EMPLOYEE MOTIVATION AND PERFORMANCE WOORY AUTOMOTIVES INDIA PRIVATE LIMITED

A Project report submitted in partial fulfillment of the requirement for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

A. VICTOR
(Reg. No: 3510910874)

Submitted to

SRM SCHOOL OF MANAGEMENT

Under the guidance of MR. K. SANKARA MOORTHY Assistant professor

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DEPARTMENT OF BUSINESS ADMINISTRATION SRM UNIVERSITY MAY-2010

SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY SRM Nagar, Kattankulathur-603203 Phone: 044-27452270, 27417777, Fax: 044-27453903 E-hod@mba.srmuniv.ac.in, website: www.srmuniv.ac.in

______________________________________________________

BONAFIDE CERTIFICATE

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Certified that this project report titled “EMPLOYEE MOTIVATION AND PERFORMANCE WOORY AUTOMOTIVES INDIA PRIVATE LIMITED” is the bonafide work of A.VICTOR who carried out the research under my supervision.

Certified further, that to the best of my knowledge the work reported here in does not form part of any other Project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

PROJECT GUIDE

DEAN

………………………………… ………………………………… Mr. K. SANKARA MOORTHY (Mrs.) JAYSHREE DR.

EXTERNAL GUIDE ………………………………….
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ACKNOWLEDGEMENT

I would like to express my profound gratitude to our dean Dr.Mrs.Jayshree Suresh B.A, M.B.A, PhD, who granted permission and encouraged me to take up a challenging project.

I would like to express my profound gratitude and gratefulness to my supervisor Mr.K.Sankara Moorthy Assistant professor, SRM School of Management imparting his knowledge and excellent guidance to complete this project.

I am indebted to Mr. Claudios Fernando (Director), Mr. P. Mohan Gandhi (Senior Manager-HR) and Mr. Remo of Woory Automotives India Private limited for their valuable advice, vital inputs, and remarkable guidance to complete this project.

I would be failing in my duty, if I do not express my heartfelt thanks to the employees of Woory Automotives India Private limited for providing the primary data.

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I finally express my gratitude and thanks to my family members and friends for their constant support and encouragement.

DECLARATION

I hereby declared that the project work entitled

“EMPLOYEE MOTIVATION

AND PERFORMANCE WOORY AUTOMOTIVES INDIA PRIVATE LIMITED”
submitted to the SRM University, Chennai in partial fulfillment of the requirements for the award of Master of Business Administration is a record of original project done by me during the period of time in the SRM University, Chennai under the guidance of Mr. K. Sankara Moorthy, Assistant professor in School of Management, SRM University.

Place: Chennai Date:
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A,VICTOR

TABLE OF CONTENTS

CHAPTE R

CONTENTS

PAGE NO

6

I

INTRODUCTION

1. Introduction 1.1 Research Background 1.2 Research Problems 1.3 Review of Related Literature 1.4 Need and importance of study 1.5 Primary objective 1.5.1 Secondary objectives 1.6 Limitations 1.7 Cauterization

1 2 3 4 5 5 5 6 6

II

BRIEF HISTORY OF WOORY COMPANY

2.1 Introduction 2.2 Woory India Plant 2.3 company History

8 8 9

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2.3.1 Management Policy 2.3.2 Quality Policy 2.3.3 Customer Support Strategy 2.3.4 Philosophy 2.3.5 Company Vision 2.3.6 Organization 2.3.7 Woory Global Location 2.3.8 Global Customers 2.4 The Products Woory Company MOTIVATION III 3.1 Introduction 3.2 Managing Human Resources 3.3 Motivation 3.3.1 Motivation defined 3.3.2 Source of Motivation 3.3.3 Reason for Employees’ lack of Motivation in today’s world 3.4 Motivational Theories.
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10 11 11 11 12 14 15 16 18

26 26 28 28 30

31 32

3.5 Motivating Individuals and Groups at Work

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RESEARCH METHODOLOGY

4. Introduction 4.1 Research Design 4.2 Research Method IV 4.3 Questionnaire Design 4.4 Sampling Procedure 4.5 Pilot study and pre test 4.6 Method of data collection 4.6.1 Primary Data 4.6.2 Secondary Data

36 36 36 37 37 38 38 38 39

VI

DATA ANALYSIS & INTERPRETATION

40-67

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FINDING, SUGESTION AND CONCLUSION VII

66-71

Bibliography

72

Appendix

73

LIST OF TABLES

Table No

Table Title

Page no

1A

Mean Descriptive of Motivational Variables

45

1B

One way ANOVAs on motivational Variable

46

1C

Post Hoc Test on Motivational Variable

47

2A

Group Statistics between Male and Female
10

48

2B

Levene’s Test for Equality of Variance

49

3A

Mean Descriptive on Qualification

50

3B

One way ANOVAs on Qualification

51

3C

Post Hoc Test on Qualification

52

4A

T-Test on Age Group

56

4B

Levene’s Test for Quality of Variance

56

5A

Mean Descriptive on Department

57

5B

One way ANOVAs on Department

58

5C

Post Hoc Test on Department

60

6A

Mean Descriptive on Salary

63

6B

One way ANOVAs on Salary

64

6C

Post hoc Test on Salary
11

66

LIST OF CHARTS

Chart No

Chart Title
no

Page

1

Customers wise Sales Results – 2009

17

2

Product wise Sales Results – 2009

17

3

Sales over View

18

4

Customer Supporting Chain

25

5

Company Related Information
12

40

6

Working Condition

40

7

Compensation and benefit

41

8

Employees Relations

42

9

Training and Development

42

10

Relationship between HRD and Employees

43

11

Personal Development

44

12

Mean Working Condition for Age group

48

13A

Mean working condition for qualification

54

13B

Mean of Motivational level of the Employees

55

14A

Mean of Company Related Information

59

14B

Mean of Working condition for Qualification of various Department

59

13

14C

Mean of motivation level of the Employees

59

15A

Mean of Working Condition on Salary Group

65

15B

Mean of Training and Development on Salary Group

65

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1. Introduction

Motivating the workforce of an organization to work more effectively towards the organization’s goals is perhaps the most fundamental task of management. Organizations motivate their workforce to perform effectively by offering them rewards for satisfactory performance and perhaps punishing them for unsatisfactory performance. Over the past hundred years or so there has been an evolution in the view of what the term ‘rewards’ actually means in an organizational context. In the age of Scientific Management, forwarded by Frederick Winslow Taylor in the 1890’s, only monetary rewards were considered to be important to employees. This rather limited view of employees’ needs and rewards gave way in the 1920’s when a series of experiments at the Western Electric Company’s Hawthorne plant led to a new paradigm of worker motivation. The Hawthorne experiments, as they came to be known, led to a view that saw employees motivated more by social needs rather than by purely economic ones. This viewpoint, known as the Human Relations Movement, attempted to identify and satisfy the social needs of the worker in the belief that a
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satisfied worker worked harder than an unsatisfied worker. Rewards under the Human Relations viewpoint, therefore, also included the relationships employees form with their fellow workers. It was thus seen to be in the organization’s interest to provide an environment that allows and encourages social relationships to develop. Finally, the Human Resources Movement began to concentrate more on the needs of the individual rather than the interactions within working groups. The Human Resources Movement views the worker as being largely ‘pre-motivated’ to perform to the best of their abilities and it becomes the task of management to provide conditions whereby workers can meet their own individual goals at the same time as meeting those of the organization. Rewards under the Human Resources Movement therefore include a wide range of factors, such as money, affiliation, achievement and performing a meaningful job.

