OBJECTIVE

OBJECTIVES OF THE STUDY

Primary objective:
1. To study the important factors which are needed to motivate the employees.

Secondary Objective:
1. To study the effect of monetary and non-monetary benefits provided by the organization on the
employee’s performance.

2. To study the effect of job promotions on employees.

3. To learn the employee’s satisfaction on the interpersonal relationship exists in the organization.

4. To provide the practical suggestion for the improvement of organization’s performance

Company
 Hyundai
Hyundai Group is a South Korean business conglomerate headquartered in
Seoul. It was founded by Chung Ju-yung in 1947 as a construction firm and Chung
was directly in control of the company until his death in 2001.

Following the 1997 East Asian financial crisis and Chung's death, Hyundai
underwent a major restructuring and break-up, which reduced the Hyundai Group's
business to encompass only container shipping services, the manufacturing of lifts,
and tourism. Today, most companies bearing the name Hyundai are not legally
connected to Hyundai Group. They include Hyundai Motor Group, Hyundai
Department Store Group, Hyundai Heavy Industries Group and Hyundai
Development Company. However, most of the former subsidiaries of the Hyundai
conglomerate continue to be run by relatives of Chung. If these companies were
considered as forming a single broad family business, then it would remain the
largest company in South Korea with enormous economic and political power in
the country.

History Hyundai was founded as a small construction firm by Chung Ju-yung in

1947. Hyundai Construction began operating outside of South Korea in 1965,
initially entering the markets of Guam, Thailand and Vietnam.

Hyundai Motor Company was founded in 1967. Hyundai Heavy Industries was
founded in 1973 and completed the construction of its first ships in June 1974.

In 1983 Hyundai entered the semiconductor industry through the establishment of

Hyundai Electronics (renamed Hynix in 2001).

In 1986 a Hyundai-manufactured IBM PC-XT compatible called the Blue Chip

PC was sold in discount and toy stores throughout the US. It was one of the
earliest PC clones marketed toward consumers instead of business.

Hyundai announced a major management restructuring in December 1995,

affecting 404 executives.
In April 1999 Hyundai announced an enormous corporate restructuring, involving
a two-thirds reduction of the number of business units and a plan to break up the
group into five independent business groups by 2003.

1967
 Incorporation of Hyundai Motor Company

1968
 Completion of Ulsan assembly plant
 Mass production of Cortina begins

1976
 Launch of Hyundai Pony, the first Korean passenger car
 First export of Hyundai Pony to Ecuador

1983
 Incorporation of the Canadian subsidiary HMC

1985
 Launch of Pony Excel
 Incorporation of the U.S. subsidiary HMA
 Launch of 1st generation Sonata

1986
 Exports of Excel to the U.S. begin
 Launch of Grandeur (Azera), Hyundai Motor’s large-sized luxury car

1987
 Excel is the best selling imported compact car in the U.S. for 3 consecutive
years
1988
 Launch of Sonata, Hyundai Motor’s mid-sized luxury sedan

1989
 Overseas exports of Excel surpass 1 million units

1990
 Launch of Elantra and Scoupe

1991
 Developed Alpha engine, the first engine created in Korea
 Launch of Galloper
 Developed Sonata EV

1993
 Launch of Sonata II
 Unveiling of the HCD-II concept ca

1994
 Annual production surpasses 1 million units
 Launch of Accent
 Solar-powered and fuel cell electric vehicles developed

1995
 Launch of Avante (Elantra)
 Completion of Jeonju commercial vehicle manufacturing plant
 Hyundai Motor Europe Technical Center (HMETC) opens

1996
 Cumulative production surpasses 10 million units
 Inauguration of the Namyang Technology Research Center
 Launch of Dynasty and Tiburon
1997
 Independently developed Epsilon engine
 Established the Turkey plant and Asan plant

1998
 Independently developed world-class, high performance V6 Delta engine
 Launch of Grandeur (Azera) and Sonata
 Established India plant
 2nd solar-powered vehicle developed
 Acquisition of Kia Motors

1999
 Launch of Equus (Centennial : Hyundai Motor’s ultra large-sized sedan),
Verna, and Trajet XG
 Developed Korea’s first automotive fuel cell battery

2000
 Developed Korea’s first passenger diesel engine and large commercial
engine
 Debut of the four mid and large-sized Bus models
 Korea’s first fuel cell electric vehicle Santa Fe developed
 Official sponsor of the UEFA Euro 2000

2001
 Production of Beta engine surpasses 1 million units
 Unveiling of Korea’s first fuel cell electric vehicle Santa Fe
 Established Hyundai European Design Center
 Launch of Tuscani (Hyundai's sports coupe), Terracan, and Lavita
 Santa Fe ranked No.1 in U.S. customer satisfaction survey
 HMA receives J.D. Power’s Chairman's Award
 Unveiling of the HCD - VI concept car at the Chicago Auto Show
2002
 Cumulative production at Asan plant surpasses 1 million units
 Production of Sonata begins in China
 Launch of Chinese-made Elantra
 Sonata receives J.D. Power's APEAL Award
 Inauguration of the California Design & Technical Center
 Official sponsor of the 2002 FIFA World Cup Korea /Japan
 Unveiling of the HCD - 7 concept car at the Chicago Auto Show

2003
 Established the California Design & Technical Center
 Production of Avante (Elantra) surpasses 2 million units
 Proclaimed Global Environmental Management
 Established the Europe Technical Center
 Established the Namyang Design Center
 Annual exports surpass 1 million units
 The world’s first ultra high pressure hydrogen storage system for fuel cell
electric vehicles developed

2004
 Launch of Hyundai Motor’s first compact SUV, Tucson (ix35)
 Production of Delta engine surpasses 1 million units
 Sonata placed first in J.D. Power’s IQS
 Cumulative exports surpass 10 million units
 Developed Theta engine and Lambda engine
 Official sponsor of the UEFA Euro 2004
 Joint venture plant for commercial vehicles in China established
 Chairman Mong-Koo Chung named as the Best CEO of 2004 by Business
Week

2005
 Established the U.S. proving ground
 Exports to Africa and the Middle East surpass 1 million units
 Established the Alabama plant
 Developed clean Mu V6 engine
 Debut in Interbrand’s 100 Best Global Brands
  Established Environmental Technology Research Center
 Established Hyundai America Technical Center
 Established Eco-Friendly Vehicle Recycling Center
 Click is selected as India’s Best Car of 2005
 Unveiling of New Grandeur and HED-1 at the Geneva International Motor
Show
 Official partner of FIFA from 2007 to 2014
 Chairman Mong-Koo Chung named Top Automotive CEO in Asia by
Automotive

