOWARDS THE ORGANIZATION

Attitudes are not the same as values, but the two are interrelated. You can see this by
looking at the three components of an attitude: cognition, affect and behavior. The belief that”
discrimination is wrong” is a value statement

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Cognitive Component of an Attitude:

It sets the stage for the more critical part of an attitude and is reflected in the evaluative
statements concerning objects, people or events. The behavioral component of an attitude refers
to an intention to behave in a certain way towards someone or something. In organizations,
attitudes are important because they affect job behaviour. If workers believe, for example, that
superiors, auditors, bosses, and time-and-motion engineers are all in conspiracy to make
employees work harder for the same or less money, and then it makes sense to try to understand
how these attitudes were formed, their relationship to actual job behaviour, and how they might
be changed.

TYPES OF ATTITUDES

A person can have thousands of attitudes, but Organizational Behaviour focuses our
attention on a very limited number of work-related attitudes. These work-related attitudes tap
positive or negative evaluations that employees hold about aspects of their work environment.
Most of the research in OB has been concerned with three attitudes: job satisfaction, job
involvement, and organizational commitment.

Job Involvement

The term job involvement is a more recent addition to the OB literature while there didn’t
complete agreement over what the tem means. A workable definition states that job involvement
measures the degree to which a person identifies him with his or her job and considers his or her
perceived performance level important to self worth. Employees with a high level of job
involvement strongly identify with and really care about the kind of work they do.

Organizational Commitment

The third job attitude is organizational commitment, which is defined as a state in which
an employee identifies with a particular organization and its goals, and wishes to maintain
membership in the organization. So, high job involvement means identifying with one’s specific
job, while high organizational commitment means identifying with one’s employing
organization.

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Attitudes and Consistency

Research has generally concluded that people seek consistency among their attitudes and
between their attitudes and their behaviour. This means that individuals seek to reconcile
divergent attitudes and align their attitudes and behaviour so that they appear rational and
consistent. When there is an in consistency, forces are initiated to return the individual to an
equilibrium state.

Cognitive Dissonance Theory

This theory sought to explain the linkage between attitudes and behaviour. Dissonance
means an inconsistency. Cognitive dissonance refers to any incompatibility that an individual
might perceive between two or more of his or her attitudes, or between his or her behaviour and
attitudes.

Moderating Variables

The most powerful moderates have been found to be the importance of the attitude;
specially, its accessibility, whether there exist social pressures, and whether a person has direct
experience with the attitude. Important attitudes are one’s that reflect fundamental values, self-
interest, or identification with individuals or groups that a person values. Attitude that
individuals consider important tend to show a strong relationship to behaviour.

Attitude Survey

The preceding review indicates that knowledge of employee attitudes can be helpful to
managers in attempting to predict employee behaviour. But, how does management get
information about employee attitudes. The most popular methods are through the use of attitude
surveys.

Attitude and Workforce Diversity

Managers are increasingly concerned with changing employee attitude to reflect shifting
perspectives on racial, gender, and other diversity issues. A comment to a co-worker of the
oppositesex, which 20 years ago might have been taken as a complaint, can today become a
career-limiting episode. The majority of large U.S. employees and a substantial proportion of

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medium sized and smaller ones sponsor some sort of diversity training. Some examples are,
Police Officers in Escondido, California, receive 36 hours of diversity training for their 12,000
employees. The Federal Aviations Administration sponsors a mandatory 8 hours diversity
seminar for employees of its western pacific region.

Job Satisfaction

Job satisfaction is one of the important factors which have drawn attention of managers in
the organization as well as academicians Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences productivity in the
organization. Though, there is no conclusive evidence that job satisfaction affects productivity
directly because productivity depends on so many variables, it is still a prime concern for
managers. Job satisfaction is the mental feeling of favorableness which an individual has about
his job. “Dubrins” has defined job satisfaction in terms of pleasure and contentment when he
says that.

Components of Attitudes

Before we can discuss how attitudes impact the workplace, we need to understand the
components of attitudes. Those components are:

Cognitive: This represents our thoughts, beliefs and ideas about something. Typically these
come to light in generalities or stereotypes, such as 'all teenagers are lazy,' or 'all babies are cute.'

Affective: This component deals with feelings or emotions that are brought to the surface about
something, such as fear or hate. Using our above example, someone might have the attitude that
they hate teenagers because they are lazy or that they love all babies because they are cute.

Conative: This can also be called the behavioral component and centers on individuals acting a
certain way towards something, such as 'we better keep those lazy teenagers out of the library,' or
'I cannot wait to kiss that baby.'

Each one of these components is very different from the other, and they can build upon
one another to form our attitudes and, therefore, affect how we relate to the world. For example,
we can believe teenagers are lazy (cognitive), we do not have to hate the teenagers for being lazy

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(affective), but we could still try to keep them out of the library because of that fact (conative).
Or, we could indeed believe they are all lazy (cognitive), hate them for it (affective) and that
would drive our behavior towards them (conative).

ATTITUDES AND THE WORKPLACE

Taking this a step further, we can assemble some ideas of how these three components
can impact the workplace. The challenge in the workplace is that now these components are tied
to work functions, policy, procedures and organizational structure, as well as the people and
individuals present in the organization.

For example, we could have thoughts or beliefs (cognitive) about managers in general,
and those thoughts or beliefs could manifest themselves in not trusting a manager (affective), and
thus we would never want to develop a close relationship with a manager (conative).

It is important to make the point here that these are attitudes - and yes, they can be wrong.
Just because we have an attitude (remember our 2-year old), that does not mean it is correct. It is
just how we feel about a person or situation. The problem, though, is if employees let attitudes
like this direct their personality at work, it can indeed stunt their ability to grow in an
organization.

Obviously not every manager is trustworthy, but if we let our negative attitudes dictate
how we view and react to managers, we will never be able to see if some are indeed good people
and can be trusted. Certainly having a good relationship based on trust with your manager is a
great thing to have in the workplace.

MOTIVATION

“Motivation represents an unsatisfied need which creates a state of tension or

disequilibrium, causing the individual to move in a goal directed pattern towards restoring a state
of equilibrium by satisfying the need the need”. According to the encyclopedia of management,
“motivation refers to the degree of readiness of an organization to pursue some designated goal
and implies the determination of the nature and locus of the forces, including the degree of
readiness.”

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MEANING OF MOTIVATION

The process of psychology as the “science of human behavior” and growth of political
consciousness and trade unionism, led to a vital change in the concept of labour. Certain days
labour was treated as a commodity to be brought and sold for a price known as wages but in the
twentieth century labour came to be regarded as, useful resources by welfare economists. They
spoke against unemployment ill health and poor housing.

F.W. Taylor, a pioneer in management drew attention to new approach when he said “the
accurate study of motives influence man”. Huge Maslerbiry, the lathes of Industrial Psychology
laid stress on the psychological aspect of working conditions, leading to optimum production
and last turning of attitudes which was desirable to business interests.The research shows the
importance of human relation approach in management. This approach is how lately developed
into a concept known as motivation.

DEFINITIONS

Motivation is derived from the word ‘Motive’. “A motive is an inner state that energizes,
activates or moves and directs or channels behavior towards goals”.

1. Motivation is the process of attempting to influence other, to do your will through the
possibility of gain or reward.
- Edwin.B.Flippo
2. “Motivation is the act of stimulating some one or one self to get a desired course of
action to push the right button to get desired
- MichaleJ.Jucius
3. Motivation is the reported urge or tension to move in a given direction or to achieve a
certain goal.
- CarollShartle

4. “The concept of motivation is mainly psychological. It relates to those forces operating

within the individual employee or subordinate which impel him to act not to act in certain
ways.
- Delton E. McFarlond

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 5. Motivation is a general inspiration process which gets the members of the team to pull
their weight effectively to give their loyalty to the group, to carry out properly the tasks
they have developed and generally to play an effective part in the job that the group has
undertaken.
- E.F.L.Brech

Motivation is a process that starts with a physiological or psychological deficiency or

need that activates behavior or a drive that is aimed at a goal or in ‘incentive’. Thus, the process
of motivation lies in the meaning of and relationship among needs, drives and incentives.

Need: Need is deficiency. Needs are created whenever there is physiological or

psychological imbalance.

Drive: Drive is a deficiency with direction. They are action –oriented and provide an
emerging thrust towards goal accomplishment.

Incentives: Incentive is anything that will alleviate a need to reduce a drive.

OBJECTIVE OF MOTIVATION

 It is a bare fact that most of us use only a small portion of our mental and physical
abilities. To exploit the unused potential in people, they are to be motivated; Needless to
say that such exploitation results in greater efficiency, higher production and better
standard of living of the people.
 The purpose of motivation is to create condition in which people are willing to work with
zeal, initiative. Interest, and enthusiasm, with a high personal and group moral
satisfaction with a sense of responsibility.
 To increase loyalty against company.
 For improve discipline and with pride and confidence in cohesive manner so that the goal
of an organization are achieved effectively.
 Motivation techniques utilized to stimulate employee growth.
 For the motivation you can buy man’s time. Physical presence at a given place.

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  You can even buy a measured number of skilled muscular motions per hour or day.
 Performance results from the interaction of physical, financial and human resource.
 For the achieve a desire rate of production.

TYPES OF MOTIVATION

There are two ways by which people can be motivated. One is a positive approach or
pull-mechanism and another is a negative approach or push-mechanism.

a) Positive Motivation: People are said to be motivated positively when they are shown a
reward and the way to achieve it. Such a reward may be financial or non-financial. Monetary
motivation may include different incentives, wage plans, productive bonus schemes etc. Non-
monetary motivation may include praise for the work, participation in management, social
recognition etc. Monetary incentives provide the worker a better standard of life while non-
monetary incentives satisfy the eco of the man. Positive motivation seeks to create an optimistic
atmosphere in the enterprise.

b) Negative Motivation: By installing fear in the minds of the people, one can get the desired
work done. In this method of motivation, fear of consequences of doing something or not doing
something keeps the worker in the desired direction. This method has got several limitations.
Fear creates frustration, a hostile state of mind and an unfavorable attitude towards the job which
hinders efficiency and productivity. So, the use of it should be kept to its minimum.

“Motivation is a process of channeling a person’s inner drives so that, wants to

accomplish the goals of the organization”.

Towards our goal of having a productive group of employees, we could not assume that
the proper selection and development of our personnel, will necessarily give us our desired
result. We can hire individuals with extraordinary competence and develop their abilities, and
will not be assured. They still perform satisfactory. A major missing gradient is motivation that
is activating the potential of our employees. In simplistic terms, an employee’s job performance
can be defined as being determined, by the level and interaction between ability and motivation.

