A STUDY ON EMPLOYEE MOTIVATION

CHAPTER 1 INTRODUCTION 1.1 Nature of the Problem
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to The Lebanese Canadian Bank is mainly conducted to identify the factors which will motivate the employees and the organizational functions in The Lebanese Canadian Bank. The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and data are presented through tables and charts.

1.2 Overview of the Theoretical Aspect of the Title
Management’s basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the hidden needs in employees and harness them in a manner that would be functional for the organization. Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the ‘will to work’ among the subordinates. It should also be remembered that a worker may be immensely capable of 1

A STUDY ON EMPLOYEE MOTIVATION

doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to stimulate the employees to follow them. Hence this study also focuses on the employee motivation among the employees of The Lebanese Canadian Bank.

1.4 Research Problem Identification
The research problem here in this study is associated with the motivation of employees of The

Lebanese Canadian Bank. There are a variety of factors that can influence a person’s level of
motivation; some of these factors include

1. The level of pay and benefits, 2. The perceived fairness of promotion system within a company, 3. Quality of the working conditions, 4. Leadership and social relationships, 5. Employee recognition
6. Job security

7. Career development opportunities etc.
Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the

organisation. The research problem is formulated as follows: “What are the factors which help to motivate the employees?

1.5 Objective and Hypotheses of the Project
A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the researcher considers the outcome of an investigation will be. It is an informed/educated guess. It indicates the expectations of the researcher regarding certain variables. It is the most specific way in which an answer to a problem can be stated. 2

A STUDY ON EMPLOYEE MOTIVATION

Research hypotheses are the specific testable predictions made about the independent and dependent variables in the study. Hypotheses are understood in terms of the particular independent and dependent variables that are going to be used in the study. The research theories of this study are as follows. • • There is no significant relationship between incentives and employee’s performance. There is no significant relationship between career development opportunities and the extent of employee motivation • There is no significant relationship between performance appraisal system and the extent of motivation. • There is no significant relationship between interpersonal relationship in the organization and extent of motivation.

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

1.5.2 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. 3

A STUDY ON EMPLOYEE MOTIVATION

1.6 Prospective Solutions and New Contribution to Knowledge
The study is intended 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 any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individual’s physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers “who can deliver value to the organization. Proliferating and nurturing the number of “true believers” 1is the challenge for future and present HR managers. This means innovation and creativity. It also means a change in the gear for HR polices and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.

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HRM Review (The ICFI University Press) July 2008

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1 The concept of motivation The word motivation has been derived from motive which means any idea.If the management is successful in doing so.creation of a will to work is motivation in simple but true sense of term. Motivation is an effective instrument in the hands of the management in inspiring the work force . 2. In order to motivate workers to work for the organizational goals. there is some 5 . Motivation is the core of management. Whatever may be the behavior of man. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively. the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .A STUDY ON EMPLOYEE MOTIVATION CHAPTER 2 LITERATURE REVIEW Rensis Likerthas called motivation as the core of management.It should also be remembered that the worker may be immensely capable of doing some work.There will be better utilization of resources and workers abilities and capacities. nothing can be achieved if he is not willing to work . Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates . need or emotion that prompts a man in to action. This will increase efficiency and effectiveness of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed . it will also be successful in increasing the willingness of the workers to work.A manager has to make appropriate use of motivation to enthuse the employees to follow them.

6 . 2.3 Significance of Motivation Motivation involves getting the members of the group to pull weight effectively.Stimulus is dependent upon the motive of the person concerned.A STUDY ON EMPLOYEE MOTIVATION stimulus behind it . 3. to give their loyalty to the group. The following results may be expected if the employees are properly motivated. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. The process of motivation studies the motives of individuals which cause different type of behavior. Motive can be known by studying his needs and desires. the different motives operate at different times among different people and influence their behaviors. 2. The rates of labor’s turnover and absenteeism among the workers will be low. In general. 1. According to Edwin B Flippo. There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. “Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward. 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. 2. This will also result in increased productivity. 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. to carry out properly the purpose of the organization.2 Definition of Motivation.