2006
 Developed Gamma engine
 No.1 Non-Premium Nameplate in J.D. Power’s IQS
 Launch of new Avante (Elantra)
 Exports to South America surpass 1 million units
 Developed V6 diesel S engine
 Established new Hyundai Motor Europe building
 Annual sales surpass KRW 1 trillion
 Total production reaches No. 6 in the world
 Unveiling of the Hellion, Arnejs, Genus and Talus concept cars
 Selected as Interbrand’s 100 Best Global Brands for a 2nd consecutive year
 Official sponsor of the 2006 FIFA World Cup Germany

2007
 Launch of European strategic model i30
 Cumulative sales in the U.S. surpass 5 million units
 Unveiling of the 3rd generation fuel cell concept car i-Blue
 Developed F, G, H diesel engines for commercial vehicle
 Launch of the next-generation compact car i10 by HMI
 Verna awarded Best Car of the Year by India’s Overdrive magazine
 Unveiling of the HED-IV (QarmaQ) concept car at the Geneva International
Motor Show

2008
 Launch of Genesis
 Established the 2nd plant in India
 Beijing Hyundai hits 1 million vehicles production milestone
  Established 2nd plant in Beijing
 Sales of Avante (Elantra) surpass 5 million units
 Launch of European strategic model i20
 Developed next-generation clean diesel R-engine
 Launched Blue Drive brand for green models
 Tau engine named ‘10 Best Engines Winners’ by Ward’s Auto

2009
 Genesis named ‘North American Car of the Year’
 Main sponsor of the U.S. Super Bowl
 Cumulative exports to Africa surpass 1 million units
 No.69 in Global Brand Value
 Established the Czech plant
 Established Hyundai Motor India Engineering Pvt. Ltd.
 Developed next-generation high performance Theta GDi
 Sales of Santa Fe surpass 2 million units
 Tau engine named ‘10 Best Engines Winners’ by Ward’s Auto for 2
consecutive years 2010
 Cumulative sales of Sonata surpass 5 million units

2010
 Unveiling of the HED-VII hybrid concept car at the Geneva International
Motor Show
 No.1 in J.D. Power’s Vehicle Dependability Study (VDS) for 3 consecutive
years and in the Initial Quality Study (IQS) for sub-compact cars
 Launch of Sonata Hybrid at the New York International Auto Show
 Genesis and Tucson named No.1 in AutoPacific’s Vehicle Satisfaction
Awards
 Sonata awarded the highest safety ratings by the National Highway Traffic
Safety Agency in the U.S.
 Cumulative sales of Sonata surpass 5 million units

2011
 Blue Link introduced at the 2011 International Consumer Electronics Show
(CES) in the U.S.
 Launch of Veloster and the HCD-12 concept car at the North American
International Auto Show
  Cumulative sales by HMI surpass 3 million units
 Unveiling of the new brand direction and slogan ""New Thinking. New
Possibilities.""
 Launch of the 5th generation Grandeur (Azera) and Veloster
 Launch of Sonata Hybrid

2012
 Avante (Elantra) awarded ‘North American Car of the Year’
 Launch of New Santa Fe, i40 Saloon, and Veloster Turbo
 No.53 in Global Brand Value
 Established the Brazil plant
 Tucson (ix35) Fuel Cell supplied to Europe
 Unveiling of the ioniq electric concept car
 Grandeur (Azera), Avante (Elantra), Santa Fe awarded ‘the ALGR residual
Value Award’

2013
 World Rally Championship (WRC) Team launched
 Launch of Grandeur Hybrid
 No.2 in Autobild’s (Germany) 2013 Quality Satisfaction Report
 i10 awarded Indian Car of the Year 2014
 Beijing Hyundai sales in China surpass 1 million units / year
 Launch of All-new Genesis

2014
 All-new Genesis wins the 2014 iF Design Award
 All-new Genesis and i10 win the Red Dot Design Award
 Unveiling of HED-9 Intrado at the Geneva International Motor Show
 Launch of the All-new Sonata
 All-new Genesis wins the highest safety score in NHTSA history
 Established Hyundai Motorstudio Seoul
2015
 Unveiling of Sonata Plug-in Hybrid
 Established Hyundai Motorstudio Moscow
 Participation of i20 in the WRC, achieving 2nd place in the Rally Sweden
 Launch of Sonata Turbo
 Launch of All-new Tucson
 Launch of mid-duty truck, All-new Mighty

2016
 Launched IONIQ eco-friendly hybrid car model
 Introduced Project IONIQ future mobility innovation program
 Announced connected car development strategy
 Began sales of Genesis G80 model
 Opened Hyundai Motorstudio Hanam
 Ranked thirty-fifth in Interbrand ranking of global brands
 Completed construction of plant in Cangzhou, China

2017
 Announced three directions for future mobility at CES 2017
 Formed alliance for development of fuel cell cars with twelve global players
 Launched IONIQ Plug-in model
 Unveiled Fuel Cell Electric Vehicle Concept
 Launched Sonata New Rise model
 Launched new Grandeur Hybrid model
 Unveiled Genesis GV80 concept model

2018
 Unveiled four key technologies and specifications for in-vehicle network
with Cisco
 Unveiled NEXO next-generation FCEV model at 2018 CES
 Unveiled new Veloster and Veloster N model
 Succeeded in autonomous driving tests on 190 km Seoul-Pyeongchang
Highway
 NEXO FCEV model performed world's longest drive among FCEVs
 Launched new Veloster model
 Launched fourth-generation Santa Fe model
  Announced Sensuous Sportiness next-generation design direction
 Unveiled Le Fil Rouge concept car, HDC-1 model

2019
 Hyundai Kona and Kona Electric CUV Won Prestigious 2019 North
American Utility Vehicle of the Year
 Hyundai Veloster N Race Car Made World Debut at North American
International Auto Show
 Extended World Archery Title Sponsorship for Three More Years
 Hyundai and Kia Invested $300m in India’s Largest Mobility Service
Provider Ola
 Showcased ‘STYLE SET FREE’ Concept At Milan Design Week 2019

Operations

By the mid-1990s Hyundai comprised over 60 subsidiary companies and was

active in a diverse range of activities including automobile manufacturing,
construction, chemicals, electronics, financial services, heavy industry and
shipbuilding.[4] In the same period it had total annual revenues of around US$90
billion and over 200,000 employees.
 Hyundai Motor Company
Hyundai branded vehicles are manufactured by Hyundai Motor Company, which
along with Kia comprises the Hyundai Kia Automotive Group. Headquartered in
Seoul, South Korea, Hyundai operates in Ulsan the world's largest integrated
automobile manufacturing facility,[2] which is capable of producing 1.6 million
units annually. The company employs about 75,000 people around the world.
Hyundai vehicles are sold in 193 countries through some 6,000 dealerships and
showrooms worldwide. In 2012, Hyundai sold over 4.4 million vehicles
worldwide. Popular models include the Sonata and Elantra mid-sized sedans.[13]

The Asan Foundation, established by Chung Ju-yung in 1977 with 50 percent of

the stock of Hyundai Construction, subsidizes medical services in Korea primarily
through the Asan Medical Center and six other hospitals. The foundation has
sponsored conferences on Eastern ethics and funded academic research into
traditional Korean culture. In 1991, it established the annual Filial Piety Award

What we do

Press Shop
A computer controlled line that converts sheet metal to body panels with high
dimensional accuracy and consistency.
 Body Shop
It is a hi-tech line that builds full body shells from panels. Automated robotic arms
are used for intricate welding operations that ensure superior and consistent build
quality.