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LABOUR EFFICIENCY AND MOTIVATION

The term 'motivation' is derived from the Latin word 'emover' which means 'to move'. It
is a process of stimulating people to action to accomplish desired goals. The process of
motivation, involves needs, drives and goals. There is 'need' behind most of the actions of a man.
Better facilities, more pay, recognition, opportunities for promotion etc. are some of the needs of
the people. Drives are called motives and they represent the behavior in the process of
motivation. Every undertaking has certain goals which it wants to achieve, which can be
materialized only through the efforts of employees. Trust, hard work and sincere efforts of
employees help an organisation to achieve the goal of high productivity. Job involvement or
belongingness induces a person to put in his best in the development of the organisation.

Motivation is an internal feeling - a psychological phenomenon which generates with in

an individual. Each individual in the organisation is a self contained and inseparable unit and all
his needs are interrelated which creates continuity in human behavior.

IMPORTANCE OF EMPLOYEE MOTIVATION

Motivation plays a critical role in achieving goals, business objectives and is equally as
important for companies that work in a team-based environment or in a workplace comprised of
workers who work independently. Making sure each employee's workplace goals and values are
aligned with the organization's mission and vision is important for creating and maintaining a
high level of motivation. That can lead to higher productivity, improved work quality and
financial gain across all organization's /departments.

Employee Motivation is an element that extensively determines the final outcome of

some activity. Without proper motivation all capabilities and experience of an individual are in
vain. Motivation is like the fuel in the engine. You can have a perfect machine, but without the
fuel you can go nowhere. Motivation is important aspect of business management. Motivating
employees is not just task of Human Resources but it is a responsibility of all managers.
Motivation is essential for each and every organization because it helps in avoiding the
frustration and also creates the healthy work environment. This is concern, and investment in,
future scenarios will ingrain unshakable trust and loyalty towards the organization. The word
motivation stands for movement. Every manager should have both interest and concern about

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how to enable people to perform task willingly and to the best of their ability. Motivation is
essential for any organization because employee is Asset of organization.

One must understand that each employee has his own characteristics and has different
motivational needs. Your origination can actually be taken to a new level if you develop a sense
of understanding about how you should motivate your employees. Incentives, by far, motivate
most types of employees to a certain extent. Incentives also play an important role to retain
employees. A proper reward system should be enforced for people who have been in the
organization for long years.

HOW TO MOTIVATE EMPLOYEES

If anybody have a lovely shiny car, but its worthless if it doesn’t have the power of a
great engine behind it. Employees are the engines of an organization and like any finely tuned
engine their workforce to operate smoothly and effectively. The fact is employee motivation is
directly linked to business profits, and the more self-motivated employees are, the more
differentiated and successful will be as an organization. While rewarding employees, some of
the key elements that are taken into account are day to day performance, enthusiasm, punctuality,
willingness to accomplish a task, ability to innovate and ideate and overall fulfillment of goals.

 Motivated employees look for better ways to do a job.

 Motivated employees care about their customers
 Motivated employees take pride in their work.
 Motivated workers are more productive.

"The only way to get people to like working hard is to motivate them. Today, people
must understand why they're working hard. Every individual in an organization is motivated by
something different."
-Rick Pitino
BENEFITS OF MOTIVATE EMPLOYEES

Motivational strategies can improve employee performance, reduce the chances of low
employee morale, encourage teamwork and instill a positive attitude during challenging times.
Employees with a high level of motivation typically work harder and can overcome common

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workplace challenges with ease; this helps the organization to reach its objectives and improve
operations overall.

Motivators can boost job performance. Pay raises, bonuses, stock options and profit
sharing are examples of positive motivators. These motivators reward employees for not only
doing their job, but doing it well and with enthusiasm. However, these motivators are to retain
normal levels or morale but do not necessarily increase overall motivation levels. Management
Help includes money as a myth of motivating small business employees as "things like money, a
nice office and job security can help people from becoming less motivated, but they usually don't
help people to become more motivated.

At last we can conclude that Motivation is an important concept that has been receiving
considerable attention from academicians, researchers and practicing human resource managers.
In its essence, motivation comprises important elements such as the need or content, search and
choice of strategies, goal-directed behavior, social comparison of rewards reinforcement, and
performance-satisfaction. Early theories are too simplistic in their approach towards motivation.
Mere knowledge about the theories of motivation will not help to manage their subordinates.
They need to have certain techniques that help them to change the behavior of employees.

NATURE OF MOTIVATION

Based on the definition of motivation, we can derive its nature relevant for organizational
behavior. Following characteristics of motivation clarify its nature.

Based on Motives

Motivation is based on individual’s motives which are internal to the individual. These
motives are in the form of feelings that the individuals lack something. In order to overcome this
feeling of lackness, he tries to behave in a manner which helps in overcoming this feeling.

Affected by motivating

Motivation is affected by way the individual is motivated. The act of motivating

channelizes need satisfaction. Besides, it can also activate the latent needs in the individual, that

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is, the needs that are less strong and somewhat dormant, and harness them in a manner that
would be functional for the organization.

Goal directed Behavior

Motivation leads to goal directed behavior. A goal directed behavior is one which
satisfies the causes for which behavior takes placed. Motivation has profound influence on
human behaviour; in the organizational context, it harnesses human energy to organizational
requirements.

Related to satisfaction

Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of

an individual which he derives out of need fulfillment. Thus, satisfaction is a consequence of
rewards and punishment associated with past experiences. It provides means to analyse outcomes
already experienced by the individual.

Person Motivated in Totality

A person is motivated in totality and not in part. Each individual in the organization is a
self contained unit and his needs are interrelated. These affect his behavior in different ways.
Moreover, feelings of needs and their satisfaction is a continuous process. As such, these create
continuity in behavior.

Complex process

Motivation is a complex process; complexity emerges because of the nature of needs and
the type of behavior that is attempted to satisfy those needs.

MOTIOVATION AND PERFORMANCE

Motivation is necessary for performance .If people do not feel inclined to engage
themselves in work behavior, they will not put in necessary effort to perform well. However,
performance of an individual in the organization depends on other factors too besides his level of
motivation. How motivation works along with other factors to influence performance is
presented

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 Motivation

Abilitie Resources Extrinsi

s c
Performance Reward

Sense of Role Perception Intrinsi

competence c

Motivation-performance relationship

We can derive from above figure that the performance of an individual in the organization is
affected by:

 Motivation of the individual,

 His sense of competence,
 His abilities,
 His role perception, and
 Organizational resources.

If any of the elements is taken away, performance will be affected adversely. The double
headed arrow between motivation and sense of competence indicates that the two variables
mutually influence each other. Reward, as a result of individual’s performance, affects the level
of motivation. If the reward is perceived to be of valence and equitable, this energieses the
individual for still better performance and this process goes on.
Thus motivation will lead to higher performance by an individual’s:

 Efforts for higher performance,

 Lower rate of absenteeism,
 Loyalty and stability with the organization, and
 Adaptation to organizational change.

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 However, there are so many intricacies in motivation-performance relationship,
relationship between reward and motivation, and the most important, how an individual can be
motivated for better performance. All these intricacies we can understand by analyzing theories
of work motivation which we are taking in the next section.

EMPLOYEE MOTIVATION IN THE WORKPLACE

The job of a manager in the workplace is to get things done through employees. To do
this the manager should be able to motivate employees. But that's easier said than done!
Motivation practice and theory are difficult subjects, touching on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation one must
understand human nature itself. And there lies the problem!

Human nature can be very simple, yet very complex too. An understanding and
appreciation of this is a prerequisite to effective employee motivation in the workplace and
therefore effective management and relationship.

THE MOTIVATION PROCESS

The term “motivation” originally was derived from the Latin word mover, which means
"to move". While a number of definitions of it are to be found in the current literature, no one
definition describes motivation adequately. An analysis of major definition indicates that
motivation is primarily concerned with three factors: what energizes behavior, what directs or
channels such behavior is maintained or sustained.

According to steers and porter, each of these three components of motivation is important
to our understanding of human behavior at work. The first component points to energetic forces
within individual that "drive" them to certain" types of behavior. Environmental forces often
trigger these drives. The second component refers to goal orientation, with behavior being
directed toward something. The third component is concerned with forces within their
environment that reinforce the intensity of drives and the direction of their energy.

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Difficulties in understanding motivational forces

As motivation is a complex process, is difficult to understand the motivational forces

operating within an individual. In the first places, motives cannot be seen. They can only be
inferred from behavior. Therefore, the attempt to identify and label motives is difficult. For
example, Money may be an incentive (goal) for different underlying motives such as satisfying
the desire for status, providing a greater sense of economic security furnishing a symbol of
power, and so on.

Secondly, a particular motive rarely exists by itself. An individual may experience a wide
range of inner desires or anticipations at the same time. Some of these may conflict each other. A
desire to live a carefree life, for example, may be in direct conflict with the desire to become
financially independent.

In the third place, individual often respond to the same incentives differently. Not only do
them different. Not only do they differ in what they seek from their jobs but they differ in the
ease with which their needs may be satisfied. One person striving to achieve status may appear to
be rather easily satisfied after a single promotion. Another person, also motivated by status
needs, may continue to strive for advancement after receiving a promotion.

Finally, we know that some motives such as hunger, thirst, etc.., are temporarily
diminished after being gratified. However, those motives which have their basis in the
anticipation of enjoyment- e.g., the need for achievement or the need for esteem-are often
actually strengthened by goal attainment. Thus, goal attainment serves simply to the appetite for
still more of the same.

VARIABLES IN EMPLOYEE INDIVIDUALITY

From the above declaration we observed how employee differs from each other in
abilities and aptitudes. We also recognize the fact that, without the requisite ability or aptitudes,
an employee will not able to perform satisfactorily. Before we can apply the principles of
motivation, there is other dimension of human personality that we should understand. How does
the employee perceive the job and the work environment? What are the employee's attitudes,
values, interests, and feelings? How would we describe the employee's personality

19
characteristics? An understanding of the uniqueness that each person brings to the work
environment enables us to apply the principles of motivation more effectively.

Perception

Each person sees the world from an individual view point. The individual's perception of
the world is determined by personal fore, a supervisor should attempt to learn how each
subordinate is likely to respond to the different events that occur at work. Each subordinate
perceives management instructions, actions, and communication in different way.

An important part of perception is how people learn. Their self-perception or self-concept

is primary determinant of how they will act in a particular situation. Because of the central role
of the self-concept in the human personality, it is the key to understanding the individual.

Attitudes and values

As one interacts with others, their attitudes and values become apparent. An attitude may
be defined as relatively stable predisposition to evaluate an object (person, organization, process,
issues) in a certain manner. For example, we all have attitude towards unions, supervisors, and
organizations. Such attitudes involve strong beliefs and feelings.