2. The number of complaints and grievances will come down. Six major approaches that have led to our understanding of motivation are Mcclelland’s Achievement Need Theory. According to McClelland’s there are three types of needs. Vrooms Expectation Theory. Accident will also be low. J. Course of action 4. Two factor Theory. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement.5 Theories of Motivation. This need is the strongest and lasting motivating factor. Behavior Modification theory.4 Motivation Process. 2. Better quality of products will also increase the public image of the business. Wastage and scrap will be less. 7 . Particularly in case of persons who satisfy the other needs. Feed back 2. Abraham H Mallows need hierarchy or Deficient theory of motivation. Adam’s Equity Theory.A STUDY ON EMPLOYEE MOTIVATION 5. Tension 3. There will be increase in the quantity and quality of products.5. 6. Need for Achievement (n Ach).S. 1. Identification of need 2. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts.1 McClelland’s Achievement Need Theory. 1979). Result –Positive/Negative 5. Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra.

The intellectual basis for most of motivation thinking has been provided by behavioral scientists.2 Behavioral Modification Theory. while it negative application tends autocratic style. 2. However. Need for affiliation (n Aff) It is the related to social needs and creates friendship. Skinner conducted his researches among rats and school children. this relevance of this theory may be found in the installation of financial and non financial incentives.A STUDY ON EMPLOYEE MOTIVATION Need for Power (n Pow) It is the desire to control the behavior of the other people and to manipulate the surroundings.5. More immediate is the reward and stimulation or it motivates it. This results in formation of informal groups or social circle. The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five categories. it has wide impact for beyond academic circles. researches show that it is generally more effective to reward desired behavior than to punish undesired behavior. Douglous Mac Gregor has used Maslow’s theory to interpret specific problems in personnel administration and industrial relations. The lowest level needs are physiological and the highest levels are the self 8 . Withdrawal of reward incase of low standard work may also produce the desired result.H Maslow and Frederick Heizberg. whose published works are the “Bible of Motivation”. Power motivations positive applications results in domestic leadership style. Although Maslow himself did not apply his theory to industrial situation. 2. According to this theory people behavior is the outcome of favorable and unfavorable past circumstances. He found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. This theory is based on learning theory.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation. In the industrial situation.5. A.

They are physiological needs. safety needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower 9 .1) The above five basic needs are regarded as striving needs which make a person do things. As the lower needs are satisfied. Higher needs cannot be satisfied unless lower needs are fulfilled.as Motivators. Hierarchy of needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. A satisfied need is not a motivator. ego needs and self actualization needs. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active. as shown in order of their importance. social needs. SelfActualization Ego Needs Social Needs Safety Needs Physiological Needs Fig (2. The first model indicates the ranking of different needs. This resembles the standard economic theory of diminishing returns. higher needs emerge. the main needs of men are five. they act as powerful conditioners of behavior.A STUDY ON EMPLOYEE MOTIVATION actualization needs.

It also shows how the number of person who has experienced the fulfillment of the higher needs gradually tapers off. However close relationship can be built up with at least some fellow workers. protective labor laws and collective agreements.The next in order of needs is safety needs. Such needs are generally met by safety laws. In a large organization it is not easy to build up social relations. this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals. Physiological or Body Needs: . Ego or Esteem Needs: . On the job. 10 .g. misfortune. that they are secure and will continue to be satisfied for foreseeable feature. Some of the needs relate to ones esteem e. knowledge. competence etc.Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group.These needs are reflected in our desire for status and recognition. either from other people or from environment. pay practices and to an extent with physical condition of the job.. old age etc as also against industrial injury. These physical needs must be equated with pay rate. need for achievement. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group. Social needs: . respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion. Safety: . by participation in management and by fulfillment of workers urge for self expression. clothing and shelter.The individual move up the ladder responding first to the physiological needs for nourishment. measure of social security. The individual want to assured. self confidence. once his bodily needs are satisfied. security against disease. the need to be free from danger. He feels the need to love and be loved and the need to belong and be identified with a group.A STUDY ON EMPLOYEE MOTIVATION needs. The safety needs may take the form of job security.