1.1 Research Background The world is going through an enormous change. Globalization of businesses is increasing and information technologies are advancing. These major changes are reshaping our world significantly, for better and for worse. They lead to changes in the way business is done, they way employees behave and the way managers mange their employees. For companies to remain successful, they are required to adapt to these changes. The changes that are reshaping the world have altered the way organizations operate and have also led to changes in employee characteristics (Robbins, 2000:21). Although many theorists believe the changes in the world of work have brought advantages, several believe that the changes have different and disparate impact on the employees. However, in contrast with the traditional way of managing, where the structures and the systems were predefined, the new work place seeks to balance whatever is important for the company and its strategies with whatever is important for the individual employees regarding their life strategies.

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Management in today’s world is about management in times of rapid change. In today’s world, the biggest task of the human-resource manager is to motivate and retain employees. Motivation is a company’s life-blood. A well managed company can motivate and retain its employees and hence has the following competitive advantages: reduced turnover, an increase in productivity, reduced absenteeism, increased revenue and improved performance. However, managers tend to assume that they know what the employees want from their work. This assumption can lead mangers into making mistakes while trying to motivate their employees. This study is thus an attempt to help mangers to understand the factors that motivate their employees to perform to the best of their ability.

1.2 Research Problems Motivated employees are needed in our rapidly changing work place. Motivated employees help organization survive. Motivated employees are more productive. To be effective managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due in part, to the fact that what motivate employee’s changes constantly. Motivation is not based on a particular theory and it does not advocate any particular technique for application. The motivation research mainly understood employee’s mentality towards the motivational packages of the organization and the energy it creates for employees to be engaged in their work. The energy which the employees possess is often blocked in the work place, beyond certain points. It is necessary to identify the various blocking factors of motivational system in the organization. An organization could be considered effective only if the motivational features are satisfactory according to the employees. An enterprise must committed to the assurance of motivation in order retain the talents in its workforce.
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The changing view of organizational rewards and employee motivation has led to a multitude of theories of exactly how the job rewards influence the motivation and performance of employees. Steers [1987] stated that “a comprehensive theory of motivation at work must address itself to at least three important sets of variables which constitute the work situation” i.e. the characteristics of the individual, the characteristics of the job and the characteristics of the work environment. These three sets of variables, along with examples of each, are depicted in the following diagram.
Individual Characteristics Job Characteristics Work Environment Interests Types of intrinsic Characteristics rewards Attitudes Degree of work Immediateautonomy − Toward direct Amount of self environment performance − Peers job Toward feedback aspects of − Supervisors Toward work situation Organisational actions Degree of variety in tasks Needs − Reward practices − Systemwide rewards Security − Individual rewards Social − Organisational climate Achievement

1.3 Review of Related Literature
Employee motivation is influenced by the employee himself or herself, the management and the environment. Motivating the employee is the manager’s job. It is therefore the manager’s job to
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understand what motivates the employees. Based on Locke and Latham’s integrated model of work motivation, various theories of work, employee motivation will be discussed, including Maslow’s need hierarchy, McClelland’s personality-based approach to employee motivation, Vroom’s VIE theory, Locke and Latham’s goal theory, Bandura’s self-efficacy theory, Weiner’s attribution theory, Herzberg’s job characteristics model, the organizational commitment theory and Adam’s equity theory. These theories attempt to explain employees’ behavior. They provide understanding to both managers and employees of how to motivate others or become more involved in one’s own motivation (Drafke and Kossen, 2002:273). Green’s belief system of motivation, Glanz’s CARE model for motivating employees, Lindner’s approach to understanding employee motivation, and Nelson’s ten ways to motivate today’s employees are some newer approaches to employee motivation.

1.4 Need and importance of study
The purpose of this study is to describe the importance of certain factors in motivating employees, specifically, the study sought to describe the ranked importance following motivation factors job security, sympathetic help with personnel problems, personal loyalty to employees, interesting work, good working condition, tactful discipline, good wages, promotion and growth in the organization, feeling of being one, and full appreciation of work done. Motivation is employees’ tool. This study is one such attempt and therefore it is important as it helps to develop and improve the motivation to bring in balance between the work and life which helps the Woory Automotives India to achieve its goals and targets. This research mainly deals with the employee satisfaction on motivational measures of the company.

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1.5 Primary objective
To study the motivational level among the employees of Woory Automotives India Private Limited

1.5.1 Secondary objectives
1. To study the socio demographic details of the employees 2. To study the role satisfaction of the respondents

3. To study the working conditions of the employees
4. To study the compensation and benefits given to the employees 5. To study the relations among the employees

6. To study relationship between human resource department and the respondents

1.6 Limitations

The study is limited to Woory Automotives India Private Limited only The sample size is only 30 in number and the data collection is at random. Some errors have occurred because of misinterpretation of the question as some of the customers are poor in English.

• •

Few employees filled their questionnaire in a hurry. So they could not be relied upon and predominant of subjectivism.

The duration of the project is restricted to two months only. So it is not possible to get the feedback from all employees.

• •

The study was limited. Hence the findings cannot be generalized. The details over a period of time will get invalid since there will be a drastic change in employees’ behavior.
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1.7 Chapterisation The study has been interwoven within the framework of six chapters Chapter-I The first chapter deals with introduction, research background, research problems, theoretical framework, needs, objectives and limitation. Chapter-II The second chapter consists of company profile. Chapter-III The third chapter comprises of introduction, managing human resources, motivation, motivation defined, source of motivation, reasons for employees’ lack of motivation in today’s world, motivational theories and motivating individuals and groups at work. Chapter-IV The fourth chapter highlights research design, questionnaire design, pilot study and pre test, sampling procedure and method of data collection. Chapter-V The fifth chapter analyze and interpretation of data Chapter-VI The Sixth chapter deals with the findings, suggestion and conclusion.