Interest

An employee's interest plays a role in motivation. For example, the employee who is
highly interested in the task involved in a job is likely to derive a reward from the satisfaction
that comes from performing them. Thus, intrinsic rewards may be valued more than an extrinsic
reward, such as higher pay, that may be available in a different job for which the employee
qualifies. Giving consideration to the employee's interests in assigning of tasks and in
interpersonal contacts will benefit both the organization and the individual.

Feeling

We like to think that we always approach life in a rational and objective manner.
However, it is apparent that much of what we do is influenced by our feelings. Until the late
1920's feelings were viewed as something to be suppressed at the workplace. Employee
generally recognized the wisdom of not expressing their feelings, especially those that might

20
appear to be negative, to management. With the advent of the human relation movement,
feelings began to be recognized as a legitimate concern of management. We now know that the
extent to which an employee's feeling are recognized and respected will have a positive influence
on his/her motivation.

Personal traits

One of the most apparent differences among individuals lies in their personal traits, or
what we commonly call "personality". Personal traits are ensuring behavioral characteristics that
give each individual in uniqueness that we identify with that person. Hundreds of words are used
to describe personal characteristics such as "assertive", "self-reliant", "responsible", "dogmatic",
or "defensive". Our understanding of an individual's characteristics modes of behavior helps us
to interact more effectively with that person.

MOTIVATION AND BEHAVIOUR

Motivation causes goal-directed behavior. Need is the base for motivation which is a kind
of mental feeling in an individual that he needs something. This lack of something creates
tension in the mind of the individual. Since the tension is not an ideal state of mind, the
individual tries to overcome this by engaging himself in a behavior through which he satisfies his
needs. This is goal-directed behaviour and is presented.

Goal-directed behavior leads to goal-fulfilment and the individual succeeds in fulfilling

his needs and thereby overcoming his tension in the favorable environment. Behaviour ends the
moment tension is released. However, satisfaction of one need leads to feeling of another need,
either some need after the lapse of certain time or different need and goal-directed behaviour
goes on. Thus goal-directed behaviour is a continuous process.

However, if the need is not satisfied because of some reasons, the person may feel
frustration which can be defined as the accumulation of tension due to non-fulfilment of needs.
At this stage, the individual will try to modify his behaviour to eliminate factors responsible for
non-fulfilment of his needs, for example, putting more force for need satisfaction. However,
there may be numerous such factors and many of them may be beyond his control. As such, he is

21
not an ideal position for the person, he will try to bring him back by alternative behaviour. The
type of behaviour may not be uniform but some common forms of behaviour are presented

Goal-directed Goal-fulfilment/
Need Tension behavior need

Favorable
environment

Goal-directed behavior

Self-motivation can go only so far and it needs to be constantly reinforced by

rewards. In particular, merit must be measured and rewarded regularly, if it is to be encouraged
and sustained. The 'gold banana' in Foxboro has its origin in just an ordinary banana which one
of the pioneers could muster on the spur of the moment when he discovered extraordinary
performance by one of the employees.

The motivation process

The term “motivation” originally was derived from the Latin word mover, which means
"to move". While a number of definitions of it are to be found in the current literature, no one
definition describes motivation adequately. An analysis of major definition indicates that
motivation is primarily concerned with three factors: what energizes behavior, what directs or
channels such behavior is maintained or sustained.

According to steers and porter, each of these three components of motivation is important
to our understanding of human behavior at work. The first component points to energetic forces
within individual that "drive" them to certain" types of behavior. Environmental forces often

22
trigger these drives. The second component refers to goal orientation, with behavior being
directed toward something. The third component is concerned with forces within their
environment that reinforce the intensity of drives and the direction of their energy.

Need Tension Behaviour Non fulfilment Frustration

of needs

Defense
Barriers mechanism

Aggression

Withdrawal

Compromise

Need non-fulfillment and defense mechanism

Difficulties in understanding motivational forces

As motivation is a complex process, is difficult to understand the motivational forces

operating within an individual. In the first places, motives cannot be seen. They can only be
inferred from behavior. Therefore, the attempt to identify and label motives is difficult. For
example, Money may be an incentive (goal) for different underlying motives such as satisfying
the desire for status, providing a greater sense of economic security furnishing a symbol of
power, and so on.

Secondly, a particular motive rarely exists by itself. An individual may experience a wide
range of inner desires or anticipations at the same time. Some of these may conflict each other. A

23
desire to live a carefree life, for example, may be in direct conflict with the desire to become
financially independent.

In the third place, individual often respond to the same incentives differently. Not only do
them different. Not only do they differ in what they seek from their jobs but they differ in the
ease with which their needs may be satisfied. One person striving to achieve status may appear to
be rather easily satisfied after a single promotion. Another person, also motivated by status
needs, may continue to strive for advancement after receiving a promotion.

Finally, we know that some motives such as hunger, thirst, etc.., are temporarily
diminished after being gratified. However, those motives which have their basis in the
anticipation of enjoyment- e.g., the need for achievement or the need for esteem-are often
actually strengthened by goal attainment. Thus, goal attainment serves simply to the appetite for
still more of the same.

When studying motivation in the work situation, we need to give consideration to three
important sets of variables: the characteristics of the individual employee, the behavioral
implications of the required job tasks (autonomy, variety, etc.). And the characteristics tics of the
individual- will be emphasized in the discussion that follows. How characteristics of the job and
of the work environment affect the motivational process will be examined later in the context of
the various theories of motivation.

MOTIVATION TOOLS

The best employee motivation efforts focus on what employees deem to be important. It
may be that employees within the same department of the same organization will have different
motivators. Many organizations today find that flexibility in job design and reward has resulted
in employee’s increased longevity with the company, increased productivity, and better morale.
Although this “cafeteria-plan” approaches to the work-reward continuum present variety, some
strategies are prevalent across all organizations that strive to improve employee motivation.

EMPOERMENT

Giving employees more responsibility and decision –making authority increase their
control over the tasks for which they are held responsible and better equips them to carry out
24
those tasks. Trapped feelings arising from being held accountable for something one does not
have the resources to carry out are diminished. Energy is diverted from self-preservation to
improved task accomplishment. Empowerment brings the job enlargement of the 1950s and the
job enrichment that began in the 1960s to a higher level by giving the employees some of the
power to expand their own jobs and create new, personally identified challenges.

CREATIVITY AND INNOVATION

At many companies, employees with creative ideas do not express them to management
for fear of jeopardizing their jobs. Company approval and toeing the company line have become
so ingrained in some working environments that both the employee and the organization suffer.
When the power to create in the organization is pushed down from the upper echelon to line
personnel, employees are empowered and those who know a job, product, or service best are
given the opportunity to use their ideas to improve it. The power to create motivates employees
and benefits the organization in having a more flexible workforce, using more wisely the
experience of its employees and increasing the exchange of ideas and information among
employees and departments. These improvements also create an openness to change that can
give a company the ability to respond quickly to market changes and sustain a first mover
advantage in the marketplace.

Minnesota mining manufacturing Co.., better known as 3M, has fostered companywide
creativity for decades. Its relentless support of new ideas has paid off in profitability and loyal
employees who are so motivated that they have the most nimble and successful new product
development system in the industry. MCI (now part of MCI WorldCom), too, encourage
employees to develop new ideas and take chances with them. A top manager there started, “We
don’t shoot people who make mistake around here, and we shoot people who don’t take risks.”

LEARNING

If employees are given the tools and the opportunities to accomplish more, most will take
on the challenge. Companies can motivate employees to achieve more by committing to
perpetual enhancement of employees skills. Accreditation and licensing programs for employees
are an increasingly popular and effective way to bring about growth in employee knowledge and

25
motivation. Often, these programs improve employee’s attitudes toward the client and the
company, while bolstering self-confidence. Supporting this assertion, an analysis of factors
which influence motivation to learn found that it is directly related to the extent to which training
participants believe that such participation will affect their job or career utility. In other words, if
the body of knowledge gained can be applied to the work to be accomplished, then the
acquisition of that knowledge will be a worthwhile event for the employee and employer.

QUALITY OF LIFE

The number of hours worked each week by American workers is on the rise again and
many families have two adults working those increased hours. Under these circumstances, many
workers are left wondering how to meet the demands of their lives beyond the workplace. Often,
this concern occurs while at work and may reduce an employee’s productivity and morale.
Companies that have instituted flexible employee arrangements have gained motivated
employees whose productivity has increased. Programs incorporating flextime, condensed
workweeks, or job sharing, for example, have been successful in focusing overwhelmed
employees towards the work to be done and away from the demands of their private lives.

MONETARY INCENTIVE

For all the championing of alternative motivators, money still occupies a rightful place in
the mix of motivators. The sharing of a company’s profits gives incentive to employees to
produce a quality product, perform a quality service, or improve the quality a process within the
company. What benefits the company directly benefits the employee. Monetary and other
rewards are being given to employees for generating cost savings or process-improving ideas, to
boost productivity and reduce absenteeism. Money is effective when it is directly tied to an
employee’s ideas or accomplishments. Nevertheless, if not coupled with other, non monetary
motivators, its motivating effects are short-lived. Further, monetary incentives can prove
counterproductive if not made available to all members of the organization.

OTHER INCENTIVES

Study after study has found that the most effective motivators of workers are non
monetary. Monetary systems are insufficient, in part because expectations often exceed results

26
and because disparity between salaried individuals may divide rather than unite employees.
Proven non monetary motivators foster team spirit and include recognition, responsibility, and
advancement managers, who recognize the “small wins” of employees, promote participatory
environments, and treat employees with famous and respect will find their employees to be more
highly motivated. One company’s managers brainstormed to come up with 30 powerful rewards
that cost little or nothing to implement. The most effective rewards, such as letters of
commendation and time off from work, enhanced personal fulfillment and self-respect .over the
longer term, sincere praise and personal gestures are far more effective and more economical
than awards of money alone. In the end, a program that combines monetary reward systems and
satisfies intrinsic, self-actualizing needs may be the most potent employee motivator.

27
 CHAPTER – II
REVIEW OF LITERATURE
INTRODUCTION
In this chapter an attempt has been made to identify basic concept and the earlier students
that are carried out by the research scholars who have worked in this field. It has enticed many
researchers to enter into research and as a result, the perception studies the motives the
employees, Studies so far conducted have broadly covered these aspects. The following
paragraphs will highlight the main objectives and findings of those studies.