Paint Shop
 It is one of the most modern paint shops in the country and uses the environment
friendly water based process for superior and lasting exteriors.
A unique process management system followed here helps us deliver the most
extensive colour range, independent of minimum batch requirements, helping
customers get their preferred colour anytime.


Assembly Shop
In Assembly Shop all the engine and suspension parts, the electrical parts, the
under body parts etc are fitted into the car. The cars go through complete testing in
the Assembly Shop.
The Assembly Shop comprises the Trim Line, the Chassis Line, the Final Line and
the OK Line

Engine & Transmission Shop

One of the biggest engine shops in the country, this unit is equipped with the most
modern tooling and testing facilities to make a wide range of engines in-house.
 Research & Development Center

Hyundai Motor Company established Hyundai Motor India Engineering (HMIE) in

November 2006. HMIE is an only R&D Center in India, sited in Hi-tech city
region of Hyderabad, Telangana State. Often referred to as India’s Silicon Valley,
Hyderabad is the IT hub of India, hosting home for leading international IT
companies.
HMIE is a center with one of the most advanced research and
development facilities which focuses on state of the art product, design engineering
and rigorous quality enhancement. It plays an important role leading to the
development of new car models for key emerging markets globally including
India. Now the center enlist around 800 engineers, who are well trained on
business acumen, technical and personal development which made them as smart
engineers designing elegant cars. HMIE engineers extend their master support in
accomplishing all the projects with great zeal and smart work.

HMIE has contributed to the development of Hyundai Motor’s global cars and
played a major role in popular models for the Indian market starting with the EON
and followed now by the “I” series and also in SUV segments like Creta. HMIE
shine in domains of process automations, design analysis, electronics & software
development functions.
HMIE supports Hyundai Motor Head Quarters, Namyang, South Korea
and Hyundai Motor India Limited, Chennai, India, in areas of Research &
Development services, along with support in the Power Train, Design
Development, Evaluation and Certification Activities and Plant Design
Modification.
 The Secret Meaning of the Hyundai Logo

When an automaker designs its official logo to brand its vehicles, its documents,
and its advertisements, a lot of thought is put into the symbol that will represent the
company. Some automotive logos are more abstract (like BMW’s) while others
seem fairly straightforward–mind you, they only seem straightforward.

Take Hyundai, for instance. Everyone recognizes the italicized “H” on the South
Korean automaker’s products, but did you know you’re seeing more than just a
slanted letter of the alphabet?

You’re probably thinking, “How can it have a secret meaning? It’s just an “H”–
for the word Hyundai, right?”

Then why is it slanted?

“To differentiate itself from the “H” in Honda’s logo?”

.
 Beginning of the Hyundai Name and
Company

The word “Hyundai” is the Korean 現代 (“hanja”), which means “modernity.” An

exact transliteration into English would be “Hyeondae.” It’s a fitting name
considering the brand’s current slogan: New Thinking. New Possibilities.

The Hyundai (pronounced Hyun-day) Engineering & Construction company was

founded in 1947 by Chung Ju-yung and the automotive branch was established in
December 1967. It’s headquarters are in Seoul, where it’s planning on building the
country’s tallest skyscraper.

Discovering the Origins the Hyundai Logo

While the “H” in Hyundai’s automobile logo does stand for the company’s name,
it’s also a stylized picture: a silhouette of two individuals shaking hands. One
individual is a company representative and the other is a satisfied customer. Their
exchange is a handshake of trust and satisfaction between company and
consumer. Also notice how the “H” is slanted forward, actively to the right, rather
than passively to the left.

The oval around the figures indicates Hyundai’s global expansion, its aim to
flourish in the worldwide market beyond the Asian continent.
When you see the logo embossed in silver on a vehicle’s grill, the color stands for
its sophistication, creativity and perfection. When you see it in print or digitally,
it’s typically blue, which reflects reliability, excellence, and supremacy. The logo
itself uses a custom typeface specifically formed for the company.

While the Hyuindai logo hasn’t gone through the transformation that other brands
have endured (like Mazda), it still is an indication of what the company stands for.
INTRODUCTION OF TOPIC
The concept of motivation
The word motivation has been derived from motive which means any idea, need or
emotion that prompts a man in to action. Whatever may be the behavior of man,
there is some stimulus behind it .Stimulus is dependent upon the motive of the
person concerned. Motive can be known by studying his needs and desires. There
is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different
motives operate at different times among different people and influence their
behaviors. The process of motivation studies the motives of individuals which
cause different type of behavior.

Definition of Motivation:

According to Edwin B Flippo , “Motivation is the process of attempting

to influence others to do their work through the possibility of gain or reward.

Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to
give their loyalty to the group, to carry out properly the purpose of the
organization. The following results may be expected if the employees are properly
motivated.
1. The workforce will be better satisfied if the management provides
them with opportunities to fulfill their physiological and
psychological needs. The workers will cooperate voluntarily with the
management and will contribute their maximum towards the goals of
the enterprise.

2. Workers will tend to be as efficient as possible by improving upon

their skills and knowledge so that they are able to contribute to the
progress of the organization. This will also result in increased
productivity.

3. The rates of labor’s turnover and absenteeism among the workers will
be low.
 4. There will be good human relations in the organization as friction
among the workers themselves and between the workers and the
management will decrease.

5. The number of complaints and grievances will come down. Accident

will also be low.

6. There will be increase in the quantity and quality of products.

Wastage and scrap will be less. Better quality of products will also
increase the public image of the business.

Theories of Motivation
Understanding what motivated employees and how they were motivated was the focus of many
researchers following the publication of the Hawthorne study results (Terpstra, 1979).Six major
approaches that have led to our understanding of motivation are Mcclelland’s Achievement Need
Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of
motivation. J.S. Adam’s Equity Theory, Vrooms Expectation Theory, Two factor Theory.

McClelland’s Achievement Need Theory.

 According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the
other needs. They are constantly pre occupied with a desire for improvement and lack for situation in
which successful outcomes are directly correlated with their efforts. They set more difficult but
achievable goals for themselves because success with easily achievable goals hardly provides a sense of
achievement.

Need for Power (n Pow)

It is the desire to control the behavior of the other people and to manipulate thesurroundings. Power
motivations positive applications results in domestic leadership style,while it negative application tends
autocratic style.

Need for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informalgroups or
social circle.

Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches among rats
and school children. He found that stimulus for desirable behavior could be strengthened by rewarding
it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation
of financial and non financial incentives. More immediate is the reward and stimulation or it motivates
it. Withdrawal of reward incase of low standard work may also produce the desired result. However,
researches show that it is generally more effective to reward desired behavior than to punish
undesired behavior.
Two Factor Theory:

Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in
style Assumptions are modern in style.

X Theory

•Individuals inherently dislike work.

•People must be coerced or controlled to do work to achieve the objectives.
•People prefer to be directed.

Y Theory

•People view work as being as natural as play and rest

•People will exercise self direction and control towards achieving objectives they
are committed to
•People learn to accept and seek responsibility

ERG Theory:
Figure 5.4
ERG theory, developed by Clayton Alderfer, is a modification of Maslow’s
hierarchy of needs.Alderfer, C. P. (1969). An empirical test of a new theory of
human needs. . Instead of the five needs that are hierarchically organized, Alderfer
proposed that basic human needs may be grouped under three categories, namely,
existence, relatedness, and growth. Existence corresponds to Maslow’s
physiological and safety needs, relatedness corresponds to social needs, and
growth refers to Maslow’s esteem and self-actualization.

ERG theory’s main contribution to the literature is its relaxation of Maslow’s

assumptions. For example, ERG theory does not rank needs in any particular order
and explicitly recognizes that more than one need may operate at a given time.
Moreover, the theory has a “frustration-regression” hypothesis suggesting that
individuals who are frustrated in their attempts to satisfy one need may regress to
another. For example, someone who is frustrated by the growth opportunities in his
job and progress toward career goals may regress to relatedness need and start
spending more time socializing with coworkers. The implication of this theory is
that we need to recognize the multiple needs that may be driving individuals at a
given point to understand their behavior and properly motivate them.

Maslow’s Hierarchy of Needs:

Abraham Maslow is among the most prominent psychologists of the twentieth
century. His hierarchy of needs is an image familiar to most business students and
managers. The theory is based on a simple premise: Human beings have needs that
are hierarchically ranked .Maslow, There are some needs that are basic to all
human beings, and in their absence nothing else matters. As we satisfy these basic
needs, we start looking to satisfy higher order needs. In other words, once a lower
level need is satisfied, it no longer serves as a motivator.
Figure 5.3 Maslow’s Hierarchy of Needs

The most basic of Maslow’s needs are physiological needs.

Physiological needs refer to the need for food, water, and other
biological needs. These needs are basic because when they are lacking,
the search for them may overpower all other urges. Imagine being very
hungry. At that point, all your behavior may be directed at finding food.
Once you eat, though, the search for food ceases and the promise of food
no longer serves as a motivator. Once physiological needs are satisfied,
people tend to become concerned about safety needs. Are they free from
the threat of danger, pain, or an uncertain future? On the next level up,
social needs refer to the need to bond with other human beings, be loved,
and form lasting attachments with others. In fact, attachments, or lack of
them, are associated with our health and well-being. The need to belong:
Desire for interpersonal attachments as a fundamental human
motivation. The satisfaction of social needs makes esteem needs more
salient. Esteem need refers to the desire to be respected by one’s peers,
feel important, and be appreciated. Finally, at the highest level of the
hierarchy, the need for self-actualization refers to “becoming all you are
capable of becoming.” This need manifests itself by the desire to acquire
new skills, take on new challenges, and behave in a way that will lead to
the attainment of one’s life goals.
Maslow was a clinical psychologist, and his theory was not originally
designed for work settings. In fact, his theory was based on his
observations of individuals in clinical settings; some of the individual
components of the theory found little empirical support. One criticism
relates to the order in which the needs are ranked. It is possible to
imagine that individuals who go hungry and are in fear of their lives
might retain strong bonds to others, suggesting a different order of
needs. Moreover, researchers failed to support the arguments that once a
need is satisfied it no longer serves as a motivator and that only one need
is dominant at a given time. Neher, A. (1991). Maslow’s theory of
motivation.

How to Increase Employee Motivation

 Communication
Employees also want to see the company that they are working for
succeeding. Many have excellent ideas, ranging from money
saving to operational improvements. Management must make an
effort to take some time to ask and listen to suggestions.
The easiest way to increase employee motivation is by having
positive communication at the workplace.

 Value Individual Contributions

“Employees who believe that management is concerned about
them as a whole person – not just an employee – are more
productive, more satisfied, more fulfilled. Satisfied employees
mean satisfied customers, which leads to profitability.” Employees
will take pride and be engaged in their work if they are aware how
their efforts create an impact the organisation; regardless of how
big or small their contributions are.

 Positive Workplace Environment

The employees lack motivation because their workplace does not
have a positive work environment. To fix this, management could
send out surveys and get feedback from employees to solve the
issues that they may face.
 Management could also post a positive quote or picture by the
copier, coffee machine or somewhere else that is visible and that
receives high foot traffic so that others can see.

 Offer Opportunities For Advancement

Your employees are more motivated when they know they’re
working towards something. If they think there’s no opportunity
for advancement, they don’t have much to work for. Nobody wants
to work a dead-end job. Motivate your employees by offering
training that gives them the skills they need to climb their career
ladder. Grooming young employees to move on to better
opportunities is valuable to you as well because it enables you to
build your company’s reputation as a great place to work.

 Provide Incentives
Incentives are always motivation boosters — and they don’t have
to be expensive. You can offer incentives like an extra paid day
off, gift cards, tickets to the movies, or other low-cost ways to
show your appreciation. Of course, cash rewards are always good
incentives as well.

Why motivation is important

Schaufenbuel says that by understanding the reasoning behind employees’ actions,
and using those results to motivate them, you can improve business performance.
In addition to being more highly engaged, motivated employees handle uncertainty
more easily; are better problem-solvers; have higher levels of innovation,
creativity, and customer-centricity; are more profitable; create higher levels of
customer satisfaction; and increase employee retention rates.

Knowing what types of employees you have in your ranks is important to

understanding motivation, as well. When it comes to engagement, Gallup says
there are three:
  Engaged: work with passion and feel a profound connection to their
company. They drive motivation and move the organization forward.
 Not engaged: are essentially “checked out.” They’re sleepwalking through
the workday, putting time not energy or passion into their work.
 Actively disengaged: just aren’t happy at work; they’re busy acting out their
unhappiness. Every day, these workers undermine what their engaged co-
workers accomplish.

As can be expected, actively disengaged employees do the most damage. As

Gallup notes, “These employees are emotionally disconnected from their
companies and may actually be working against their employers' interests; they are
less productive, are more likely to steal from their companies, negatively influence
their coworkers, miss workdays and drive customers away.”

Benefits of Motivated Employees

Motivation is an interesting thing. From our earliest years we are constantly
searching for motivation in whatever we do, asking our parents and teachers to
give us the 'why' behind every lesson. This constant need for proper motivation
never goes away and with each new generation, it is becoming increasingly
important. Employees are no longer content to have a job just to make money, they
want to know that there is a purpose, a reason for them to get out of bed every
morning.