6 Two Factor Theory Douglas McGregor introduced the theory with the help of two views. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal.S Adams Equity Theory Employee compares her/his job inputs outcome ratio with that of reference. directed. voluntary resignation. 2. The more positive the reward the more likely the employee will be highly motivated. If the employee perceives inequity. 2. X Theory • • • Individuals inherently dislike work. increased absenteeism.A STUDY ON EMPLOYEE MOTIVATION Self realization or Actualization needs: . Conversely. reduced quality. 2. she/he will act to correct the inequity: lower productivity. People must be coerced or controlled to do work to achieve the objectives.5. X assumptions are conservative in style Assumptions are modern in style. self oriented. detached and creative. Reward may be either positive or negative. People prefer to be directed Y Theory • 11 People view work as being as natural as play and rest . 1964).4 J.This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. This is the need which totally lies within oneself and there is no demand from any external situation or person. He becomes growth oriented. the more negative the reward the less likely the employee will be motivated.5.5 Vrooms Expectation Theory Vroom’s theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom.5.

self-actualization and responsibility. or they feel that what they are learning is morally significant. If one need is satisfied. 2. For this purpose. He is never fully satisfied. They include wages and salaries. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades) 2. increase in incentive leads to better performance and vice versa. the other need need arises. Non financial motivators are those which are not associated with monetary rewards. 2. Thus. In organizations. retirement benefits etc.6 Types of Motivation. 12 . It activates human needs and creates the desire to work. They include intangible incentives like ego-satisfaction.7. fringe benefits. the management should try to satisfy their needs.A STUDY ON EMPLOYEE MOTIVATION • • People will exercise self direction and control towards achieving objectives they are committed to People learn to accept and seek responsibility. they think it is important. Financial incentives or motivators are those which are associated with money.1 Need for Incentives Man is a wanting animal.7 Incentives An incentive is something which stimulates a person towards some goal. an incentive is a means of motivation. both financial and non financial incentives may be used by the management to motivate the workers. He continues to want something or other. In order to motivate the employees. Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure. bonus.

A STUDY ON EMPLOYEE MOTIVATION INCENTIVES Financial Incentives Wages and Salaries. As a guideline. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it. On the other hand motivation can be improved quickly. Non-financial incentives . This is essential for any business to survive and succeed.Competition . If no. .Praise Knowledge of result Suggestion system. there are broadly seven strategies for motivation.8 Motivation is the key to performance improvement There is an old saying you can take a horse to the water but you cannot force it to drink.Group recognition . Are they born with the self-motivation or drive? Yes and no. 13 . Performance is considered to be a function of ability and motivation.Opportunities for growth 2.Job security .Workers participation. . either by themselves or through external stimulus. thus: • Job performance =f(ability)(motivation) Ability in turn depends on education. experience and training and its improvement is a slow and long process. for motivation is a skill which can and must be learnt. There are many options and an uninitiated manager may not even know where to start. they can be motivated. it will drink only if it's thirsty .so with people. Bonus Medical reimbursement Insurance Housing facility Retirement benefits.

Motivation is. 14 . • • • • • • • Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance Essentially. in effect.A STUDY ON EMPLOYEE MOTIVATION There are broadly seven strategies for motivation. there is a gap between an individual’s actual state and some desired state and the manager tries to reduce this gap. a means to reduce and manipulate this gap.

ANALYSIS AND INTERPRETATION OF DATA 4.1 DESCRIPTIVE STATISTICS 4.1) INTERPRETATION The table shows that 58% of the respondents are satisfied with the support they are getting from the HR department.1.1) PERCENTAGE 36 58 6 0 0 100 (Chart 4.1.A STUDY ON EMPLOYEE MOTIVATION CHAPTER-4 4. 4.2 Management is interested in motivating the employees 15 .1 Response about the support from the HR department SL NO 1 2 3 4 5 PARTICULAR Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total 70 60 50 40 30 20 10 0 Highly Satisfied Satisfied Netural 6 0 Dissatisfied 0 highly Dissatisfied 36 Series1 58 NUMBER OF RESPONDENTS 18 29 3 0 0 50 (Table 4.

2) INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees.A STUDY ON EMPLOYEE MOTIVATION SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 27 20 3 0 0 50 (Table 4.2) PERCENTAGE 54 40 6 0 0 100 Management is interested in motivating the employees 60 50 40 30 20 10 0 Strongly Agree Agree Netural 3 0 Disagree 0 Strongly Disagree 54 40 Series1 (Chart 4. 4.1.3 The type of incentives motivates you more SL NO 16 NUMBER OF .

3) INTERPRETATION The table shows that 52% of the respondents are expressing that both financial and non financial incentives will equally motivate them.3) PERCENTAGE 30 18 52 100 The type of incentives motivates you more 30% Financial Incentives 52% 18% Non Financial Incentives Both (Chart 4.4 Satisfaction with the present incentives scheme SL NO PARTICULAR 17 NUMBER OF RESPONDENTS PERCENTAGE . 4.A STUDY ON EMPLOYEE MOTIVATION 1 2 3 PARTICULAR Financial Incentives Non financial Incentives Both Total RESPONDENTS 15 9 26 50 (Table 4.1.

5 The company is eagerness in recognizing and acknowledging employee’s work SL NO PARTICULAR 1 18 Strongly Agree NUMBER OF RESPONDENTS 18 PERCENTAGE 54 .4) 18 29 3 0 0 50 36 58 6 0 0 100 Satisfaction with the present incentives provided by the organization 70% 60% 50% 40% 30% 20% 10% 0% Highly Satisfied Satisfied Netural 6% 0% Dissatisfied 0% highly Dissatisfied 36% 58% (Chart 4.A STUDY ON EMPLOYEE MOTIVATION 1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total (Table 4.4) INTERPRETATION The table shows that 58% of the respondents are satisfied with the present incentive scheme of the organization. 4.1.

1. 58% of employees agreed that the company is eager in recognizing and acknowledging their work.6.5) 29 3 0 0 50 58 6 0 0 100 Eagerness of the company in acknowledging the work of employees 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 6% 0% Disagree 0% Strongly Disagree 36% 58% (Chart 4. 4.1 Periodical increase in salary SL NO PARTICULAR 1 2 3 19 Strongly Agree Agree Neutral NUMBER OF RESPONDENTS 12 23 3 PERCENTAGE 24 46 6 .A STUDY ON EMPLOYEE MOTIVATION 2 3 4 5 Agree Neutral Disagree Strongly Disagree Total (Table 4. 36% strongly agreed and only 6% showed neutral response.5) INTERPRETATION From the study.

A STUDY ON EMPLOYEE MOTIVATION 4 5 Disagree Strongly Disagree Total (Table 4.2 Job Security existing in the company.1. 4.6) INTERPRETATION The table shows 46% of employees agree that there is a periodical increase in the salary.6) 9 3 50 18 6 100 Periodical increase in salary 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 46% 24% 18% 6% 6% Series1 Strongly Agree Agree Netural Disagree Strongly Disagree (Chart 4.6. SL NO PARTICULAR 1 2 3 4 5 20 Strongly Agree Agree Neutral Disagree Strongly Disagree NUMBER OF RESPONDENTS 15 18 11 3 3 PERCENTAGE 30 36 22 6 6 .

1.3 Good relations with the co-workers. SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4. 4.7) 50 100 Job security exist in the company 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 6% 6% 30% 22% 36% (Chart 4.8) 21 NUMBER OF RESPONDENTS 15 27 8 0 0 50 PERCENTAGE 30 54 16 0 0 100 .A STUDY ON EMPLOYEE MOTIVATION Total (Table 4.6.7) INTERPRETATION The table shows 35% of employees agree with good job security exist in the company.

9) NUMBER OF RESPONDENTS 10 23 8 6 3 50 PERCENTAGE 20 46 16 12 6 100 22 .6.A STUDY ON EMPLOYEE MOTIVATION Good relations with co-workers 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 0% Disagree 0% Strongly Disagree 30% 16% 54% (Chart 4.8) INTERPRETATION The table shows 54% of the respondents agree that they have good relations with co-worker.1. SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4.4 Effective performance appraisal system. 4.