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2.1 Introduction
Woory Industrial, established in 1989, have successfully launched its business into the North American Market through dynamic marketing strategy; making a firm establishment in domestic as well as in the overseas market. The company is striving to establish global leadership in the field of automotive supply by expanding its horizon from Asia, Europe, and throughout the world Vision of Woory in the 21st century is to become "World-class automotive supplier of the highest quality goods and of the highest innovation that puts customer's needs at its utmost priority." With its motto of "customer centered management", "establishing fair values" and "respect of mankind".

The company is committed to customer's satisfaction through its continuous innovation in the development and manufacture of automotive supply for global automotive industry. It hopes to build a partnership of trust

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and of sincerity with customer, and makes every effort to satisfy the consumers. The brief history of the company growth and developments in India as follows.

2.2 WOORY India Plant
Established Company Name Operating Manager Director Manager Products April 19, 2004 WOORY Automotive India Sung Won Cho Claoudious Fernandeos Field Coil Assembly HVAC Actuators Cooling Fan Resistors Heater Blower PTC Pre Heater Heater Control Assembly Employee Share Capital Property Size Building Size Address 320 USD $ 947,697 108,458 SF 12,454 SF Plot No- A1B, M.M.D.A Industrial Complex, Kilakaranai Village, Maraimalai Nagar- Township, Chengalpattu -Taluk, Kancheepuram-District, India Pin:- 603 209 T: 011 91 44 4740 4451 / F: 011 91 44 4740 4454

Contacts

Woory Automotives India Private limited plant in India

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2.3 Company History
➢ 1989 02 ➢ 2004 05 ➢ 2004 12 ➢ 2005 07

Woory Industrial Co ltd Established in Korea. Woory India Company Registered Woory India Plant Production Established First Supplies to Visteon India from Woory India Completed TS 16949 Audit at Woory India Started Actuator supplies to Visteon India Started supplies of Plastic components to Hanil Lear First Supply to Subros Limited from Woory India Started Supplies of 5 products including control head to Visteon for new Hyundai PA project (i10)

2006 01 ➢ 2006 04
➢ 2006 07 ➢ 2007 04 ➢ 2007 07

➢ 2007 09 Won Actuator Business from Sanden vikas for Micro Bus project

2008 2008

02 Successfully completed 100 PPM and SQ Mark Audit of Hyundai India 05 Completed Line set up of Export actuators for Behr US ➢ 2008 06 PB project Control Head ,Pre heater line Production established
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➢ 2008 07 Started Actuators Export to Behr US ➢ 2008 08 PO Received for VW Actuator from Behr India ➢ 2009 01 Installed PCB Manufacturing Facility ➢ 2009 06 Won HLLD Business form TATA Motors ➢ 2009 10 Certified by TUV for TS 16949
➢ 2010 01 Started Supplies to VISTEON India for the FORD ( B517 ) – Figo Program ➢ 2010 02 Started Glove Box Lamp Export To ASSAN HANIL – Turkey for PBT

Program
➢ 2010 05 Started Supplies of the Actuator to VALEO France for the P2 Program

2.3.1 Management Policy Woory Automotives India Private Limited is committed to manufacture Superior Automobile Products with high level of precision, innovativeness having “ZERO Defects” at competitive prices. To achieve this we have ‘state of the art’ facilities, and a qualified and well trained work force, who are highly dedicated to satisfy the Customer’s NEEDS and DEMANDS. 2.3.2 Quality Policy Woory Automotives India Private Limited is committed to provide the highest quality Automobile Products to its customers by:

Consistently meeting or exceeding customer’s performance;

expectations for product quality and

• • •

Timely delivery of products and services to meet customer’s requirements; Continuously improving processes, and systems; Ensuring personnel are properly trained so that they are better equipped to serve customers.

2.3.3 Customer Support Strategy
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• • • • • • • • •

Best quality at world class costs and “Zero Defects” Proactive identification of issues and quick resolution On time delivery Improvement throughout entire supplier chain value stream Open and honest communication Act proactively to exceed customer’s requirement and share any new idea with customer Positive program managing by leading Customer On site Safe launch supporting by Resident Engineer 24 Hrs Contact Customer Satisfaction Engineer

2.3.4 Philosophy

The company is guided by well set of philosophy, which is the secret to its successes. It instills in the minds of its employees the philosophy of customer focus, value creation and respect for human. The following diagram will explain the company Philosophy.

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Customer is the partner to grow with company

Worth of company is the Human resource is the most ability to keep enhancing important property and the itself. Company should create the potential power for growth.

Company is regarded as itself a body which gives happiness to customers, shareholders and employees by providing high quality products and good after sales services

highest service

technology unceasingly

and for

All employees are to become the creative resources who lead the future with positive and innovative philosophy on the basic motto of creativity, sincerity and harmony

improving company's worth.

2.3.5 Company Vision

Business To establish the highest competitive stature in domestic and in global market through our quality of product and services. Welfare / Culture To cultivate competent employees with global vision by rewarding their ability and their accomplishment.
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Environment To realize customer oriented management by establishing process (system) based on ethics and principle and through awareness reformation.

2.3.6 Organization

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2.3.7 Woory Global Location

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2.3.8 Global Customers

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2.4 Customers Wise Sales Results - 2009

Figure 1
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Product Wise Sales results - 2009

Figure 2 Sales Overview

Figure 3

1.5 The Products Woory Company Woory Industrial Company Ltd. is a Korea-based developer and manufacturer of automobile parts. The Company's main products include heating, ventilating and air conditioning (HVAC) actuators, heater control assemblies and clutch coil assemblies for cars. It also provides other car parts such as resistors, positive temperature coefficient (PTC) heaters, power modules and headlight leveling devices.