There are many ways that businesses have been able to adapt to the changes in
motivation that come with new generations—custom e-learning development, in
particular, helps managers to keep their fingers on the pulse of their employees’
needs. But what exactly are the benefits of having truly motivated employees?

Higher Retention
One of the most obvious benefits of having motivated employees is that your
company will experience much higher retention rates. No smart business owner
will downplay the importance of attracting new talent, and providing effective new
hire training to get new employees up-to-speed. However, retaining talent is
another side of the coin that deserves equal attention. Employees that have
a passion for what they do, and are motivated to produce results, are far more
likely to stick around at a company, as they will feel that they have more of a sense
of purpose. And since replacing an employee can cost more than twice as much as
the cost of their salary, it is in any company’s best interests to retain, rather than
replace, their employees.

Increased Engagement
Kimberly Schaufenbuel, program director at UNC Executive Development, says
(via Business.com) that 'by understanding the reasoning behind employees’
actions, and using those results to motivate them, you can improve business
performance.' When employees become unmotivated, they become disengaged
from their work and the company. Employee engagement is incredibly important,
as only highly engaged employees are invested in moving the company forward
and producing their very best work. By contrast, actively disengaged workers can
not only damage company results but the quality of the product and negatively
affect the company culture as a whole.

Better Culture
Employees that are motivated to work are also more likely to contribute positively
towards the overall company culture. They will help to cultivate a winning
culture—one in which the company is held up and pushed forward by the work of
employees who believe in it, and one in which employees are motivated not only to
do their work well but to come into work every day and have a good time. If you
want a culture that is based on hard work and passion, you will need to have
motivated employees.

Higher Quality Product

Motivated employees can also be the difference between a good product and the
best product. While a highly skilled and well-trained employee will get the job
done regardless of motivation, an employee that is highly motivated—and by more
than just money—will do more than get the job done, they will go the extra mile in
creating something that they believe in, and which they can hold up as the very
best version of their work. Motivation often comes side by side with a sense of
ownership over one’s work and is thus one of the deciding factors in creating a
good product.
Bottom Line
These other reasons are all great, but when it really comes down to it, there is only
one thing that matters, and only one thing that will truly show the importance of
motivation—the bottom line. And the fact is, motivated employees contribute to
the success of your company in so many ways, that financial gain cannot help but
be linked to each and every one of them. All that matters is this: motivated
employees equal better results. Better results equal a better company. A better
company is one that will stick around for years to come and even thrive. There are
no two ways about it—make sure that your employees are happy and motivated.

Techniques of Motivation
The main techniques of motivation are as under :

 Positive and negative motivation.

 Financial and Non-financial motivation.
 Individual and group motivation.
 Extrinsic and Intrinsic motivation.
CHAPTER-4

RESEARCH
METHODOLOGY
 RESEARCH METHODOLOGY

This research has adopted both exploratory and descriptive

research designs. In exploratory research many focus groups and
depth interviews were conducted among various demographics to
understand the insights of brand preference and their tastes. Based
on the ideas generated during exploratory research the descriptive
research design was finalised. A well structured questionnaire was
developed for the same and data was collected. The research has
been conducted in Bagalkot city, Karnataka, India. The sample units
chosen were car users and owners. Study was restricted to
company cars like, TATA, Maruti Suzuki, Volks Wagon, Fiat, Toyota,
Mahindra, etc ( Top end cars like BMW, Benz, Audi, Hummer, etc
are not considered). The sample size to which questionnaires were
administered was 100. and 100 respondents responded. Hence the
response rate is 100%.

RESEARCH METHODOLOGY INCLUDES:

 Research
 Research design
 Types of research design
 Types of data collection

MEANING OF RESEARCH

Research is defined “a scientific & systematic search for

pertinent information on a specific topic’’. Research is an art of
scientific investigation. Research is a systemized effort to gain
 new knowledge. It is a careful inquiry especially through search
for new facts in any branch of knowledge. The search for
knowledge through objective and systematic method of finding
solution to a problem is research.

RESEARCH DESIGN
The research design is the set of methods and procedures used in collecting and analyzing measures of
the variables specified in the research problem research. The design of a study defines the study type
(descriptive, correlation, semi-experimental, experimental, review, meta-analytic) and sub-type (e.g.,
descriptive-longitudinal case study), research problem, hypotheses, independent and dependent
variables, experimental design, and, if applicable, data collection methods and a statistical analysis plan.
Research design is the framework that has been created to find answers to research questions.

TYPES OF DESIGNS
There are many ways to classify research designs, but sometimes
the distinction is artificial and other times different designs are
combined. Nonetheless, the list below offers a number of useful
distinctions between possible research designs. A research
design is an arrangement of conditions or collections.

 Descriptive research design

 Co relational research design
 Semi-experimental research design
 Experimental research design
 Review research design
 Meta-analytic research design

Sometimes a distinction is made between "fixed" and "flexible" designs. In some cases, these types
coincide with quantitative and qualitative research designs respectively,[2] though this need
not be the case. In fixed designs, the design of the study is fixed before the main stage of data collection
takes place. Fixed designs are normally theory-driven; otherwise, it is impossible to know in advance
which variables need to be controlled and measured. Often, these variables are measured
quantitatively. Flexible designs allow for more freedom during the data collection process. One reason
for using a flexible research design can be that the variable of interest is not quantitatively measurable,
such as culture. In other cases, theory might not be available before one starts the research.
 DATA COLLECTION

PRIMARY DATA
Primary data was collected through questionnaire which was
mainly close-ended questionnaire and discussion with workers.

SECONDARY DATA

secondary data was collected from:

1. Records maintained by department
2. On the internet
3. In journals
4. In magazines
5. Newspaper

SAMPLING SELECTION AND SIZE

The population for the study comprised of trainiees for current
year, the total sample 50 workers.

NON-PROBABILITY SAMPLING TECHNIQUES:-

Non-probability sampling is a sampling technique where the

samples are gathered in a process that does not give all individuals
in the population equal chances of being selected. While choosing
one of these methods could result in biased data or a limited ability
 to make general inferences based on the findings, there are also
many situations in which choosing this kind of sampling technique
is the best choice for the particular research question or the stage
of research.

PROBABILITY SAMPLING TECHNIQUES:-

Probability sampling is a technique wherein the samples are

gathered in a process that gives all the individuals in the population
equal chance of being selected. Many consider this to be the more
methodologically rigorous approach to sampling because it
eliminates social biases that could shape the research sample.
Ultimately, though, the sampling technique you choose should be
the one that best allows you to respond to your particular research
question.

Research Framework
The Research Methods Framework section is an online resource designed to help
researchers of all types design a custom research methodology for their particular
project. While the research framework is organized into nine components with
clear linkages, the process of developing a good research design is an iterative
and often “messy” process. Each of the nine components is linked to the previous
and subsequent components and all components are linked to the conceptual
framework. The component are organized into two groups – the “T” or
foundation of problem, purpose, research questions and conceptual framework
and the “U” or methodology including the literature review, overall approach,
data collection, data analysis, and drawing conclusions.