REVIEW OF RELATED LITERATURE

Chukwuma. Edwin Maduka and DrObiefunaOkafor (2017), “Effect of Motivation on
Employee Productivity”.This study is aimed at looking into the importance of motivation in the
management of people at work, no system moves smoothly without it, and no organization
achieve its objective without motivating its human resources. The study therefore is to study and
come out with the effect and ways of motivating worker in organization, hence comparative
study of Manufacturing firms in Nnewi. During the analysis of the data it was discovered that the
goal of motivation is to cause people to put fourth their best efforts with enthusiasm and
effectiveness in order to achieve and hopefully surpass organizational objective. It is evidence
that workers of manufacturing firms in Nnewi are poorly motivated; hence low productivity.
Findings from the research on productivity of manufacturing firm’s staff are reported. Two sets
of questionnaires were employed in the study. One set was administered on management staff
and the other on junior staff. The study reveals that salaries paid to junior staff in the company
were very below the stipulations of Nigerian National Joint Industry Council. It further shows
that the junior staff is rarely promoted and the junior staff prefers financial incentives than non
financial incentives. The study recommended that increase in salary via promotion; overtime
allowance and holiday with pay should be used as motivational tools.

Shah Rollah Abdul Wahab (2016), “Employees Perception and Motivation Towards
Training and Development Programmes”,Training is the one of the most important function
of human resource in any organization. It increases the efficiency and the effectiveness of both

28
employees and the organization. To evaluate the benefits associated with these increases the
efficiency and the effectiveness of both training and development programmes. The data are
collected from all the employees working in the organization with a sample size of 126.The
second objective of this study was to assess the employees motivation and their perception about
the training and development programmes. Furthermore, politicians possess enormous control in
various situations such as resource allocation, project approvals, policy implementation and
promotions.

AnkitaSrivastava and Dr. Pooja Bhatia (2015), “A Qualitative Study of Employee

Motivation Factors”.Here the study focuses on motivation as one of the most important factors
that may contribute to employee performance has been examined in relation to the nationalized
banking sector in India. It will be observed in this study that the most important factors that
motivate employees are, respectively, "salary equitable and promotion", "health benefit extended
facilities and other social" and "work environment". The main objective of this study was to
"assess the role of motivation in work performance of employees". This study on an evaluation
of this end uses deductive approach in which qualitative survey was conducted among the
students of the Business School is supposed to prospective employees. The survey was designed
to get answers on what they consider the best factors that could motivate them as future
employees from a list of ten factors of motivation. The analysis of the results showed that job
satisfaction is the most matched.

S. K. Singh & Vivek Tiwari (2014), “A Study of Motivational Factors of the Industrial
Workers”.To find out the relationship between motivation and position of the employees in the
hierarchy level. This paper tries to find out the Motivation level of the respondents and figures it
out into three different categories of Low, Moderate and High. Further, it tries to establish the
relationship if any that exists between Motivation as a dependent variable and Age, Experience
and Education level of the employees as independent variables. Data of both types i.e., primary
and secondary has been used for the study. Secondary data has been collected through
company’s Documents, Manual and its website; the Primary data is collected from 70 employees
belonging to different educational backgrounds. The responses from the respondents were then
subjected to statistical tests. The results show that Motivation level of respondents is quite good,
though there is scope of improvement as there were respondents with low level of motivation.

29
Further, motivation seems to be unrelated with the different independent variables. It can be
inferred from the results that factors responsible for motivating employees seem to bepresent in
the environment of the organization.

Muogbo U.S (2013), “The Impact of Employee Motivation on Organizational

Performance”. The study investigates the Impact of Employee Motivation on Organisational
Performance of selected manufacturing firms in Anambra State. 103 respondents selected from
17 manufacturing firms across the three senatorial zones of Anambra State. The population of
the study was 120 workers of selected manufacturing firms in Anambra State. The study used
descriptive statistics (frequencies, mean, and percentages) to answer three research questions
posed for the study. The Spearman Rank Correlation Coefficient was used to test the three
hypotheses that guided the study. The result obtained from the analysis showed that there existed
relationship between employee motivation and the organizational performance. The study
reveals that extrinsic motivation given to workers in an organization has a significant influence
on the workers performance. On the bases of these findings, employers are continually
challenged to develop pay policies and procedures that will enable them to attract, motivate,
retain and satisfy their employees. The researcher therefore suggest that more research should be
conducted on the relationship and influence of rewards on workers performance using many
private and public organizations which will be a handy tool that could be used to provide
solutions to individual conflict that has resulted from poor reward system.

Ukaejiofo Rex Uzonna (2013), “Impact of motivation on employees performance”. An

important role of management is to help make work more satisfying and rewarding for
employees and to make employees motivation consistent with organizational objectives. With
the diversity of contemporary workplaces, this is a complex task. Many factors, including the
influences of different cultures, affect what people value and what is rewarding to them. From a
manager's perspective, this study tries to understand what prompts people, what influences them,
and why they persist in particular actions. This study also intends to evaluate motivation of
employees in the organization. A good motivational program procedure is essential to achieve
goal of the organization. If efficient motivational programmes of employees are made not only in
this particular organization but also in any other organization, the organizations can achieve the

30
efficiency also to develop a good organizational culture and the attainment of organizational
goals at large.

Muogbo U.S. (2013), “The Impact of Employee Motivation On Organisational

Performance”, To examine the relationship between employee motivation and organizational
performance or firm growth. Employers are continually challenged to develop pay policies and
procedures that will enable them to attract, motivate, retain and satisfy their employees.103
respondents selected from 17 manufacturing firms across the three senatorial zones of Anambra
State. The population of the study was 120 workers of selected manufacturing firms in Anambra
State. The study used descriptive statistics (frequencies, mean, and percentages) to answer three
research questions posed for the study. The findings of this study can be handy tool which could
be used to provide solutions to individual conflict that has resulted from poor reward system. The
importance of reward in the day-to-day performance of workers duties cannot be overemphasize,
especially when it comes to being rewarded for a job done. It is a well-known fact that human
performance of any sort is improved by increase in motivation.

Akbar Ali, MairaAbrar and JahanzaibHaider (2012), “Impact of Motivation on the

working performance of employees”. This study investigates the role of motivation on
employees’ performance as the history of explaining human or animal behavior is not new.” why
did one do what one did “had been the subject of working even in the past, some human behavior
was explained as an outcome of demos impedance and this explanation was unscientific. Efforts
were also made to determine principles which could explain human behavior. McDougall
emphasized that man’s social behavior can be explained in terms of instincts which was later on
criticized. Freud used “unconscious metal process” to explain behavior especially incase of
perversion, hallucination, dreams, obsession and anxieties. Attempts have also being made to
explain human behavior in terms of rules following purposive model. Also end-state explanation
such as need reduction, tension-reduction or homeostatic postulates is offered for behavior.
Motives like drives, needs, instincts are also used to explain human behavior. Neither inspires of
all this all inclusive theory of explaining human behavior is neither easy to present at this stage
nor perhaps will it be possible in the future.

Mohammad Kamal Hossain and AnowarHossain (2012), “Factors Affecting Employee's

Motivation in the Fast Food Industry”. The purpose of the study is to identify factors affecting

31
motivation of employees working at KFC UK ltd and assess the level of their motivation. The
study has been carried out on the employees working in the line position (operation level) who
are directly involved in day to day food making and selling operations at KFC's food shops.
Employees involved in staff management (strategic and tactical level)have not been included in
the study. A structured questionnaire, mostly closed styled, was provided to 70employees of
three stores to collect primary data. Factors affecting the motivation and demonization of the
respondents have been discussed in the third phase. In the final phase, the level of motivation of
employees has been assessed based on the data collected from the field survey.

Nyamekye and Faustina (2012), “Impact of Motivation on Employee Retention”. The

retention of human resources has been shown to be momentous to the development and the
accomplishment of the organization‘s goals and objectives. Retention of employees can be a vital
source of competitive advantage for any organization. Employee departures can have a
significant effect on the execution of business plans and may eventually cause a parallel decline
in productivity. The primary aim of this study was to discover the impact of motivation on the
retention of employees. A total of 180 respondents were selected for this study using the simple
random sampling method. The survey questionnaire was designed to collect data from
respondents. The result of the study shows that motivational factors such as salary and fringe
benefits were rated as most important to the workforce of the bank followed by job security and
relationship with co-workers. The three strategies rated most important to the workforce are
recognition, training opportunities, openness and trust, promotional opportunities, and effective
communication.

KirtiRajhans (2012), “Effective Organizational Communication: a Key to Employee

Motivation and Performance”. Organizational Communication, in today’s organizations has
not only become far more complex and varied but has become an important factor for overall
organizational functioning and success. The way the organization communicates with its
employees is reflected in morale, motivation and performance of the employees. The objective of
the present paper is to explore the interrelationship between communication and motivation and
its overall impact on employee performance. The paper focuses on the fact that communication
in the workplace can take many forms and has a lasting effect on employee motivation. If

32
employees feel that communication from management is effective, it can lead to feelings of job
satisfaction, commitment to the organisation and increased trust in the workplace.

Raja MumtazHussain (2012), “An Empirical study of the relationship between motivation
to transfer and transfer of training”. Purpose of this paper is to present an empirical study on
relationship between motivation to training transfer and actual transfer of training on job. In this
study we examined that how much motivation to training transfer contribute in successfully
transferring to the work place, the knowledge, skill and abilities acquired during training. review
highlighted transfer of training can be maximized through increasing motivation and enthusiasm
in trainees to apply their knowledge and skill at their workplace. Data was collected from one of
the top class universities of Pakistan, based in Islamabad. The targeted sample was non-teaching
staff of university who has been receiving training relevant to their job. Impact of motivation to
training transfer on training transfer was empirically examined and the study revealed that there
was a significant positive relationship between two variables.

Prof. S. K. Singh &VivekTiwari (2012), “Relationship Between Motivation And Job

Satisfaction of The White Collar Employees”. The present study investigates the relationship
between Motivation and Job Satisfaction. Motivation has been treated as a dependent and Job
Satisfaction as an independent variable. The respondents were the employees of one of the public
sector giants of India, BSNL and the data has been collated from 45 white color employees
(supervisors and above) of BSNL, Saharanpur. Primary data has been collected by the researcher
through two different standard structured questionnaires based on a five pointer likert scale. The
results show a positive correlation between motivation and job satisfaction i.e., motivation
increases with increase in job satisfaction and vice-versa. The results of the study also indicate
that, motivation remains unaffected of both age as well as the length of the service of the
employees. It may be because of the fact that the factors responsible for motivation and
satisfaction seem to be present in the working environment of the organization. The paper also
finds the relative importance of different factors that contribute to the satisfaction of employees;
Compensation Package emerged as the most important factor, whereas the Self Actualization
appears to be the least important factor.