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Product Experience Type Capacity Current Volume Customer Application

Power Module 5years PWM, LPM, MPM, POWER, TR 1.5 Mil/Year 0.8 Mil/Year DELPHI, HCC< SDAAC, MODINE GM, HYUNDAI, SGM

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Product Experience Type Capacity Current Volume Customer Application

Clutch Coil 12years Epoxy Molding, Injection Molding, Stacking 6 Mil/Year 4.5 Mil/Year VISTEON, HCC HYUNDAI, FORD

Product Experience Type Capacity Current Volume Customer Application

Sensors 8years INCAR SENSOR, EVAP SENSOR, THERMOCON 1 Mil/Year 0.7 Mil/Year DELPHI, HCC, AIR INTERNATIONAL TOYOTA, HYUNDAI, KIA, FORD

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Product Experience Type Capacity Current Volume Customer Application

Fuel Sender 17years Ceramic Resistor Type 1 Mil/Year 1 Mil/Year INERGY, LG CHEMICAL, MOBIS HYUNDAI, KIA, RENAULT-SAMSUNG

Product Experience Type Capacity Current Volume Customer Application

Blower Resistor 5years Film Resistor type, PTC Type, PTC Type 1 Mil/Year 0.5 Mil/Year MODINE HYUNDAI

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Product Experience Type Capacity Current Volume Customer Application

Control Head 12years ATC, Manual - Electrical Cable / Vacuum 2 Mil/Year 1.8 Mil/Year DELPHI, HCC, DCX, MOBIS, MODINE, DCC GM, HYUNDAI, KIA, SGM, DCX

Product Experience Type Capacity Current Volume Customer Application

HVAC Actuator 12years Smart, Feedback, Dumb, Pulse count 12 Mil/Year 10 Mil/Year DELPHI, HCC, VISTEON, BEHR, MODINE GM, FORD, HYUNDAI, TOYOTA

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Product Experience Type Capacity Current Volume Customer Application

Injection Molding 9years IN-MOLD PARTS, PRINTING PARTS 0.5 Mil/Year 0.3 Mil/Year HYUNDAI AUTONET KIA

Product Experience Type Capacity Current Volume Customer Application PTC Heater

Cooling Fan Resistor 7years Coil Resistor Type, PTC Type 1 Mil/Year 0.5 Mil/Year HCC, MODINE, DCC HYUNDAI, KIA

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Condenser Fan / Radiator Fan

Figure: 4

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3.1 Introduction Motivation is a psychological process that gives behavior purpose and a direction predisposition to behave in a purposive manner to achieve specific, unmet needs an internal drive to satisfy unsatisfied need and the will to achieve. Motivation is operationally defined as the inner force that drives individuals and groups to accomplish personnel and organizational goals. The job of manager in the work place is to get things done through employees. To do this, the manager should be able to motivate employees. In spite of enormous research basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies problem. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the work place and therefore effective management and leadership.

3.2 Managing Human Resources

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“Human resource management is the use of several activities to ensure that human resources are managed effectively for the benefit of the individual, society and the business (Schuler, 1998:122)”. Managing human resources effectively has become a fundamental for companies in today’s business world. Human resources management positively affects lower-level employees through: improved productivity, improved quality of their work life, increased company’s legal compliance, gained competitive advantages and assured workforce. Businesses today have entered a new era in the relationship between the companies themselves and their employees. The companies can no longer see their employees as either their loyal family members or as easily replaceable company resources. In this new era, employees need to be respected and like to be treated as valuable human capital, as even more important than the company’s financial capital. Employees are now becoming the main source of a company’s competitive advantage. Therefore, how a company treats its employees increasingly determines whether a company is going to thrive or even to survive (Lawler, 2003:3). As Lawler says, “in the twenty-first century, treating people right is not an option; it is a necessity”. In other words, the way a company manages its workforce determines its ability to establish and maintain a competitive advantage over other companies. In the present competitive job market, the only differentiator between competitors is the quality of the people working in the organization (Whiteley, 2002:24). To retain and develop an organization’s human resources in order to gain competitive advantage is one of the core themes in human resources literature. A well-managed company can retain and motivate its employees and hence has the following advantages, reduced turnover, increased productivity, reduced absenteeism, increased revenue and improved performance. Companies need to attract and retain talented employees therefore understanding what motivates employees has become an essential requirement for today’s managers. As Hughes
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(2003:3) states in Women in Business: “There’s often a single element that differentiates companies with cohesive teams from those suffering high rates of dissatisfaction and turnover”. That key factor is motivation – an important aspect of successful management that can both maximize productivity and foster a positive corporate culture.

3.3 Motivation Motivation in terms like motives needs wants drives desires wishes incentives. Motivation we have to examine three term motive, motivating, and motivation and their relationship. Motive A motive is an inner state that energizes activities or mores and that directs behavior to words goal Motivating Motivating is a term which implies that one person in the organization engage in action by ensuring that channel to satisfy the motive becomes available and accessible to the individual in addition to channelizing the strong motives in direction that is satisfying to both organization and employees Motivation It is energizer of action motivating is the channelization and activation of motives motivation is work behavior itself motivation is complex process

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3.3.1 Motivation defined Everyone has motives that are inspired by certain factors that encourage the desire to enhance performance (Kressler, 2003:1). Motive literally means the mainspring and the rationale behind any action. The Word motivation is derived from the Latin word ‘movere’, which means ‘to move’. Motivation has been defined as: an internal drive to satisfy an unsatisfied need (Higgins 1994:2) a predisposition to behave in a purposeful manner to achieve specific, unmet needs; the psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence in the fact of obstacles; the force an individual has that accounts for the direction, level and persistence of his or her effort expended at work (Schernerhorn et al., 2003:102) and the processes that account for an individual’s intensity and persistence of effort toward attaining a goal. The concept of motivation overlaps with the concept of morale, meaning the extent to which the employee feels positive or negative about his or her work (Gary, 2004:123). The level of motivation varies between individuals and within individuals at different times and in different situation.

Definitions
Motivation is process of stimulating people to action to accomplish desired goals. - Scott Motivation can also be de fined as the cognitive decision making process through which the individual chooses described out comes and sets in motion inaction appropriate to their achievement. - Edward Tolman Motivation is process that starts with psychological or physiological deficiency or need that activities behavior a drive that is aimed good incentive.
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- Fredluthan Motivation is ability to initiate and maintain intended behavior and engage from it when necessary can be embedded even there is no rational reason that should prevent the individual from performing. - Kuhl 3.3.2 Source of Motivation All motivation ultimately comes from within a person, In other words, all motivation is selfmotivation. Freemantly (2001:53) interviewed one of the team leaders at a medical care insurance who said, “I am self-motivated….. I find it stimulating when I am doing new things I have never done before. I like to use my brain. I dislike doing the same things day in and day out; repetitive work”. The CEO of Finlay Commercial Real Estate Company in South Africa, Linette Finlay, points out that motivation comes when the employees are able to see the purpose and reason for the direction in which the company is heading and can recognize their roles in the business process. Freemantle emphasizes that people are already motivated. However, differences exist because we are motivated more or less as a result of the ups and downs in life and what we encounter in the world that is beyond our control. Furthermore, if a person is de-motivated, it is because that a person’s mind chooses to be de-motivated whether consciously or subconsciously. Motivation is therefore about what a person wants and about his emotional state, which drives him in the direction of achieving what he wants. Source of motivation can be intrinsic or extrinsic. Intrinsically motivated behavior is behavior that is performed for one’s own sake and extrinsically motivated behavior is performed to acquire rewards or to avoid punishment. A manager can thus try to stimulate the employee’s intrinsic motivation, but cannot create the intrinsic motivation for that employee. This implies that, for
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example, a manager should rather try to find out what factors will drive the employee to smile at the customer, than simply tell the employee to smile at the customer.