Research Philosophy
‘The research philosophy you adopt contains important assumptions about the
way in which you view the world, these assumptions will underpin you research
strategy and the methods you choose as a part of that strategy.

This research will take a positivistic approach. The positivism approach is where
the researcher believes that only observable phenomena can provide credible
data and facts. Phenomenology is a research philosophy that sees social
phenomena as socially constructed, and is particularly concerned with generating
meanings and gaining insights into those phenomena. It is an anti-positivist
approach that does not concern facts or measuring the consistency of events but
rather tries to understand and explain people’s behaviour. Positivism involves
using current theory to develop hypotheses that will be tested and confirmed or
rebutted and will lead to more development of the theory as it describes
positivists as having ‘detached the knowing subject from the social context and
yet sought to validate know ledge by the analysis of the subject’.

Research Approach
There are two types of research approaches deductive and inductive. An Inductive
approach is where the researcher collects data first and then develops theory as a
result of the data analysis.

According to Robson (2002) deduction approaches have 5 stages: -

 Deducing a Hypothesis.
 Expressing the hypothesis in operational terms
 Testing the hypothesis.
 Examining the outcome
 Modifying the theory in light of findings if necessary.
This research takes a deductive approach. The reason for this selection is that the
researcher assumes that there are sufficient amounts of studies done in the area
of performance appraisal. Performance Appraisal is one of the most heavily
researched areas of Human Resource Management.

Research Strategy

The difference between quantitative and qualitative methods is a subject which is

come across repeatedly in deliberations about the research method and design.
The difference between qualitative and quantitative study is that qualitative study
expresses human experiences and opinions into words that are descriptive,
whereas quantitative research expresses them in to numbers (Duffy and Chenail,
2008) Qualitative research relates to the views, experiences and feelings of
individuals and generating subjective data. It can be seen as an inductive view of
the relationship between theory and research, whereby the former is generated
out of the latter (Bryman& Bell, 2007). Quantitative Research is often described as
a social research method that applies a natural science and positivist approach to
social phenomena.

Quantitative research can be used to measure attitudes, satisfaction,

commitment and a range of other useful data and metrics that can be tracked
over time and used as part of a wider business planning and business strategy
process.
According to Horn, Quantitative research collects predominately numerical data
and often relies on deductive reasoning. Deductive reasoning forms a view about
the likely nature of a thing, and then tests whether the view is correct. It often
reports findings in terms of the relationship between one variable and another.
The main method of quantitative research is the questionnaire. The analysis of
the data is mostly statistical.

Objectivity – Quantitative research is known for its objectivity. Quantitative

methods look at the respondents’ opinions and attitudes and compare them; they
do not try to influence responses and ensure the researcher is detached from the
respondents. It is essential that the investigator is completely objective and do
not try to influence a study with their values and perceptions Burns As the
researcher wants valid answers, quantitative research is best suited as it minimise
the risk of bias, something which can seriously threaten the validity of study.

Research Instrument
QUESTIONNAIRE

The researcher looked at numerous instruments that they could use to carry out
the research, but after careful consideration, chose to use a survey/questionnaire
as the design of the research carried out. She felt that it is best suited to the
research plans as the research has to gather a large collection of data from a big
population. This method of data research collection was also chosen as the
researcher needed to ensure the answers were objective. It is vital that valid
opinions and attitudes were given, and surveys are known for not influencing or
manipulating answers given.
A questionnaire is a highly structured data collection technique whereby each
respondent is asked the same questions. Surveys are popular as they allow the
collection of a large amount of data in a highly economical way. The researcher
developed a survey for employees that receive performance appraisal; the
surveys looked into how the employees felt about the performance appraisal
systems and whether it is effective in their opinion.

There are numerous advantages for using a questionnaire to carry out research,
Here are some of the advantages:

 They are less expensive than other data collection methods.

 Results are achieved quickly and questionnaires can be completed at the

discretion of the interviewee.

 Questionnaires reduce bias or faults which could be caused by the

researcher’s attitude.

 They offer a considered and objective view on the research question.

 They are a stable and dependable measure without variation.

 As time has been a constraint for me, using questionnaires is best suited as
they are not as time consuming as other methods of research. all done
online

CHAPTER-5

DATA ANALYSIS
AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION:

Q1) what is the age of the respondents?

1. Below 25 18% 2. 25 to 35 58%

3. 36 to 40 10% 4. 41 and above 14%

41 and above 14%

36 to 40 10%

25 to 35 58%

Below25 18%

0% 20% 40% 60% 80%

Interpretation: the age of the respondents. 58% of the employees fall under the
age group of 25-30, 18% of the employees fall under 25, 14% of employees fall
under 41 and above and 10% employees fall under the age group of 36-40.
Q2) Employee motivation with regard to increments given to
employees?
1.Strongly agree 24% 2. Agree 64%
3. Neither agree nor disagree 8% 4. Strongly disagree 4%
5. Disagree 0%

70%
64%
60%

50%

40%

30%
24%
20%

10%
8%
4%
0% 0
strongly agree agree neither agree strongly disagree
nor disagree disagree

Interpretation; the motivation level of the employees regarding the salary

increments given to them. 64% of the employees agree with it, 24% of the
employees strongly agree, 8% of them are neutral and 4% strongly disagree.
Q3) Financial incentives motivates more than non-financial?

1.Strongly agree 0% 2. Agree 56%

3. Neither agree nor disagree 28% 4. Strongly disagree 16%
5. Disagree 0%

strongly agree
strongly disagree 0% disagree
16% 0%

strongly agree

agree

neither agree nor neither agree nor disagree

disagree
strongly disagree
28%
disagree

agree
56%

Interpretation: the types of incentives that motivates the employees financial or

non-financial. 56% of the employees agree with it, 28% of the employees are
neutral, 16% of them strongly disagree.
Q4) Satisfaction with regard to salary drawing at present?

1.Strongly agree 4% 2. Agree 68%

3. Neither agree nor disagree 20% 4. Strongly disagree 8%
5. Disagree 0%

80%
68%
70%

60%

50%

40%

30%
20%
20%
8%
10% 4%
0
0%
strongly agree agree
neither agree norstongly
disagree
disagreedisagree

Interpretation: the level of satisfaction with regard to salary given to them.

68%of the employees agree with it, 20% of them are neutral, 8% strongly disagree
and 4% of the employees strongly agree.
Q5)Satisfaction with regard to lunch breaks, rest breaks, and leaves
provided?