Zohreh B.T. Mehdi (2012), “Employee Motivation and Organizational Performance in

Multinational Companies”. The study of human resource management (HRM)has been

33
rejuvenated by the assurance that there is a best practice, high-involvement management (HIM)
that can guarantee better performance of employees in organizations.Furthermore, incentivizing
organizational employees and job satisfaction have been acknowledged to be a controversial and
widely debated topic for years now. This assertion is not unconnected to the discovery that
university graduates, job seekers and more to say organizational managers are no more
concerned whether job duties and scope are fulfilling rather their interest lie more on the
magnitude of incentives attached to their job investigation however seeks to look into the
effectiveness of employee motivation for enhanced organizational performance in multinational
companies in Nigeria, especially the manufacturing sector. A survey of personnel of Cadbury
Nig Plc was undertaken. A total of 100 self-administered questionnaires were distributed while
87 of them were returned. The data collated and analyzed using simple percentages and
Pearson’s Product Moment Correlation. The findings show provision of adequate motivation by
Cadbury Nigeria Plc and improvement in employee productivity and, appositive correlation
between employee productivity .Senior managers are however advised to adapt continuous
improvement in motivational program.

Donald P. Moynihan and Sanjay K. Pandey (2007) worked over the topic “Finding
Workable Levers over Work Motivation”. Comparing Job Satisfaction, Job Involvement, and
Organizational Commitment. The authors examine the effect of individual attributes, job
characteristics, and organizational variables on three aspects of work motivation: job satisfaction,
organizational commitment, and job involvement. They find that managers have varying degrees
of influence over these different aspects of work motivation, with greatest influence over job
satisfaction and least influence over job involvement. A number of variables are important for
work motivation, including public service motivation, advancement opportunities, role clarity;
job routine ness, and group culture.

Nadeem Malik (2010), “A Study on Motivational Factors of the Faculty Members”. The
study investigated eight motivating factors include living in a safe area, sympathetic help with
personal problems, interesting work, good salary, promotions and growth in the organization, full
appreciation of work done, conducive working condition and personal loyalty to employees. This
study examined the ranked importance of motivational factors of employees at the University of
Balochistan. It is the descriptive survey addressed eight motivating factors in the context of

34
employee motivation theory. Findings suggest that living in safe area and good pay are key to
higher employee motivation. Carefully designed reward systems that include job enlargement,
job enrichment, promotions, monetary, and non-monetary compensation should be considered.

Peter EbongAjang (2011), “Assessing the role of work Motivation on Employee

Performance”. The main purpose of this study was to” assess the role of work motivation on
employeeperformance”. This study in an assessment of this purpose used deductive approach in
which a qualitative survey was carried out among students at of Umea Business School (USBE)
who are assumed to be future employees .The survey was intended to get their responses on what
they feel is (are) the best factors that could motivate them as future employees among a list often
motivational factors. In this light the study sets to identify the most ranked factors among the ten
motivational factors. The analysis from the empirical findings showed that Job satisfaction” was
the most ranked factor for both sub groups that made up the sample survey. However a study
from previous researches used in this study showed that different results could be obtained from
different groups of already working employees. This study therefore can be seen as an
introduction to amore detailed study to be carried by future researchers on the field of
employee’s motivation.

RajeswariDevadass (2011),“Employees Motivation in Organizations”, The purpose of this

paper is to present findings of an integrative literature review related to employees’ motivational
practices in organizations. The sample size of the study is 400. This integrative literature review
provides an overview and critique of the field of work motivation. This review is limited by the
key phrases used for searching, the databases accessed, the frame and method of searching for
literature, and time constraints. This review is also based on a broader scope of work motivation
representing many job sectors instead of focusing in a particular job sector. Therefore the
framework presented above may not suit all job sectors.

Donald J. Sager (2010), “Leadership and Employee Motivation”. It is appropriate to begin

with a discussion of leadership, since itis essential to an understanding of motivation. Peter
Drucker said that leadership is that quality of examining work to ensure that effort is not placed
where there are no results. According to this definition, leadership is the skill of establishing
priorities and marshalling resources to achieve worthwhile goals. The leader is also the person
who must ask himself and the members of his administrative team to redefine regularly the

35
purpose and role of their institution. The leader must clarify the institution's goals and objectives
and remind his team of those ends. To be successful, the leader must ensure that the team knows
both the goals and the strategy.

Anna Salanova and SanniKirmanen (2010), “Employee Satisfaction and Work

Motivation”. The aim of this thesis is to analyze the level of employee satisfaction and work
motivation in Supermarket Prisma in Mikkeli. It also deals with the effect the culture has on
employee satisfaction. The theoretical framework of this thesis includes such concepts as
leadership, job satisfaction, motivation, rewards and cultural differences. The empirical part of
the thesis and the questionnaire were created according to the mentioned concepts. The
questionnaire also included parts where the questions about expectations of the employee, work
environment and job organization were asked. Based on the research it can be said that the level
of employee satisfaction in Prisma Mikkeli is high, although there is still a room for
improvements. One of the biggest strength of the organization is the relationship and
communication between the employees and the managers. The biggest improvement is needed in
the field of the financial rewards, because most of the employees are not showing high
satisfaction with it. The conclusions made regarding the research are only valid for Prisma
Mikkeli and cannot be generalised for other organizations.

Bulkus& Green (2009), “ Study on employee motivation”, Motivation, according to Bulkus&

Green (2009), motivation is derived from the word “motivate”, means a move, push or influence
to proceed for fulfilling a want. Bartol and Martin (2008) describe motivation as a power that
strengths behavior. The sample size of the study is 120. This explanation identifies that in order
to attain assured targets; individuals must be satisfactorily energetic and be clear about their
determinations. In view of Bedian (2003), it is an internal drives to satisfy an unsatisfied need
and the will to accomplish. Also motivation is a progression of moving and supporting goal-
directed behavior (chowdhury, M.S, 2006). It is an internal strength that drives individual to pull
off personal organizational goals (Reena et al, 2009). Motivation is a set of courses concerned
with a kid of strength that booste performance and directs towards accomplishing some definite
targets (Kalimulla et al, 2010).

Reena et al, (2009), “Factors affecting Employees motivation”, Employees want to earn
reasonable salary and payment, and desire their workers to feel that is what they are getting

36
(Houran, 2010). A target population of 76 employees was surveyed. A structured questionnaire
was self-administered to the employees to collect data. Money is the fundamental inducement;
no other incentive or motivational technique comes even close to it with respect to its influential
value (Sara et al, 2004). It has the supremacy to magnetize, maintain and motivate individuals
towards higher performance. Frederick Taylor and his scientific management associate described
monet as the most fundamental factor in motivating the industrial workers to attain greater
productivity (Adeyinka et al, 2007). Research has suggested that reward now cause satisfaction
of the employee which directly influences performance of the employee (Kalimullah et al 2010).
Rewards are a management tool that hopefully contributes to firms’ performance by influencing
individual or group behavior. All businesses use pay, promotion, bonuses or other types of
rewards to motivate and encourage high level performances of employees (Reena et al, 2009). To
use salaries as a motivator effectively, managers must consider salary structures which should
include importance organization attach to each job, payment according to performance, personal
or special allowances, fringe benefits, pensions and so on (Adeyinka et al, (2007). Leadership is
all about getting things done the right way, to do that you need people to follow you, you need to
have them trust you. And if you want them to trust you and do things for you and the
organization, they need to be motivated (Baldoni, 2005).

C.O. Ayeni and S. O. Popoola (2007), “Work Motivation, Job Satisfaction, and
Organizational Commitment”.The management of people at work is an integral part of the
management process. To understand the critical importance of people in the organization is to
recognize that the human element and the organization are synonymous. An well-managed
organization usually sees an average worker as the root source of quality and productivity gains.
Such organizations do not look to capital investment, but to employees, as the fundamental
source of improvement. An organization is effective to the degree to which it achieves its goals.
An effective organization will make sure that there is a spirit of cooperation and sense of
commitment and satisfaction within the sphere of its influence. In order to make employees
satisfied and committed to their jobs in academic and research libraries, there is need for strong
and effective motivation at the various levels, departments, and sections of the library.

Dongho Kim (2006), “A study on Employee Motivation in an Organisation”.Employee

motivation is an intricate and sophisticated subject; however, contemporary managers must face

37
and deal with this topic to obtain organizational success. To enhance understanding of employee
motivation, mangers must recognize the imperativeness of employee motivation, its concepts,
and differences in individual needs. Subsequently, managers need to be aware of a variety of
employee motivational factors and the changes in priorities of these factors overtime. Moreover,
managers have to learn previous and current motivational programs, examples, and theories
behind them because understanding of these fundamentals can enhance their ability to identify
rewards systems that could be matched with employee needs. This understanding of the
employee motivation process requires a systematic approach, and managers must realize that
employee motivation and its process are there to motivate their employees; therefore, employee
input must be valued and included throughout this process.

Wanda Roos (2005), “The Relationship between Employee Motivation, Job Satisfaction
And Corporate Culture”. The aim of the study was two-fold: Firstly, the relationships of job
satisfaction with the dimensions of employee motivation (energy and dynamism, synergy,
intrinsic and extrinsic motives) and the domains of corporate culture (performance, human
resources, decision-making and relationships) was investigated. Secondly, the relationships of
employee motivation, job satisfaction and corporate culture with a number of demographic
variables (age, gender, tenure, education level and seniority) were explored. The findings
indicated a statistically significant three-way relationship between employee motivation, job
satisfaction and corporate culture, within which several aspects of these constructs contributed
more powerfully towards the relationship than others. The age, gender, tenure, education level
and seniority of employees were also shown to influence employee motivation, job satisfaction
and corporate culture.

Atmanand (1999), “Factors affecting Employees motivation”, in his study that managerial
effectiveness has a direct relationship with optimum utilization of all the prevailing human
resources of an enterprise. The greater the satisfaction and motivation, higher the rate of
effectiveness. Some factors by which managerial effectiveness could be accelerated, are the
discipline of the organization, personal contacts, and pride in the job, motivating human action
and seeking out of the best that in people.

Catherine R. Johnson (1997), “Employee Motivation with special reference to Restaurant

employees”. The restaurant industry consists of two types of employees: salaried and hourly.

38
This study focuses on hourly employees, and their subdivision: tipped employees. For the
purpose of this research hourly employees shall be defined as employees that depend on their
hourly wage as their main source of income and tipped employees shall be defined as employees
that depend on the receipt of tips as their main source of income. The purpose of this study
desires to provide practitioners in the restaurant industry a comparison and analysis of employee
motivation between the two employment groups and their level of organizational commitment.
Results from the study revealed that firstly, all of the employees in this thesis study felt that
management loyalty was the most important motivating factor; secondly, intrinsic motivation
factors were more important to non-tipped hourly employees; thirdly, gender had a strong
influence in half of the motivating factors; fourthly, promotion and career development was
found to be more important to non-tipped employees; lastly, overall mostly medium positive
relationships were found between employee motivation and organizational commitment.