3.3.3 Reason for Employees’ lack of Motivation in today’s world Managers today complain that their employees are no longer motivated to work. However, it is often the managers and organizational practices that are the problem, not the employees. When there is a lack of motivation, the problem usually lies in one of the following areas: poor selection, unclear goals, an inadequate performance-appraisal system, unsatisfactory reward system or the manager’s inability to communicate the appraisal and reward systems to the employees properly (Robbins, 2003:36) A lack of motivation occurs when the employees see a weakness in one of three relationships. The first of these is the relationships between the employees’ effort and their performance. Manager must make sure that the employees believe that if they exert maximum effort in performing their jobs, it will be recognized it their performance appraisal. However, in most cases, the employees do not believe that their efforts will be recognized. If this is the case, it could lead to a lack of motivation. Secondly, the relationship between the employees’ performance and organization rewards is important. Managers must make sure that the employees believe that if they get a performance appraisal, it will lead to organizational rewards. Many employees see this relationship as weak because the organization does not give rewards just on their performance, so there is a lack of motivation.

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The third important relationship is the one between the rewards received and the rewards desired. The managers must know whether the rewards the employees receive are the ones they desire. Some employees might want a promotion but instead get a pay rise or vice versa. Sometime the managers assume that all employees want the same reward and so fail to notice the motivational effects of individualizing rewards. If this is the case, employees’ motivation is likely to suffer. Thus to keep employees motivate, managers must strengthen these three relationships. If any or all of these three relationships are weak, the employees’ efforts are likely to suffer. When these relationships are strong, the employees tend to be motivated, so the company is likely to gain competitive advantages through human resources. Motivation needs to be long lasting and reinforced by rewards and praise. Motivation needs to be maintained by mangers to ensure a high level of performance and productivity and to create a working environment where employees will have positive attitudes, commitment towards their work and most importantly, the belief that they are not only valued but of crucial interest to the company.

3.4 Motivational Theories. The theories of motivation attempt to explain people’s behavior. They provide understanding to both the managers and the employees of how to motivate others; how others are trying to motivate a person and how that person can engage more in his or her own motivation effort and others’ efforts in trying to motivate him or her (Drafke and Kossen, 2002:273) The topics of motivation and satisfaction have been studied by industrial-organizational psychologists for several decades, but progress has been slow for several reasons. Firstly, work motivation and satisfaction have been considered to be relatively independent. However, it has been

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found that the related theories have only focused on specific aspects. Lastly, both motivation and satisfaction are highly complicated (Locke and Latham 1990:3) Interest in studying work motivation was stimulated in large part by the Hawthorne studies conducted by Frederick Taylor in the late 1930s. These studies investigated the effect of working conditions on employee productivity. The finding in these studies was that employees are not motivated by money only and that employee behavior is linked to their attitudes. After the publication of Hawthorne studies’ results, the needs and motivation of employees became the primary focus of mangers and researchers. The concepts of motivation were developed mostly in the 1950s. Several new models of work motivation emerged, which collectively has been referred to as content theories. They all aim to identify factors associated with motivation. Theories developed in this era are Maslow’s need hierarchy theory and McClelland’s theory of needs, which was firstly introduced by Murray. While Maslow and McClelland focused on the role of individual differences in motivation, Herzberg’s hygiene theory studied how work activities and the nature of the job can influence motivation and performance. Subsequently, Hackman and Oldham have extended the research to job design, motivation and job performance, while others focus on task-based intrinsic and extrinsic factors in work motivation (Steers et all., 2004:381) In the beginning of the 1960s a new approach to work motivation, called process theory emerged. It focused on the processes underlying work motivation. Process theorists see work motivation from a dynamic point of view and search for causal relationships related to human behavior in the workplace. Central to process theory is a series of cognitive theories that attempt to understand the thought processes that people have when determining how to behave in the workplace. The best known of the cognitive theories is probably the expectancy theory derived from the early work of Lewin and Tolman. Vroom presented the first systematic formulation of
47

expectancy theory. Porter and Lawler then expanded Vroom’s work to recognize the importance of individual differences and linked job effort to job performance. A number of significant cognitive theories, each with its own focus, have been developed since the 1960s, for example Adam’s equity theory (Steers et al., 2004:382). Goal-setting theory also emerged in the late 1960s. Research showed that goal specificity, goal difficulty and goal commitment are closely related to task performance. Locke and Latham also proposed a formal theory of goal setting. Finally, leading researchers such as Bandura developed significant theories focusing on the role of social cognition and self efficacy on behavior and job performance. All of these theories, however, have limitations and shortcomings. Some are still useful, while some are not applicable in today’s world.

3.5 Motivating Individuals and Groups at Work Work motivation theorists examine the factors that energies direct and sustain work related behavior. They aim to understand which conditions encourage people to invest energy in their work, which the activities people like to focus their efforts on and the factors that make people persist with their efforts over time. This has resulted in the development of various work motivation models. These models focus mainly on individuals’ needs, their own independent goals and expectations or their personal desired outcomes. They are used to understand the processes underlying the behavior of the individual as separate agents. However, employees are not driven by personal considerations only. Employees nowadays work more in teams than they did before, which involves supporting each other to achieve common goals instead of focusing on personal achievement. Employee motivation is adapted to the needs, goals, expectations and rewards of the team or the organization where the employees work (Ellemers et al., 2004:460) As Ellemers mention, “As organization

48

continue to move toward group-based systems, research on motivation within groups is increasingly important”. The proportion of people working in teams has steadily increased in the past few decades. Team work may offer opportunities for job enrichment, give autonomy to employees, decrease the workload of supervisors and enhanced performance on difficult or complicated tasks. However, there are also disadvantages to employees working in teams. People tend to exert less effort when performing a collective task than when they perform the same task individually. This phenomenon is called the Ringelmann effect or ‘social loafing’ and is presumably because of loss of motivation. Solutions for social loafing involve making the work situation less social by treating the team members as individuals. This can be done by making each team member’s contribution identifiable or by helping the individuals to see how their contribution to the team can offer them personal valued outcomes.

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4. Introduction Motivated employees are needed in our rapidly changing work place. Motivated employees help organization survive. Motivated employees are more productive. To be effective managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due in part, to the fact that what motivate employee’s changes constantly. So in order to achieve the objective of the project, a pre planned strategic path is designed. A detailed plan is developed so as to carry out the project objectives. A structured questionnaire is used for obtaining the responses.