1.Strongly agree 8% 2. Agree 68%

3. Neither agree nor disagree 24% 4. Strongly disagree 0%
5. Disagree 0%

disagree strongly disagree

0% 0%
neither agree strongly agree
nor disagree 8%
24%
strongly agree

agree

neither agree nor disagree

strongly disagree
agree
68%
disagree

Interpretation: the satisfaction level of employee with their break timings. 68%of
the employees agree with it, 24% of them are neutral and 8% of the employees
strongly agree.
Q6) Are you agree with good physical working conditions providing in
the organization?

1.Strongly agree 8% 2. Agree 72%

3. Neither agree nor disagree 20% 4. Strongly disagree 0%
5. Disagree 0%

strongly disagree
disagree
0%
0%
strongly agree
neither agree nor
8%
disagree
20%

strongly agree
agree
neither agree nor disagree
strongly disagree
disagree

agree
72%

Interpretation: the motivation level of the employees with regard to good working
conditions of the organization. 72 % of the employees agree with it, 20% of them
are neutral and8% of the employees strongly agree.
Q7)What Opinion of the employees with regard to job security?

1.Strongly agree 20% 2. Agree 72%

3. Neither agree nor disagree 8% 4. Strongly disagree 0%
5. Disagree 0%

00

8% strongly agree
20%

agree

neither agree nor

disagree

strongly disagree
72%

disagree

Interpretation: the opinion of the respondents on job security. 72% of the

employees agree with it, 8% of them are neutral and 20% of the employees
strongly agree.
Q8) Retirement benefits available are sufficient or not?

1.Strongly agree 24% 2. Agree 60%

3. Neither agree nor disagree 16% 4. Strongly disagree 0%
5. Disagree 0%

0 0
strongly agree
16%
24%
agree

neither agree nor disagree

strongly disagree

disagree
60%

Interpretation: the opinion regarding retirement benefits provided by organization.

60%of the employees agree with it, 16% of them are neutral and 24% of the
employees strongly agree.
Q9) Satisfaction with regard to Medical benefits provided?

1.Strongly agree 12% 2. Agree 64%

3. Neither agree nor disagree 24% 4. Strongly disagree 0%
5. Disagree 0%

disagree
strongly disagree
0%
0% 0%
neither agree nor strongly agree strongly agree
disagree 12%
24%
agree

neither agree nor

disagree
strongly disagree

disagree

agree
64%

Interpretation: the respondents regarding medical benefits. 64% of the employees

agree with it, 24% of them are neutral and 12% of the employees strongly agree.
Q10) superior recognizes the work done in the organization?

1.Strongly agree 16% 2. Agree 60%

3. Neither agree nor disagree 24% 4. Strongly disagree 0%
5. Disagree 0%

70%

60% 60%

50%

40%

30%
24%
20%
16%
10%

0% 0 0

Interpretation: the employee about the recognition of him from the superior.60%
of the employees agree with it, 24% of them are neutral and 16% of the employees
strongly agree.
Q11) The job gives good status in the organization?

1.Strongly agree 24% 2. Agree 68%

3. Neither agree nor disagree 8% 4. Strongly disagree 0%
5. Disagree 0%

disagree
neither agree nor 0%
disagree strongly disagree strongly agree
8% 0%
strongly agree
24% agree

neither agree nor disagree

strongly disagree

disagree

agree
68%

Interpretation: the status the employee gets from the job. 68% of the employees
agree with it, 8% of them are neutral and 24% of the employees strongly agree.
Q12) The quality of the relationships in the informal work group is good
or not?

1.Strongly agree 0% 2. Agree 88%

3. Neither agree nor disagree 12% 4. Strongly disagree 0%
5. Disagree 0%

100%

90%
88%
80%

70%

60%

50%

40%

30%

20%

10% 12%

0% 0% 0 0

Interpretation: the relationship in the informal work group. 88% of the employees
agree with it, 12% of them are neutral.
CHAPTER-6

LITRATURE
REVIEW
 Literature review

Gouws (1995) defined motivation as an inner wish or urge that

originates with an individual, either consciously or unconsciously, to
complete a task successfully because it is enjoyable, and not necessarily
for what will be received in return.

Spector (2003) described motivation as an internal state that induces a

person to engage in particular behaviours, and held that motivation may
be viewed from two angles. On the one hand, motivation encompasses
direction, where a particular behaviour is selected from a choice of
behaviours. It refers to the amount of effort put into a task, and
persistence, which denotes the person’s continuing engagement in the
selected behaviour. On the other hand, motivation is also concerned with
a desire to achieve a certain goal, which derives from the particular
individual’s own needs and desires

Campbell and Pritchard (1976) defined as “a label for the

determinants of the choice to initiate effort on a certain task, the choice
to expend a certain amount of effort, and the choice to persist in
expending effort over a period of time”. Motivation, therefore, closes the
satisfaction-performance loop, and has to do with a set of interrelated
factors that explain an individual’s behaviour, holding constant the
variables controlled or influenced
by management, as well as by individual skills, abilities and knowledge.

Beck (1983) expressed a similar view, and stated that motivation is

concerned with explaining the variation in behaviour, such as why some
people work harder than others. Work characteristics in this regard refer
to specific characteristics of a person’s job, for example its task variety,
whereas personal characteristics include those determined by a
person’s personality, for example an intrinsic need for achievement.
Van Niekerk (1987) saw work motivation as the creation of work
circumstances that influence workers to perform a certain activity or task
of their own free will, in order to reach the goals of the
organization, and simultaneously satisfy their own needs. In the
field of organization psychology, work motivation is clearly approached
from several angles. As a result, a single comprehensive definition of
motivation, which covers all purposes in the field, is not possible.

Du Toit (1990) added that three groups of variables influence work

motivation, namely individual characteristics, such as people’s own
interests, values and needs, work characteristics, such as task variety and
responsibility, and organizational characteristics, such as its policies,
procedures and customs. The concept of motivation is therefore
particularly useful in its ability to increase general understanding and
prediction of behaviour.

Aguinis et al. (2013) stated that monetary rewards can be a very

powerful determinant of employee motivation and achievement which,
in turn, can advance to important returns in terms of firm-level
performance.

Garg and Rastogi (2006) identified the key issues of job design
research and practice to motivate employees’ performance and
concluded that a dynamic managerial learning framework is required to
enhance employees’ performance to meet global challenges.

Vuori and Okkonen (2012) stated that motivation helps to share

knowledge through an intra-organizational social media platform which
can help the organization to reach its goals and objectives.

Den and Verburg (2004) found the impact of high performing work
systems, also called human resource practices, on perceptual measures
of firm performance.
Ashmos and Duchon (2000) recognizes that employees have both a
mind and a spirit and seek to find meaning and purpose in their work,
and an aspiration to be part of a community, hence making their jobs
worthwhile and motivating them to do at a high level with a view to
personal and social development.

Smith and Rupp (2003) stated that performance is a role of individual

motivation; organizational strategy, and structure and resistance to
change, is an empirical role relating motivation in the organization.
Likewise,

Luthans and Stajkovic (1999) concluded that advancement of human

resources through rewards, monetary incentives, and organizational
behavior modification has generated a large volume of debate in the
human resource and sales performance field.