Ashok Roy (1979),”“The Relationship between Employee Motivation, Job Satisfaction”. is

of the view that incentives as a motive for work, as practiced in western countries, have their
limitations, they require modification for use in India Keeping in view the prevalent socio-
economic traditions here. Industrial psychology is still an academic pursuit only in India:
solution of the problems lies in promotion of wide spread rural industries based on intermediate
technologies and field studies and political and psychological forces within the economic limits
to reveal the required modifications of the western incentive techniques.

Herman J.B. (1973),“Employee Satisfaction and Work Motivation” in his study found that
employee’s motivation to come to work represents the primary influence on actual attendance,
assuming one has ability to attend. Given this, questions must be raised concerning the major
influences on attendance motivation. Available evidence indicates that such motivation is
determined largely by a contribution of an employee’s effective responses to job situation and
various internal and external purchases to attend. Motivation of the establishment of systems for
the measurement of quality costs is possible only if the information on cause and effect and cost
amounts are real and reliable, if there is a corresponding education and if there is a clear image
of what can be obtained by the system.

Deci. E.L. (1972),“Leadership and Employee Motivation”, while interpreting the results in
relation to theories of work motivation, he found that the effects of intrinsic motivation and

39
extrinsic motivation are not additive, when extrinsic rewards such as money can certainly
motivate behaviour, they appear to be doing so at the expense of intrinsic motivation; as a result,
contingent pay systems do not appear to be compatible with participate management system..
Study on autonomy and motivation found that autonomy support has been associated with more
intrinsic motivation, greater interest, less pressure and tension, more creatively, more cognitive
flexibility, better conceptual learning, a more positive emotion tone, higher self esteem, than has
control.

CONCLUSION

Above reviews on different aspect of organizational employees for the purpose of

identifying a motives the employee performance in the organisation. Hence the present study has
been undertaken.

40
 CHAPTER – III
RESEARCH METHODOLOGY

INTRODUCTION

This methodology explain about the overall objective of research design, data collection
method, sampling procedure, construction of questionnaire, tools of analysis. Research
methodology is a way to systematically solve the research problems. It may be understood as a
science of studying how research is done scientifically. It includes the overall research design,
the sampling procedure, data collection method and analysis procedure.

DEFINITION

Research is common parlance refers to a search for knowledge; one can also define
research as a scientific and systematic search for pertinent information on a specific topic. In
fact, research is an art of science investigation.

MEANING OF RESEARCH

‘Research’ means a scientific and systematic search for pertinent information on a

specific topic. Research is a careful investigation or inquiry especially through search for new
facts in any branch of knowledge.

TITLE OF THE STUDY

“A Study on Employee Attitudes towards Motivational Practices with Special Reference

to Modern Spinning Mill, Pollachi”.

NEED OF THE STUDY

The main purpose of this study was to assess the role of work motivation on employee
performance. This study helps the researcher to realize the importance of effective employee
motivation and empowerment in delivering service quality. The study examines the types and
the level of employees’ motivation and the empowerment process and also includes a
management proposal that can be utilized to innovate employee motivation and empowerment..

41
Motivating employees is a necessary step that every business owner should take to succeed. This
is because motivation encourages better performance and productivity on the part of employees
and when this happens, the company has nothing to enjoy but benefits and profit. Hence, it is
natural for owners, managers and team leaders to look for ways to improve the morale of their
workers. This study examined the ranked importance of motivational factors of employees at the
Modern Spinning Mills, Pollachi.

STATEMENT OF THE PROBLEM

There has been a lot of study in the area of Motivation, still it remains unexplored to
some extent and yet a general understanding has not been developed when it comes to studies
conducted at different times and in different work environment. One of the greatest challenges
organizations face today is how to manage turnover of work force that may be caused by
migration of a lot of industrial workers, especially, those who are low motivated. Therefore, it
has become an important area of research that how to reduce turnover and absenteeism and
improve performance of an organization. Thus, if employees are motivated, it helps the company
perform better and strive for high quality. This point of view emphasizes the importance of the
study of Motivation and its relationship to some other relevant factors. With this background in
mind we can say that our present study is very crucial and holds lots of importance for
organizations as well as employees.

Workers leave organization due to the fact that they are not motivated enough. Some are
not willing to leave because they are enjoying some benefit in terms of promotion, which leads
to increase in salaries and wages, bonus and some other incentives.
Research questions are:
 What are the motivational techniques adopted by the Manufacturing firms to retain her
employees?
 How responsive is the employees to motivational reward adopted by the company?
 What are the factors hindering the success of employee’s motivation in the company?
 Which of the incentives given to the employees lead them to higher performance and
productivity?

42
OBJECTIVES OF STUDY

 To study about various factors that determines the motivation of the employees.
 To evaluate the opinion of the employees about the factors such as working condition,
welfare facilities etc.
 To evaluate the opinion of the employees to find out the degrees of employees
motivation.
 To give suggestion to the management for improving the motivation of their employees
from the findings of the study.

RESEARCH DESIGN

The study is descriptive in nature. Because it describes the opinion of the respondents
about the Employee Motivation.

UNIVERSE

The Employees of Modern Spinning mills survey as the universe of the present study.
There were totally 250 employees selected in the study.

SAMPLING METHOD

Simple random sampling technique was adopted for the present study.

SAMPLING SIZE

Sample of 60 people were taken for the study, and data were collected from them.

METHOD OF DATA COLLECTION

The data for this study are of two types: -

 Primary data
 Secondary data

PRIMARY DATA

Primary data is the data is collected from the respondent for the first time, it is original in
nature. For the purpose of collection of primary data, a well structured questionnaire was framed

43
and filled by the respondents. The questionnaire comprises of close ended as well as open ended
questions. In close ended questions, checklist questions and multiple choice questions are used.

SECONDARY DATA

Secondary data are collected from books, magazines, web sites etc, and both open ended
& close-ended questions are incorporated in the questionnaire for the collection of data.

TOOLS OF DATA COLLECTION

The researcher adopted Questionnaire for collecting data from the respondents. The
Questionnaire consists of three parts namely

 Demographic Profile
 Motivation Scale

Motivation Scale was produced by Muogbo U.S (2013)..

STATISTICAL TOOLS
 Percentage analysis
 Chi Square analysis
 T-test
PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio in making comparison between two or more
data and to describe relationships. Percentage can also be used to compare the relative terms in
the distribution of two or more sources of data.

Number of Respondents
Percentage of Respondents = ---------------------------------------- X 100
Total Respondents
CHI SQUARE TEST

The chi square test is an important test among the several tests of significance developed
by satisfaction. Chi-square, symbolically written 𝑥 2 is a statistical measure used in the contexts of

44
sampling analysis for comparing a variance to a theoretical variance. It can also be used to make
comparison between theoretical population and actual data when categories as used. By
comparing a calculated value with the table value of 𝑥 2 for degrees of freedom at given level of
significance. We may either accept or reject the null hypothesis .If the calculated value of 𝑥 2 is
less than the value, the null hypothesis is accepted ,but if the calculate value is equal or greater
than table, value the hypothesis is rejected.

The formula applied for Chi-square

(𝑶𝒊−𝑬𝒊)𝟐
𝑥2 = ∑ 𝑬𝒊

Oi = Observed Frequency

Ei = Expected frequency

T-TEST

T test is used to compare two different set of values. It is generally performed on a small
set of data. T test is generally applied to normal distribution which has a small set of values. This
test compares the mean of two samples. T test uses means and standard deviations of two
samples to make a comparison. The formula for T test is given below:

Where,
x1 = Mean of first set of values
x2 = Mean of second set of values
S1 = Standard deviation of first set of values
S2 = Standard deviation of second set of values
n1 = Total number of values in first set
n2 = Total number of values in second set.

45
SCOPE OF THE STUDY

This study will also help the management to increase motivational activities, and develop
the employees in such a way that their career goals are achieved. This is an opportunity for the
employees to give their feedback which aids the management will do some alteration in the
motivation facilities.

The suggestions and recommendations are also given at the end of the report. The result
of the study helps the management to know about the shortcoming in managing employees and
that also encourage them to employees and that also encourage them to take action to reduce
their shortcomings.

LIMITATIONS OF THE STUDY

 The study is limited to the study unit in Modern Spinning Mills. .

 The sample size is 60 only.
 The data may subject to self bias.
 Sample selected is representative of the population.

CHAPTER SCHEME

 The first chapter deals with introduction about the study.

 The second chapter review of literature.

 The third chapter is Research Methodology.

 The fourth chapter is analysis and interpretation.

 The fifth chapter deals with findings and conclusion.

46
 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATIONS

4.1 INTRODUCTION

This chapter deals with the analysis and interpretation of the study. For the analysis
following statistical tools have been applied

 Percentage Analysis
 Chi – square test
 T- Test

4.2 PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio in making comparison between two or more
data and to describe relationships. Percentage can also be used to compare the relation terms in
the distribution of two or more sources of data.

Number of Respondents

Percentage of Respondents = --------------------------------- X 100

Total Respondents

47
 TABLE NO –1

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR AGE

Age No of Respondents Percentage (%)

Below 30 38 63.3

30 - 40 16 26.7

Above 40 6 10.0

Total 60 100.0

From the above table shows that out of 60 respondents,38 (63.3%) of the respondents are
belong to the age group of below 30 years, 16 (26.7%) of the respondents are belong to the age
group of 30-40 years and remaining 6 (10%) of the respondents are belong to the age group of
above 40 years.

Majority 38 (63.3%) of the respondents are belong to the age group of Below 30 years.

48
 CHART NO –1

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR AGE

70

63.3

60

50
Percentage (%)

40

30 26.7

20

10
10

0
Below 30 30 - 40 Above 40
Age

49
 TABLE NO – 2

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR SEX

No of
Gender Percentage (%)
Respondents

Male 31 51.7

Female 29 48.3

Total 60 100.0

From the above table shows that out of 60 respondents,31 (51.7%) of the respondents are
male and remaining 29 (48.3%) of the respondents are female.

Majority 31 (51.7%) of the respondents are male.

50
 CHART NO – 2

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR SEX

51.7

52

51

50
Percentage (%)

48.3

49

48

47

46
Male Female
Gender

51
 TABLE NO – 3

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR

MARITAL STATUS

Marital status No of Respondents Percentage (%)

Married 31 51.7

Unmarried 29 48.3

Total 60 100.0

From the above table shows that out of 60 respondents, 31 (51.7%) of the respondents are
married and remaining 29 (48.3%) of the respondents are unmarried.

Maximum 31 (51.7%) of the respondents are Married.