10) NUMBER OF RESPONDENTS 9 26 9 3 3 50 PERCENTAGE 18 52 18 6 6 100 23 .5 Effective promotional opportunities in present job.9) INTERPRETATION The table shows 46% of the respondents agree to effective performance appraisal system existing in the company. SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4. 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 20% 16% 12% 6% 46% (Chart 4. 4.6.1.A STUDY ON EMPLOYEE MOTIVATION Effective performance appraisal system.

1.6 Good safety measures existing in the organization. 4.A STUDY ON EMPLOYEE MOTIVATION Effective promotional opportunities in present job 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 18% 18% 6% Disagree 6% Strongly Disagree 52% (Table 4.11) NUMBER OF RESPONDENTS 15 23 3 6 3 50 PERCENTAGE 30 46 6 12 6 100 24 .6. SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4.10) INTERPRETATION The table shows 52% of the respondents agree with effective promotional opportunities in their present job.

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 46% 30% 12% 6% Strongly Agree Agree Netural Disagree 6% Strongly Disagree (Chart 4.6.1.11) INTERPRETATION The table shows 46% of the respondents agree that there is a good safety measure existing in the company. SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4. 4.12) NUMBER OF RESPONDENTS 9 23 6 3 9 50 PERCENTAGE 18 46 12 3 18 100 25 .A STUDY ON EMPLOYEE MOTIVATION Good safety measures existing in the organization.7 Performance appraisal activities are helpful to get motivated.

1.A STUDY ON EMPLOYEE MOTIVATION Performance appraisal activities are helpful to get motivated 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 46% 18% 12% 6% 18% (Chart 4. 4.8 Support from the co-worker is helpful to get motivated SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4.13) NUMBER OF RESPONDENTS 12 29 0 6 3 50 PERCENTAGE 20 46 0 12 6 100 26 .6.12) INTERPRETATION The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get motivated.

1.6.13) INTERPRETATION The table shows 58% of the respondents agree that the support from the co-worker is helpful to get motivated.A STUDY ON EMPLOYEE MOTIVATION Support from the co-worker is helpful to get motivated 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree 0% Netural Disagree Strongly Disagree 24% 12% 6% 58% (Chart 4.9 Career development opportunities are helpful to get motivated SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table No. 4.14) NUMBER OF RESPONDENTS 10 26 2 4 8 50 PERCENTAGE 20 52 4 8 16 100 27 .4.

14) INTERPRETATION The table shows 52% of the respondents agree that the career development opportunities are helpful to get motivated. 4. SL NO PARTICULAR 1 2 3 4 5 Salary increase Promotion Leave Motivational talk Recognition Total NUMBER OF RESPONDENTS 21 15 3 5 6 50 PERCENTAGE 42 30 6 10 12 100 28 .A STUDY ON EMPLOYEE MOTIVATION 60% 52% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Neutral Disagree Strongly Disagree 20% 16% 4% 8% (Chart 4.1.7 Factors which motivates you the most.

A STUDY ON EMPLOYEE MOTIVATION (Table 4.15) 12% 10% 6% 30% 42% Salary increase Promotion Leave Recognition Motivational tal (Chart 4. 4.8 Incentives and other benefits will influence your performance SL NO PARTICULAR 1 2 29 Influence Does not influence NUMBER OF RESPONDENTS 32 12 PERCENTAGE 64 24 .1.15) INTERPRETATION The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

A STUDY ON EMPLOYEE MOTIVATION 3 No opinion Total (Table 4.1.16) INTERPRETATION The table shows 64% of the respondents responded that incentives and other benefits will influence their performance 4.9 Management involves you in decision making which are connected to your department. 30 .16) 6 50 12 100 12% 24% Influence Does not influence 64% No opinion (Chart 4.

17) INTERPRETATION The table shows 94% of the respondents agree that they the Management involve them in decision making which are connected to your department.2 INFERENTIAL STATISTICS 31 .17) PERCENTAGE 94 0 6 100 0% 6% 94% Yes No Occasionally (Chart 4. 4.A STUDY ON EMPLOYEE MOTIVATION SL NO PARTICULAR 1 2 3 Yes No Occasionally Total NUMBER OF RESPONDENTS 47 0 3 50 (Table 4.