According to Orpen (1997) better the relationship between mentors and

mentees in the formal mentoring program, the more mentees are
motivated to work hard and committed to their organization.

Malina and Selto (2001) conducted a case study in one corporate

setting by using balance score card (BSC) method and found out that
organizational outcomes would be greater if employees are provided
with positive motivation. The establishment of operations-based targets
will help the provision of strategic feedback by allowing the evaluation
of actual performance against the operations-based targets. Goal-
directed behavior and strategic feedback are expected to enhance
organizational performance

Kunz and Pfaff (2002) stated no substantive reason to fear an

undermining effect of extrinsic rewards on intrinsic motivation.
Decoene and Bruggeman (2006) in their study developed and
illustrated a model of the relationship between strategic alignment,
motivation and organizational performance in a BSC context and find
that effective strategic alignment empowers and motivates working
executives. Leaders motivate people to follow a participative design of
work in which they are responsible and get it together, which make them
responsible for their performance.
CHAPTER-7

FINDINGS
 FINDINGS
Motivation of employee is a highly relative matter since it varies
in degrees, dimensions and places of employment. Thus, the policies formulated in
any organization cannot be enthusiastically and successfully implemented when
the employees are very apathetic with the conditions prevailing in their workplace.
Hence, lack of motivation of employees in any organization is sine qua non to the
failures in the achievement of the desired or designed goals or objectives.
Motivated employees are crucial to a Government organization’s success. How to
keep people motivated and productive is the biggest question that any manager
faces in his life. Recognition and reward are two important sources for motivating
people to achieve standards of excellence. Recognition and reward reinforce and
guide behavior of employees. Most managers believe that their monetary rewards
only drive employee motivation. Employees, however, do not reflect the same
opinion. Instead, in various studies, employees responded that they are most
motivated on the job by the intangible variables of full appreciation for a job well-
done, being a part of decisions that affect them, opens communications, interesting
and meaningful work, having good relationships at work and so forth. This
difference of perspective is especially alarming given that those items that are
considered most motivating by employees today involve little, if any money, but
rather simply some time, thoughtfulness and creativity on the part of their
manager.
In the first section, researcher has classified the respondents based
on seven demographic variables such as age, gender, monthly Salary, educational
qualification, experience, position and Department and their main findings are
presented below.
1) the age of the respondents. 58% of the employees fall under the age group of
25-30, 18% of the employees fall under 25, 14% of employees fall under 41 and
above and 10% employees fall under the age group of 36-40.
2) the motivation level of the employees regarding the salary increments given to
them. 64% of the employees agree with it, 24% of the employees strongly agree,
8% of them are neutral and 4% strongly disagree.
3) the types of incentives that motivates the employees financial or non-financial.
56% of the employees agree with it, 28% of the employees are neutral, 16%
of them strongly disagree.

4) the level of satisfaction with regard to salary given to them. 68%of the
employees agree with it, 20% of them are neutral, 8% strongly disagree and 4% of
the employees strongly agree.

5) the satisfaction level of employee with their break timings. 68%of the
employees agree with it, 24% of them are neutral and 8% of the employees
strongly agree.

6) the motivation level of the employees with regard to good working conditions
of the organization. 72 % of the employees agree with it, 20% of them are neutral
and8% of the employees strongly agree.

7) the opinion of the respondents on job security. 72% of the employees agree
with it, 8% of them are neutral and 20% of the employees strongly agree.

8) the opinion regarding retirement benefits provided by organization. 60%of the

employees agree with it, 16% of them are neutral and 24% of the employees
strongly agree.
CHAPTER-8

SUGGESTION
 SUGGESTIONS

HYUNDAI has highly Motivated Employees. Motivation of employees can still be

increased so as to increase the efficiency and satisfaction of work. Some of the
areas that can be improved are:
Employee- employer relations: The employer should make effort to talk to the
employees and share his/her view on various topics. Employer should encourage
and support the employee.
Employee- employee relation: Only a few of the employees trust their co-
workers, therefore this area needs improvement. Group activities should be
encouraged more so that employees can work together and thus strengthen their
relation. More informal gatherings should be encouraged so that they can know
each other.
Few of the employees are not satisfied with the lunch breaks, rest breaks
provided it can be extended.
Some of the employees are not satisfied with the relationship between the top
management they should be free to speak with their employees.
CHAPTER-9

LIMITATION
 Limitations of the Study
In completing this research project, every effort has been made to keep the errors
out, yet there are limitations of the study. A few of the limitations may be cited as
under:—
1. The study is based upon primary data and as well as secondary data therefore the
inferences may have been affected by the opinions of the various contributors.
2. Research is confined to shahjahnpur.
3. Employees in banks have lot of workload. All the questionnaire were filled at
banks during the working hours so it is a possibility that they have filled the
questionnaire in hurry.
4. The latest data, not being available the results are related to a feedback of the
respondents.
5. There are several reforms in banking industry and a chain of reforms have
started and all such reforms cannot be incorporated in the study; only a selected
few reforms have been discussed in the study.
6. Responses may be influenced by the colleagues or some respondents may not
disclose the truth.
CHAPTER-10

CONCLUSION
 Conclusions can be summarised as follows
1. The study concludes that the respondents were overburden with the work load
in their workplaces.

2. Work life imbalance is a big concern in rudrapur. As the majority of respondents

lives in a nuclear family are struggling to maintain balance between their work
and family life.

3. The study reveals that the respondents of both private and public sector banks
claims that they are suffering from physical problems due to working hours and
seating culture of banking industry.

4. Physical problems and health problems are increasing day by day.

5. Behavioural problems like mood swings and reduction in motivation are seen in
most of the cases.

6. The research also highlights that the respondents of private sector banks are
more stressful as compare to Public sector banks employees.

7. The analyses also reveal that majorly public sector banks have less amenities as
compare to private sector bank employees.

8. It is also seen from the study that banking sector is not playing an active role in
Stress Management programmes for the employees in both private sector as
well as public sector banks.

9.
This research is unique in that it integrates a broader set of antecedent variables
including demographic and work characteristics of gender, age and marital status,
and parenthood, number of children, hierarchical level, department, and working
hours. A better understanding of the demographic and work factors that lead to
stress should subsequently help managers understand a greater proportion of the
variance of employee’s satisfaction, performance and turnover, which help them
better in dealing with it. The problem of stress is inevitable and unavoidable in the
banking sector. A majority of the employees face severe stress-related ailments and
a lot of psychological problems. Hence, the management must take several
initiatives in helping their employees to overcome its disastrous effect. Since stress
in banking sector is mostly due to excess of work pressure and work life imbalance
the organization should support and encourage to take up roles that help them to
balance work and family.
CHAPTER-11

BIBLIOGRAPHY
 BIBLIOGRAPHY

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