52
 CHART NO –3

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR

MARITAL STATUS

51.7

52

51

50
Percentage (%)

48.3

49

48

47

46
Married Unmarried
Marital status

53
 TABLE NO –4

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR

EDUCATIONAL QUALIFICATION

Educational Qualification No of Percentage (%)

Respondents

Below SSLC 11 18.3

SSLC 19 31.7

HSC 12 20.0

UG 9 15.0

PG 8 13.3

Others 1 1.7

Total 60 100.0

From the above table shows that out of 60 respondents, 11 (18.3%) of the respondents are
Below SSLC, 19 (31.7%) of the respondents are SSCL, 12 (20%) of the respondents are HSC, 9
(15%) of the respondents are UG Holders, 8 (13.3%) of the respondents are PG Holders and
remaining 1 (1.7%) of the respondents are Other qualification.

Majority 19 (31.7%) of the respondents are up to 12th Standard.

54
 CHART NO –4

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR

EDUCATIONAL QUALIFICATION

35
31.7

30

25

20
Percentage (%)

20 18.3

15
15 13.3

10

5
1.7

0
Below SSLC HSC UG PG Others
SSLC
Educational Qualification

55
 TABLE NO –5

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR SALARY

No of
Monthly Income Percentage (%)
Respondents

Below Rs.2000 3 5.0

Rs.2000 to Rs.4000 6 10.0

Rs.4000 to Rs.6000 24 40.0

Above Rs.6000 27 45.0

Total 60 100.0

From the above table shows that out of 60 respondents,3 (5%) respondents monthly
income is below 2000, 6 (10%)respondents monthly income is 2000 to 4000, 24 (40%) of the
respondents monthly income is 4000 to 6000 and remaining 27 (45%) of the respondents
monthly income is above 6000.

Maximum 27 (45%) respondents monthly income is Above 6000.

56
 CHART NO –5

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR SALARY

45
45
40
40

35

30
Percentage (%

25

20

15
10
10
5
5

0
Below Rs.2000 Rs.2000 to Rs.4000 to Above Rs.6000
Rs.4000 Rs.6000
Monthly Income

57
 TABLE NO – 6

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR EXPERIENCE

No of
Experience Percentage (%)
Respondents

Up to 2 years 13 21.7

2-4 years 24 40.0

4-6 years 13 21.7

Above 6 years 10 16.7

Total 60 100.0

From the above table shows that out of 60 respondents, 13(21.7%) of the respondents are
up to 2 years of Experience in the organisation, 24 (40%) of the respondents are 2-4 years of
experience in the organisation, 13 (21.7%) of the respondents are 4-6 years of experience in the
organisation and remaining 10 (16.7%) of the respondents are Above 6 years of experience in the
organisation.

Majority 24 (40%) of the respondents are below 2-4 years of Experience in the
organisation.

58
 CHART NO – 6

DISTRIBUTION OF THE RESPONDENTS ACCORDING TO THEIR EXPERIENCE

17%
21%

Up to 2 years
2-4 years
4-6 years
22%
above 6 years

40%

59
 4.3 CHI – SQUARE
INTRODUCTION
The chi square test is an important test among the several tests of signification developed
by satisfaction. Chi-square, symbolically written x2 is a statistical measure used in the contexts
of sampling analysis for comparing a variance to a theoretical variance. It can also be used to
make comparison between theoretical population and actual data when categories as used.

TABLE NO - 7
ASSOCIATION BETWEEN AGE OF THE RESPONDENTS AND
MOTIVATIONAL PRACTICES

Motivational practices
Age Total
High Moderate Low

Below 30 6 15 17 38

30 - 40 1 8 7 16

Above 40 1 4 1 6

Total 8 27 25 60

Source: Primary Data

Degree of Freedom: 4 Calculated x2Value: 2.799 Table value: Five per cent level: 9.488

The calculated value (2.799) is less than the table value (9.488).Therefore conclude that
there is no significant association between age of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.

60
 TABLE NO - 8
ASSOCIATION BETWEEN SEX OF THE RESPONDENTS AND
MOTIVATIONAL PRACTICES

Motivational practices
Sex Total
High Moderate Low

Male 2 13 16 31

Female 6 14 9 29

Total 8 27 25 60

Source: Primary Data

Degree of Freedom: 2 Calculated x2Value: 3.935 Table value: Five per cent level: 5.991

The calculated value (3.935) is less than the table value (5.991).Therefore conclude that
there is no significant association between sex of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.

61
 TABLE NO - 9
ASSOCIATION BETWEEN MARITAL STATUS OF THE RESPONDENTS AND
MOTIVATIONAL PRACTICES

Motivational practices
Marital Status Total
High Moderate Low

Married 8 13 10 31

Unmarried 0 14 15 29

Total 8 27 25 60
Source: Primary Data

Degree of Freedom: 8 Calculated x2Value: 8.980 Table value: Five per cent level: 15.507

The calculated value (8.980) is less than the table value (15.507).Therefore conclude that
there is no significant association between Marital Status of the respondents and their
Motivational Practices. Hence, Null hypothesis is accepted.

62
 TABLE NO - 10
ASSOCIATION BETWEEN EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS AND MOTIVATIONAL PRACTICES

Motivational practices
Educational qualification Total
High Moderate Low

Below SSLC 2 7 2 11

SSLC 1 10 8 19

HSC 0 7 5 12

UG 2 2 5 9

PG 3 1 4 8

Others 0 0 1 1

Total 8 27 25 60

Source: Primary Data

Degree of Freedom: 10 Calculated x2Value: 14.651 Table value: Five per cent level: 18.307

The calculated value (14.651) is less than the table value (18.307).Therefore conclude
that there is no significant association between Educational Qualification of the respondents and
their Motivational Practices. Hence, Null hypothesis is accepted.

63
 TABLE NO - 11
ASSOCIATION BETWEEN SALARY OF THE RESPONDENTS AND
MOTIVATIONAL PRACTICES

Motivational practices
Salary Total
High Moderate Low

Below Rs.2000 0 1 2 3

Rs.2000 to Rs.4000 1 2 3 6

Rs.4000 to Rs.6000 3 12 9 24

Above Rs.6000 4 12 11 27

Total 8 27 25 60

Source: Primary Data

Degree of Freedom: 6 Calculated x2Value: 1.570 Table value: Five per cent level: 12.59

The calculated value (1.570) is less than the table value (12.59).Therefore conclude that
there is no significant association between Salary of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.

64
 TABLE NO - 12
ASSOCIATION BETWEEN EXPERIENCE OF THE RESPONDENTS AND
MOTIVATIONAL PRACTICES

Motivational practices
Experience Total
High Moderate Low

Up to 2 years 2 7 4 13

2-4 years 2 8 14 24

4-6 years 2 4 7 13

Above 6 years 2 8 0 10

Total 8 27 25 60

Source: Primary Data

Degree of Freedom: 6 Calculated x2Value: 11.725 Table value: Five per cent level: 12.59

The calculated value (11.725) is less than the table value (12.59).Therefore conclude that
there is no significant association between Experience of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.

65
 4.4 T- TEST

INTRODUCTION
T test is used to compare two different set of values. It is generally performed on a small
set of data. T test is generally applied to normal distribution which has a small set of values. This
test compares the mean of two samples. T test uses means and standard deviations of two
samples to make a comparison. The formula for T test is given below:

Where,
x1 = Mean of first set of values
x2 = Mean of second set of values
S1 = Standard deviation of first set of values
S2 = Standard deviation of second set of values
n1 = Total number of values in first set
n2 = Total number of values in second set.
TABLE NO - 13
T – TEST TABLE SHOWING THE DIFFERENCE IN THE MEAN SCORES BETWEEN
MOTIVATIONAL PRACTICES & GENDER

Std. Std. Error

Gender N Mean
Deviation Mean

Male 8 1.7500 .46291 0.16366

Female 27 1.5185 .50918 0.09799

T Df Sig. (2-tailed)
1.151 33 .258

INTERPRETATION

The above table depicts that the P value (0.258) is more than 0.05. So there is no
significant difference in the mean scores of the respondents based on the gender .It is inferred
that gender not influence the Motivational Practicesof the respondents.
66
 TABLE NO - 14
T – TEST TABLE SHOWING THE DIFFERENCE IN THE MEAN SCORES BETWEEN
MOTIVATIONAL PRACTICES & MARITAL STATUS

Marital Std. Std. Error

N Mean
Status Deviation Mean
Married 8 1.0000 .00000 .00000

Unmarried 27 1.5185 .50918 .09799

T Df Sig. (2-tailed)

-2.850 33 .007

INTERPRETATION

The above table depicts that the P value (0.007) is less than 0.05. So there is a significant
difference in the mean scores of the respondents based on the gender .It is inferred that marital
status influence the Motivational Practicesof the respondents.

67
 CHAPTER – V
FINDINGS, SUGGESTION AND CONCLUSION
5.1 FINDINGS

5.1.1 Simple Percentage Analysis

 Majority 38 (63.3%) of the respondents are belong to the age group of Below 30 years.
 Majority 31 (51.7%) of the respondents are male.
 Maximum 31 (51.7%) of the respondents are Married.
 Majority 19 (31.7%) of the respondents are up to 12th Standard.
 Maximum 27 (45%) of the respondents monthly income is above 6000.
 Majority 24 (40%) of the respondents are below 2-4 years of Experience in the
organisation.

5.1.2 Chi-square test

 The calculated value (2.799) is less than the table value (9.488).Therefore conclude that
there is no significant association between age of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.
 The calculated value (3.935) is less than the table value (5.991).Therefore conclude that
there is no significant association between sex of the respondents and their Motivational
Practices. Hence, Null hypothesis is accepted.
 The calculated value (8.980) is less than the table value (15.507).Therefore conclude that
there is no significant association between Marital Status of the respondents and their
Motivational Practices. Hence, Null hypothesis is accepted.
 The calculated value (14.651) is less than the table value (18.307).Therefore conclude
that there is no significant association between Educational Qualification of the
respondents and their Motivational Practices. Hence, Null hypothesis is accepted.
 The calculated value (1.570) is less than the table value (12.59).Therefore conclude that
there is no significant association between Salary of the respondents and their
Motivational Practices. Hence, Null hypothesis is accepted.

68
  The calculated value (11.725) is less than the table value (12.59).Therefore conclude that
there is no significant association between Experience of the respondents and their
Motivational Practices. Hence, Null hypothesis is accepted.

5.1.3 T-Test

 The P value (0.258) is more than 0.05. So there is no significant difference in the mean
scores of the respondents based on the gender .It is inferred that gender not influence the
Motivational Practices of the respondents.
 The P value (0.007) is less than 0.05. So there is a significant difference in the mean
scores of the respondents based on the gender .It is inferred that marital status influence
the Motivational Practices of the respondents.