4.1 Research Design
The research undertaken in this study is descriptive in nature. The main purpose of descriptive research is the description of state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over variables; he can only report what has happened or what is happening. The study attempts to describe the socio demographic characteristics of the respondents and also to describe their motivational level.

4.2 Research Method

50

The research method used is survey method. This was chosen because it facilitates a systematic gathering of data from the respondents. This method also helps in understanding some behavioral aspects of the population being surveyed. The instrument used for the research is a structured questionnaire. The survey was taken in the form of an interview schedule.

4.3 Questionnaire Design
The questionnaire used for primary data collection was structured and undersigned in nature. The questionnaire consists of open ended and closed ended questions and multiple choice questions. Proper care was taken to restrict the number of questions but at the same time they were designed to cover the scope and range of the project. The research was conducted in Chennai only. The respondents were personally interviewed and the level of understanding was found. Then the necessary alterations were made to answer for the questions. The respondents were only the employees of Woory Automotives India Private Limited.

4.4 Sampling Procedure Sampling
The researcher has adopted Convenient Sampling. The researcher studied only the employees of Woory Automotives India Private Limited. The researcher collected data from the employees selected at random.

Sampling size

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In order to achieve the objective of the study the sampling size was 30 only. The respondents were only the employees of Woory Automotives India Private Limited.

4.5 Pilot study and pre test Pilot study
Pilot study is to find the feasibility of the research. The researcher had done his pilot study before the research at Woory Automotives India Private Limited at Maraimalai Nagar and found that to conduct a research is feasible.

Pre test
Pretesting is a trial test to find out the Effectiveness of the Research questionnaire. After the pre-test the researcher had not made any modifications in the questionnaire since the respondents were able to understand all the questions and felt that the questionnaire had covered the required areas of the research. The questions mostly covered all areas about job motivation. The researcher had done his pre test with 7 respondents at Woory Automotives India Private Limited.

4.6 Method of data collection
The questionnaire contains two parts. The first part contains questions pertaining Demographic features the second part is related to motivation which has six dimensions namely Industry related information, Working condition, Compensation and benefits.

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4.6.1 Primary Data The primary data were collected for the study. The questionnaire was administered in Woory Automotives India Private Limited. The data were collected from the respondents directly. The purpose of the survey was clearly informed to the respondents and all steps were taken to avoid the possibility of any bias while filling this questionnaire.

4.6.2 Secondary Data The Secondary data are the data which is collected already by someone else and which have already been passed through the statistical process. It is collected from company records, websites, library, and articles, etc.

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Data analysis & Interpretation
Company related information (Chart-5)

The above chart indicates the company related information. Of the 30 sample analyzed 23 respondents of the view that the company is very good, 5 respondents of the view is that the company is good, 2 of the opinion is that the company is satisfactory and no one of them gave the opinion that the company is bad or very bad. The data analysis indicates the company is one of the best companies providing adequate facilities, job security, proper making use of skills and abilities of the employees and giving good career growth and right amount of works to the employees. This makes the employees interesting to work in the company.
Working Condition (Chart 6)

The analysis indicates that the working condition of the company is par excellence. The above chart indicates that the overall respondents 24 of them states that the working condition is very good, 4 indicates good, 2 indicate satisfactory and there is no bad or very bad in the working condition of the company. The company is kept very clean. The ventilation and lighting facilities are incorporated with modern technology. The company management is providing necessary resources to the employees to perform the work. The company gives freedom for the employees to take decision in their work. There is not much work pressure in the company. Compensation and benefits (Chart – 7)
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The data analysis points out that the compensation and benefits are overall better, giving edge to 13 very good and 12 well. However there are 4 viewed that this segmentation gives only satisfaction. When compare with the salary of similar companies, most of them with the knowledge that their company gives better salary then the company in and around. As per incentives provided by the company most of the female workers opted for attendance bonus and males employees preferred overtime benefit and some night shift allowance. The allowances and social security provided by the company is very good. Employees Relation (Chart – 8)

The above chart is a sign of employee relation with the management and with themselves. It is excellence. There are 24 of the view that the relation is very good and 6 of them with good. There is no satisfactory, bad or very bad. Many are of the opinion that the supervisor approaches is very good and they accept the suggestion and new ideas of the employees and reward them with appreciation for the suggestions and ideas given by them. The management shows very much understanding in the problems of the employees. They have cordial relation among their colleagues. Training and Development (Chart – 9)

The company gives excellence training to their employees. Every new comer is initiated in the company with proper training. They are placed under supervisor to make sure that they learn the art of the company work. The above chart shows that out of 30 respondents, 26 of the judgment that
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the company gives very good training and development for the employees and just 4 of the judgment that the company gives good training. There is no satisfactory, bad or very bad. Relationship between Human Resource Department and Employees (Chart – 10)

The relationship between Human Resource Department (HRD) and Employee in Woory Automotives India Private Limited is highly appreciable. A well knitted net work is created by the company to create association between the employees and the management through its human resource department. The department addressees the problems and needs of the employees frequently and solve them as early as possible. The HR manager makes frequent visit the place of work and mingles with the employees to know their problems and gives them proper guidance and counseling. Not only the company problems are addressed but also personal problems of the employees are given guidance and counseling. Paternal caring of the top management of the company also gives encouragement to the employees. The above chart shows that total of 30 respondents over all 21 of the respondents of the judgment that the company HRD is very good, 8 of them good, 1 person satisfactory and there is no bad or very bad. Personal Development (Chart – 11)

Overall Motivation Level of the Respondents, a dimension of employee motivation is very high. The above chart depicts that 28 respondents out of 30 says that the motivation level of the employees is very high and only 2 have accepted good. There is no satisfactory, bad or very bad. The employees

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are happy and satisfied in the company and definitely will not shift to another company with the given pay, benefit, compensation and incentives that the present company offers.

Mean Descriptive of Motivational variables

N Company Related Information 20 - 30 30 - 40 40 - 50 Total 20 - 30 30 - 40 40 - 50 Total 20 - 30 30 - 40 40 - 50 Total 20 - 30 30 - 40 40 - 50 Total 20 - 30 30 - 40 40 - 50 Total 20 - 30 30 - 40 40 - 50 Total Motivation level of the employees 20 - 30 30 - 40 40 - 50 Total 18 18 18 18 18 18 18

Mean 4.7302 9 3 30 4.7269 9 3 30 4.24 9 3 30 4.75 9 3 30 4.85 9 3 30 4.66 9 3 30 4.97 9 3 30

Std. Deviation .25877 4.6667 4.7619 4.7143 .20373 4.7685 5.0000 4.7667 .245 4.29 4.24 4.25 .297 4.89 4.75 4.79 .205 4.89 4.89 4.87 .217 4.72 4.67 4.68 .077 4.89 4.87 4.93

Working Conditions

Compensation and Benefits

Employee Relations

Training and Development

Relationship between HRD & Employees

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Table 1-A

When we analysis the age groups view with one way ANOVAs test we found that there is no significant value i.e., less than table value 0.05 (Table 1-B). All the age groups of the opinion that Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and Development, Relationship between HRD & Employees and Motivation level of the employees are very good.