080 and Cross-products Covariance .72 1.265 50 performance .328 N 50 Pearson Correlation .000 .000 13.50 Deviation .01 level (2-tailed). 24.573 .500 50 Employee performance Inference: Since the Correlation is significant at the 0. Sum of Squares 16. . Std. 32 .000 13.01 level (2-tailed) the null hypothesis that is “There is no significant relationship between incentives and employee’s performance” is rejected and an alternative hypothesis is framed.265 50 1 .A STUDY ON EMPLOYEE MOTIVATION Ho: There is no significant relationship between incentives and employee’s performance. (2-tailed) Sum of Squares and Cross-products Covariance N ** Correlation is significant at the 0.655(**) Sig.000 .655(**) . Incentives Employee performance Mean 1. (2-tailed) .500 .707 N 50 50 Correlations Employee Incentives Incentives Pearson Correlation 1 Sig.

111 1.909(**) . (2-tailed) Sum of Squares and Crossproducts Covariance N Pearson Correlation Sig. Mean career development opportunities extent of motivation 3.500 1.000 52. (2-tailed) Sum of Squares and Crossproducts 33 .36 1.111 .035 50 Deviation N 3.70 1.000 52.A STUDY ON EMPLOYEE MOTIVATION H1: There is significant relationship between incentives and employee’s performance.909(**) extent of motivation extent of motivation .311 Pearson Correlation 1 . Ho: There is no significant relationship between career development opportunities and the extent of employee motivation Std. 52. 76.317 45 Correlations career development opportunities career development opportunities Sig.071 50 .184 45 1 .

734 45 Since the Correlation is significant at the 0.A STUDY ON EMPLOYEE MOTIVATION Covariance N ** Correlation is significant at the 0.01 level (2-tailed).000 73.306 50 . Inference: 1.000 1. 64. Std.184 45 1.962(**) Extent of Motivation .962(**) .60 Deviation 1. (2-tailed) Sum of Squares and Crossproducts Covariance N Pearson 1 .40 2.355 N 50 50 Correlations performance appraisal system Performance appraisal system Pearson Correlation Sig.490 50 1 Extent of 34 .143 1. H1: There is significant relationship between career development opportunities and the extent of employee motivation Ho: There is no significant relationship between performance appraisal system and the extent of motivation. Mean Performance appraisal system Extent of Motivation 2.01 level (2-tailed) the null hypothesis that is “There is no significant relationship between career development opportunities and the extent of employee motivation” is rejected and an alternative hypothesis is framed.000 1.

490 50 .837 50 products Covariance N ** Correlation is significant at the 0.000 73. Extent of motivation .86 2.01 level (2-tailed) the null hypothesis that is “There is no significant relationship between performance appraisal system and the extent of motivation” is rejected and an alternative hypothesis is framed.18 Deviation .670 1. Mean Employee relations Extent of motivation 1.000 35 .000 1. Ho: There is no significant relationship between interpersonal relationship in the organization and extent of motivation. Inference: Since the Correlation is significant at the 0.A STUDY ON EMPLOYEE MOTIVATION Motivation Correlation Sig.01 level (2-tailed). 90.119 N 50 50 Correlations Employee relations Employee relations Pearson Correlation Sig.877(**) .000 1. H1: There is significant relationship between performance appraisal system and the extent of motivation. Std. (2-tailed) 1 . (2-tailed) Sum of Squares and Cross- .

000 32.” is rejected and an alternative hypothesis is framed. 61. Inference: Since the Correlation is significant at the 0.380 1.260 . Every business enterprise has 36 .020 .1 SUMMARY This document aims at providing employees and management members with the information that can be beneficial both personally and professionally.877(**) .A STUDY ON EMPLOYEE MOTIVATION Sum of Squares and Crossproducts Covariance N Pearson Correlation Sig.253 50 Extent of motivation CHAPTER-5 5.658 50 32.01 level (2-tailed) the null hypothesis that is “There is no significant relationship between interpersonal relationship in the organization and extent of motivation.01 level (2-tailed). (2-tailed) Sum of Squares and Crossproducts Covariance N ** Correlation is significant at the 0.658 50 1 .449 50 .260 . 22. H1: There is significant relationship between interpersonal relationship in the organization and extent of motivation.