69
5.2 SUGGESTION
 Motivation is one of the basic factors in employee working process. So a manager has to
encourage employees and try to enhance motivational techniques to motivate them
towards tasks.
 Attitude plays a vital role in the establishment of employee’s character and their working
process. So manager attitude should be friendly and unbiased with everyone. Similarly
employees should behave in a proper manner. They should respect there manager to get
the same response.
 Working habits made a great impact on employee working process. So employees should
be allowed to select the way to working. They are not enforced by anybodyotherwise,
there is a chance that it affects their working process.
 Technology is advancing day by day and it has been renowned that use of technology in
employee working process has become an effective tool. So manager should use
electronic media to communicate in better way. Technology helps employees to gain
more knowledge and information.
 Managers should also give full attention to their employees and take interest in their
working process. They should motivate their employee towards tasks.

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5.3 CONCLUSION
Motivation is a complex concept and can help or harm an organization depending on how
it is used within an organization. If a manager takes the time to understand the needs of his/her
employees, then the recognition can be extremely useful. There have been many philosophers
who have tried to understand what motivates people, but every person is different and a theory
cannot describe all people. It is understandable the mangers have a full time job and do not have
much down time to be spending on rewards, but it also gives them the opportunity to understand
their employees and connect with them on a personal level.

Managers are not the only ones who can recognize others in the workplace. Employees
can recognize each other as well. It has been proven to that one can not directly motivate
someone else, but they can give them the tools they need to motivate themselves. Managers are
the resources for employees and they should make sure that their work environment is pleasant
and desirable. This will help the productivity and improvement of their employees. If the above
suggestions are implemented properly, managers will have a fully motivated team.

71
 BIBLIOGRAPHY

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Employee Productivity”. Journal of Economics and International Finance, Vol. 5(5), pp.
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Motivation Factors”. Serbian Journal of Management 5 (1) (2013) 143 – 149.
 S. K. Singh &VivekTiwari (2013), “A Study of Motivational Factors of the Industrial
Workers”.IRACST- International Journal of Research in Management & Technology
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Performance”.African Journal of Business Management Vol. 5(8), pp. 3361-3368, 18
April, 2013.
 Ukaejiofo Rex Uzonna (2013), “Impact of motivation on employees performance”. Far
East Journal of Psychology and Business Vol. 5 No. 1 October 2013.
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Motivation and Performance”.The International Journal Of Engineering And Science
(IJES) ||Volume||2 ||Issue|| 7 ||Pages|| 70-80||2012||.
 Raja MumtazHussain (2012), “An Empirical study of the relationship between
motivation to transfer and transfer of training”. Seoul Journal of Business, Volume 12,
Number 1 (June 2012).
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Multinational Companies”. Journal of Vocational Behaviour 34(2), 192-203.
 Akbar Ali, MairaAbrar and Jahanzaib Haider (2012), “Impact of Motivation on the
working performance of employees”. International Journal of Training and
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  Mohammad Kamal Hossain and AnowarHossain (2012), “Factors Affecting Employee's
Motivation in the Fast Food Industry”. An Empirical Analysis, Journal of European
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 Nyamekye and Faustina (2012), “Impact of Motivation on Employee Retention”.Human
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 Peter EbongAjang (2011), “Assessing the role of work Motivation on Employee
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 Donald J. Sager (2010), “Leadership and Employee Motivation”.Journal of Management
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2, 2010.
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 www.irjabs.com
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 ANNEXURE

A STUDY ON EMPLOYEE ATTITUDES TOWARDS

MOTIVATIONAL PRACTICES WITH SPECIAL REFERENCE TO
MODERN SPINNING MILL, POLLACHI

I. PERSONAL PROFILE
1. Name (Optional) :_____________________________________
2. Designation (Department) :_____________________________________
3. Age (In Years)
(i) Below 30 (ii) 30-40 (iii) Above 40
4. Sex
(i) Male (ii) Female
5. Marital Status
(i) Married (ii) Unmarried
6. Educational Qualification
(i) Below SSLC (ii) SSLC (iii) HSC (iv) UG
(v) PG (vi) Others specify
7. Salary (Per Month)

(i) Below `2,000/- (ii) ` 2,000/- to ` 4,000/-

(iii) ` 4,000/- to Rs.6,000/- (iv) Above ` 6,000/-

8. Experience
(i) Up to 2 years (ii) 2-4 years (iii) 4-6 years (iv) Above 6 years
9. Are you satisfied with the present job?
(i) Highly Satisfied (ii) Satisfied (iii) Dissatisfied
(iv) Highly Dissatisfied
10. What is your opinion about workload?
(i) Heavy (ii) Moderate (iii) Low
11. Which of the following you prefer most?
(i) Monetary Benefit (ii) Non-Monetary Benefit

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12. Opinion about the shift time.
(i) Highly Satisfied (ii) Satisfied
(iii) Dissatisfied (iv) Highly Dissatisfied
13. Do you complete your duty within the allocated time?
(i) Yes (ii) No

II. MOTIVATION PRACTICES

On a scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with
the statements given.

1 2 3 4 5
Scale Strongly Strongly
Agree Not sure Disagree
agree Disagree

S.No Statement 1 2 3 4 5

14 I am Satisfied with the Present salary and increment given to me

I feel that the working condition are Clean, Pleasant & safe my
15
organisation

I feel that my welfare facilities provided by the company are

16
adequate and Provide satisfaction to me

I am aware with the policies and procedures to the company and I

17
find that satisfactory

18 My relation with superior peers and subordinates are good

19 Supervisor take interest in our problem, well being and features

20 I enjoy Setting and Challenging Goal

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21 I am recognized and Priced for my good performance

There is a clear and effective system of performance appraisal &

22
Career development

I feel that my job has enough learning opportunities which will

23
help me in career advancement

I think there are right opportunities in this organisation for my

24
personnel growth and promotion

My organisation help me in all possible to know my abilities,

25
capabilities, Present Performance and Prospect for Improvement

The management of our calls for active Participation of the

26
employees in the day to day functions of the organisation

27 The prestige of my organisation outside company is good

28 I feel that I am getting maximum pleasure from my work

Delegation of authority to encourage juniors is quite common in

29
my organisation

My job content and responsibilities are appropriate ( not over

30
loaded or not under loaded ) for me

I think that appropriate work is given to me according to my skill

31
and potential

32 I believe that leadership also influence the level of motivation

The Company pays its workers according to the amount of work

33
done.

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 34 The council provides fringe benefits to all its employees.

35 When employees meet the set targets they are paid a bonus.

The Company provides training to its employees most of the

36
times.

To prevent boredom, The Company rotates its employees within

37
the organization.

38 I have participated in the decision making of the company.

39 Am given sense of responsibility at my work place.

40 The council makes sure at all times that my work is challenging.

41 When an employee performs well consistently, they are promoted.

There is relatively equal treatment of employees depending on

42
their efforts, experience and education.

43 Incentives and bonus are paid according to the performance.

44 Sincerity is considered for promotion in this organization.

45 Immediate financial improvement

46. Please give your suggestions:

______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________

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 COMPANY PROFILE
ABOUT THE COMPANY
Modern Spinning Mills Limited was established in 1979 with an initial capacity of
12,000 spindles. Over its four decades of chequered growth it has expended to 1,30,000 spindles
spread over three operational units.

Each company in the group specializes in a specific area, thus enabling it to better meet
the diverse needs of the industry. The companies are focused on meeting their customer’s
individual needs.

In modern fashion technology, the demand for perfection right at the birth of the raw
material permeates through every single process, till the highly discerning customer the finished
garment. It is the demand for perfection that has spurred the growth of an organisation and its
corporate philosophy.

Those who can furnish clients with the best quality, competitive price, excellent customer
services and prompt delivery can only service in the market. Modern Spinning Mills Limited
takes immense pride in perceiving its role as the comprehensive architect or every single yarn
and garment that its produces.

Constant commitment to high quality standards and innovation has been the secret of
success ever since the company was founded. Modern Spinning units ensure the supply of
consistent quality yarn to manufacture the garments. The Spinning units lead the quality of yarn
in the maket. Ultimately; the crunch lies in the infusion of hi-tech, state of the art machinery that
aids in the production of high quality 100% combed yarn, in counts that ranges from NE 20s to
120s in single and doubles.

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PRODUCTION PROCESS

79
MIXING

Different verities of cotton are being mixed here depending upon the yarn counts
proposed to be manufactured and stack mixing is maintained. This is one of the important
process which accounts for the quality and the cost of the finished goods.

PURPOSE OF MIXING

The improve process performance (i.e.) avoiding of capping To reduce and control the
cost of production. To achieve uniform quality of the products Then the mixture of cotton&
polyester go to another. Process of Blow Room.

BLOW ROOM

In the first process different varieties of cotton mixing with fiber polyester and into the
blow room machine .The machined mainly cleans the impurities in the cotton such as sand, seeds
and leaves and gives out in the form of a cap.

The mixed cotton is fed into the blow room MBO and a series of machines with different
types of opening and clearing process will remove heavier impurities in the blow Room Line.
The output of this process are directly routed to carding machine through chute feed system

PURPOSE OF BLOW ROOM

To reduce the lumps of cotton into small units.To clean the cotton and removes dirt
impurities.

CARDING

The lap taken from the blow room is fed into the carding machine for further cleaning
and comes out in the form a. Silver, which are stored in a cans .The process of purification
started in blow room process is completed here (After opening and cleaning, the fibers are
converts from known as Silver).

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DRAWING

This is the fourth process .The silver taken from the carding machines in fed into the
draw frame silver at a time and comes out and falls into the can as one silver. Drawing is a
machine that take the wets, though the with is unevenness like the cotton which is their in one
side and opposite to other the drawing machine take that wets and send the web equally that is
known as silver. That silver is stored in can. In this process the cotton length is reduced and the
polish gives in this section.

SIMPLEX

This is the first process where the silver that are got from the frame is fed in this simplex
machine and is thick cotton ropey called roving. In the simplex machine the silver are taken
according to the rotation of bobbin. Then that silver is stored in bobbin so it is said to be bobbin
silver.

SPINNING

The bobbin silver are taken to the spinning machine take the silver according to the
cots rotation called as yarn. That yarn is rotated in the cots. 15 machines are in the room. First 5
machines are produced 64 counts of yarn. Another 5 machines 66 courts of yarn again 5
machines 64 counts of yarn one cots weights becomes 65gms .

CONE WINDING

The yarn which are spinned are taken to the cone winding which are produces by
spinning machine are winded a core. The Yarn is been winded in core for two types of counts. It
can be 66 and 64. 66 types of cones length became high and weight is low but 64 counts of cone
length is low and weight is high. One cone weight is 1.255 gms .

PACKING

Packing in textiles includes all textiles packing material for industrial, agricultural and
other goods. The demand for packing material is directly proportional to economic growth,
industrial production and trade as goods are produced and then distributed both locally and
internationally.

81