One way ANOVA on Motivational variables
Sum of Squares .032 1.642 1.673 .192 .828 1.019 .014 1.605 1.620 .122 1.764 1.885 .010 1.012 1.022 .026 1.082 1.107 .051 .216 .267 df 2 27 29 2 27 29 2 27 29 2 27 29 2 27 29 2 27 29 2 27 29 .026 .008 3.201 .057 .013 .040 .320 .729 .005 .037 .132 .877 .061 .065 .930 .407 .007 .059 .120 .887 Mean Square .016 .061 .096 .031 3.130 .060 F .261 Sig. .772

Company Information

Related

Between Groups Within Groups Total Between Groups Within Groups Total

Working Conditions

Compensation Benefits

and

Between Groups Within Groups Total

Employee Relations

Between Groups Within Groups Total

Training Development

and

Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total

Relationship between HRD & Employees Motivation level of the employees

Table 1 -B

But when we compare the degree of opinion between the age group with the test of Post Hoc Tests or Multiple comparisons we found that there are significant between the age between 20-30 and 4050 in company working condition. The significant value is .048, which is less than the table value i.e., 0.05 (highlighted in table 1-C). This clearly says the opinion of age between 20-30 and 40-50 is
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not the same in working condition of the company. The mean performance (table 1a) of age between 20-30 and 40-50 are 4.7269 and 5.0000 respectively. The age group of 40-50 has better opinion of the working condition of the company than age group 20-30. It is depicted it the chart 1-A.

Post Hoc Tests Multiple Comparisons Tukey HSD (Motivational variables)

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Dependent Variable Company Related Information

(I) Age 20 - 30

(J) Age 30 - 40

Mean Difference (IJ) .0635 20 - 30 40 - 50 20 - 30 30 - 40 -.0417 -.2731(*) 20 - 30 40 - 50 20 - 30 30 - 40 -.05 20 - 30 40 - 50 20 - 30 30 - 40 .00

Std. Error .10067 40 - 50 -.0635 -.0952 .0317 .0952 .07147 .10918 .0417 -.2315 .2731(*) .2315 .100 .152 .05 .05 .00 -.05 .104 .159 .14 .14 .00 -.14 .079 .121 .04 .00 .04 .00 .082 .125 .06 .06 .01 -.06 .036 .056 -.08 .02 -.10 -.02

Sig. .805 -.0317 .10067 .16439 .15377 .16439 .830 .048 .07147 .11671 .10918 .11671 .882 1.000 .100 .163 .152 .163 .391 1.000 .104 .170 .159 .170 .887 .950 .079 .129 .121 .129 .710 .997 .082 .133 .125 .133 .102 .190 .036 .060 .056 .060

30 - 40 40 - 50 Working Conditions 20 - 30 30 - 40 40 - 50 30 - 40 40 - 50 Compensation and Benefits 20 - 30 30 - 40 40 - 50 30 - 40 40 - 50 Employee Relations 20 - 30 30 - 40 40 - 50 30 - 40 40 - 50 Training and Development 20 - 30 30 - 40 40 - 50 30 - 40 40 - 50 Relationship between HRD & Employees 20 - 30 30 - 40

-.14 .00 20 - 30 40 - 50 20 - 30 30 - 40 -.04 -.04 20 - 30 40 - 50 20 - 30 30 - 40 -.06

40 - 50 30 - 40 40 - 50 Motivation level of the employees 20 - 30 30 - 40 40 - 50 30 - 40 40 - 50

20 - 30 40 - 50 20 - 30 30 - 40

-.01

.08 .10 20 - 30 40 - 50 20 - 30 30 - 40

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Table 1- c * The mean difference is significant at the .05 level.

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5.1

5.0

Mean of Working Conditions

4.9

Chart 12

4.8

4.7 20 - 30 30 - 40 40 - 50

Age

Group Statistics between Male and Female Std. Error Mean .04388 .07545 .03735 .07274 .049 .082 .048 .127 .040 .067 .033 .067 .020 .037

Company Related Information Working Conditions Compensation and Benafits Employee Relations Training and Development Relationship between HRD & Employees Motivation level of the employees

Gender Male Female Male Female Male Female Male Female Male Female Male Female Male Female

N 23 7 23 7 23 7 23 7 23 7 23 7 23 7

Mean 4.7826 4.4898 4.7971 4.6667 4.29 4.14 4.82 4.71 4.88 4.81 4.74 4.48 4.93 4.94

Std. Deviation .21044 .19961 .17913 .19245 .236 .218 .229 .336 .191 .178 .158 .178 .097 .098

Table 2- A When we compare male and female of their opinion about five factors, that is Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and
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Development, Relationship between HRD and Employees and Motivation level of the employees, there are significant between male and female in company related information and Relationship between HRD and employees. The significant value is .003 and .001 respectively (Table 2 B). This is clearly says the opinion of male and female are not same. The mean performances of male and female are 4.7826 and 4.4898 for company relate information and 4.74 and 4.48 (Table 2 A) for Relationship between HRD and employees respectively. From this value females are showing less motivation than their counter part males who are giving good response about motivation in matters of company related information and Relationship between HRD and employees.
Independent Samples Test on Male and Female Levene's Test for Equality of Variances F Company Related Information Equal assumed variances .016 Equal variances not assumed Working Conditions Equal assumed variances .054 Equal variances not assumed 1.011 Equal variances not assumed Employee Relations Equal assumed variances 1.635 Equal variances not assumed .003 Equal variances not assumed Relationship between HRD Employees & Equal assumed variances .014 Equal variances not assumed .418 .908 3.756 .958 .917 .212 .914 .323 1.425 .819 1.660 .899 3.259 Sig. 28 3.355 28 1.595 28 1.488 28 .743 28 .953 28 3.509 .523 -.295 28 t .003 10.421 .108 9.403 .165 10.660 .368 7.768 .367 10.574 .001 9.054 .770