maintenance of a contended workforce and creation of a public image. human resources should be managed with utmost care to inspire. Factors like financial incentives and non financial inventive. 37 . encourage and impel them to contribute their maximum for the achievement of the business objectives. There is a harmonious relationship is exist in the organization between employees and management. The study undertakes various efforts to analyze all of them in great details. good relationship with co-workers. Therefore. From the study. The human resources can play an important role in the realization of the objectives. If the human resources are not properly motivated. It is also clear from the study that the company is so eager in motivating their employees and their present effort for it so far effective. the management will not be able to accomplish the desired results. 5. promotional opportunities in the present job. The researcher in this project at the outset gives the clear idea of the entire department existing in the company.2 FINDINGS The findings of the study are follows • • The Hyderabad Industries Limited has a well defined organization structure. Employees work in the organization for the satisfaction of their needs. The basic job of management of any business is the effective utilization of available human resources. technological. financial and physical resources for the achievement of the business objectives. performance appraisal system. the researcher was able to find some of the important factors which motivate the employees. employee participation in decision making are very much effect the level employee motivation.A STUDY ON EMPLOYEE MOTIVATION multiple objectives including of adequate profit for payment of a reasonable rate of return to the owners and for investment in business through satisfaction of customers. This project entitled as “Employee motivation” was done to find out the factors which will motivate the employees.

3 SUGGESTIONS The suggestions for the findings from the study are follows • Most of the employees agree that the performance appraisal activities are helpful to get motivated. The study reveals that there is a good relationship exists among employees. The employees are satisfied with the present incentive plan of the company. The incentives and other benefits will influence the performance of the employees. so the company should try to improve performance appraisal system. From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the coworkers in helpful to get motivated. 38 .A STUDY ON EMPLOYEE MOTIVATION • • • • • • • • • The employees are really motivated by the management. so that they can improve their performance. 5. The company is providing good safety measures for ensuring the employees safety. Most of the workers agreed that the company is eager in recognizing and acknowledging their work. Majority of the employees agreed that there job security to their present job. The study reveals that increase in the salary will motivates the employees more.

• • Skills of the employees should be appreciated. Better carrier development opportunities should be given to the employees for their improvement. then there would be active and committed participation of staff for the success of the organization 5. • If the centralized system of management is changed to a decentralized one. The responds from the respondents may not be accurate. it can improve the productivity level of the employees. • Organization should give importance to communication between employees and gain co-ordination through it.4 LIMITATIONS OF THE STUDY The limitations of the study are the following • The data was collected through questionnaire.A STUDY ON EMPLOYEE MOTIVATION • Non financial incentive plans should also be implemented. 39 .

Lack of experience of Researcher. • • • Since the organization has strict control.A STUDY ON EMPLOYEE MOTIVATION • The sample taken for the study was only 50 and the results drawn may not be accurate. Another difficulty was very limited time-span of the project. it acts as another barrier for getting data. 40 .

The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. 41 . Only if the employees are properly motivated. The study helped to findings which were related with employee motivational programs which are provided in the organization.5 CONCLUSION The study concludes that. The study was conducted among 50 employees and collected information through structured questionnaire. the motivational program procedure in HYDERABAD INDUSTRIES LTD is found effective but not highly effective. The performance appraisal activities really play a major role in motivating the employees of the organization.A STUDY ON EMPLOYEE MOTIVATION 5.they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The study on employee motivation highlighted so many factors which will help to motivate the employees. The suggestions of this report may help in this direction.

human resource is the most valuable asset to any organization. This in turn helps the management to formulate suitable policy to motivate the employees.6 SCOPE FOR FUTURE RESEARCH The present study on employee motivation helps to get clear picture about the factors which motivates the employees. Only with a competent work force an organization can achieve its objective. the motivational level of the employees may also change. The factors that motivate the employees may change with change in time because the needs of employees too change with change in time. So continuous monitoring and close observation of factors that motivate the employees is necessary to maintain a competent work force. A further study with in dept analysis to know to what extent these factors motivate the employees is required. Moreover. 42 .A STUDY ON EMPLOYEE MOTIVATION 5. Hence.

A STUDY ON EMPLOYEE MOTIVATION 43 .

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