Compensation Benafits

and

Equal assumed

variances

Training Development

and

Equal assumed

variances

Motivation level of the employees

Equal assumed

variances

63

Equal variances not assumed

-.295

9.940

Table 2- B

Mean Descriptive on Qualification

N Company Information Related Plus Two 14 Diploma Under Graduate Post Graduate Total Plus Two Diploma Under Graduate Post Graduate Total Compensation Benafits and Plus Two Diploma Under Graduate Post Graduate Total Employee Relations Plus Two Diploma Under Graduate Post Graduate Total Training Development and Plus Two Diploma Under Graduate Post Graduate Total Relationship between HRD & Employees Plus Two Diploma Under Graduate Post 14 14 14 14 14

Mean 4.7347 6 8 2 30 4.8214 6 8 2 30 4.27 6 8 2 30 4.77 6 8 2 30 4.88 6 8 2 30 4.71 6 8 2

Std. Deviation .27369 4.6905 4.6786 4.7857 4.7143 .08559 4.5694 4.7604 5.0000 4.7667 .268 4.24 4.23 4.29 4.25 .285 4.79 4.84 4.75 4.79 .166 4.78 4.92 4.83 4.87 .190 4.56 4.69 4.75

Working Conditions

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Graduate Total Motivation level of the employees Plus Two Diploma Under Graduate Post Graduate Total 14 30 5.00 6 8 2 30 4.68 .000 4.87 4.88 4.90 4.93

Table 3- A

ONEWAY ANOVA on Qualification
Sum of Squares .030 1.644 1.673 .385 .635 1.019 .009 1.611 1.620 .033 1.852 1.885 .072 .950 1.022 .119 .988 1.107 .118 .148 .267 df 3 26 29 3 26 29 3 26 29 3 26 29 3 26 29 3 26 29 3 26 29 .039 .006 6.914 .001 .040 .038 1.048 .388 .024 .037 .661 .583 .011 .071 .155 .926 .003 .062 .049 .985 Mean Square .010 .063 .128 .024 5.250 .006 F .156 Sig. .925

Company Information

Related

Between Groups Within Groups Total Between Groups Within Groups Total

Working Conditions

Compensation Benafits

and

Between Groups Within Groups Total

Employee Relations

Between Groups Within Groups Total

Training Development

and

Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total

Relationship between HRD & Employees Motivation level of the employees

Table 3- B

We are using ANOVA, when we compare more than two variables. In this we analysis the motivation level of people who are of different qualification like Plus Two, Diploma, Under Graduate and Post Graduate. There is significant different exist in the company in matters of
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working condition and motivation level of the employees. The significant value is .006 and .001 respectively (Table 3-B). The mean value of Plus Two categories shows that the working condition and motivation of the employees is the highest with value of 4.8214 and 5.000 respectively. Whereas the mean value of the diploma holders is least among the categories of qualification, with value of 4.5694 and 4.87 (Table 3- A) respectively compare with other groups. It is clearly shown in the multi comparisons table 3-C below.

Post Hoc Tests : Multiple Comparisons : Tukey HSD on Qualification – Table (3- C)
Dependent Variable Company Related Information (I) Gualification Plus Two (J) Gualification Diploma Mean Difference (I-J) .0442 Std. Error .12269 Sig. .984

Diploma

Plus Two Under Graduate Plus Two Diploma Plus Two Diploma .2520(*) .0610 .07625 .06926 Plus Two Under Graduate

-.0442 .0119 -.0561 -.0119 .0510 .0952 .014 .815 -.2520(*) -.1910 -.0610 .1910 .1786 .4306(*) .996 .990 -.03 .01 -.03 -.01 .02 .05

Under Graduate

Post Graduate

Working Conditions

Plus Two

Diploma Under Graduate

Diploma

Under Graduate

Plus Two Diploma Plus Two Diploma .03 .03 .121 .110 Plus Two Under Graduate

Post Graduate

Compensation and Benefits

Plus Two

Diploma Under Graduate

Diploma

Under Graduate

Plus Two Diploma Plus Two Diploma

Post Graduate

66

Employee Relations

Plus Two

Diploma Under Graduate

-.02 -.08

.130 .118 Plus Two Under Graduate

.998 .918 .02 -.05 .08 .05 -.02 -.04 Sig

Diploma

Under Graduate

Plus Two Diploma Plus Two Diploma Mean Difference (I-J) Std. Error

Post Graduate

Dependent Variable

(I) Gualification (J) Gualification

Training Development

and

Plus Two

Diploma Under Graduate

.10 -.04

.093 .085 Plus Two Under Graduate

.689 .974 -.10 -.14 .04 .14 -.05 .06

Diploma

Under Graduate

Plus Two Diploma Plus Two Diploma

Post Graduate

Relationship between HRD Employees

Plus Two &

Diploma .16 Under Graduate .03 .095 .086 Plus Two Under Graduate Under Graduate Plus Two Diploma Plus Two Diploma .13(*) .13(*) .037 .033 Plus Two Under Graduate Under Graduate Plus Two Diploma .360 .989 -.16 -.13 -.03 .13 .04 .19 .006 .005 -.13(*) -.01 -.13(*) .01

Diploma

Post Graduate

Motivation level of the employees

Plus Two

Diploma Under Graduate

Diploma

67

Post Graduate

Plus Two Diploma

-.10 .03

* The mean difference is significant at the .05 level.

The mean percentage of below charts 3-A will explain the difference between various qualification groups working condition of the company. The chart 3- A states that the mean value of Plus Two is 4.8214 and diploma holder the value is 4.5694. The mean values of Under Graduate and Post Graduate are 4.7604 and 5.000 respectively. The post graduate group is highly appreciative the working condition of the factory. However, all the groups of the opinion that the working condition in the company is very good.

5.1

5.0

4.9

Mean of Working Conditions

Chart 13- A
4.8

4.7

4.6

4.5 Plus Two Diploma Under Gruaduate Post Gruaduate

Gualification

The mean values of the Motivation levels of employees chart 3-B shows that plus two employees’ 5.00, which is the highest level. Whereas the motivation level of diploma holders is lowest, the
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mean value is only 4.87 followed by 4.88 and 4.90 for Under Graduate and Post Graduate respectively. However the overall motivation level of the company is very good.

5.02 5.00

Mean of Motivation level of the employees

4.98 4.96 4.94 4.92 4.90 4.88 4.86 4.84 Plus Two Diploma Under Gruaduate Post Gruaduate

Chart 13 B

Gualification

When we analysis with T-test , (since it is two variables, the appropriate test is T-test) the employees age group motivation level on Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and Development, Relationship between HRD and Employees and Motivation level of the employees, the test shows there is no significant difference is found between the age groups. The following Table 4-A and 4-B will clearly indicates, there is no value below the table value 0.05, all are above the table value. Both the groups (1-5 and 6-10) equally agree that the company is very good to work and that they are highly motivated.
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T-Test on Age Group
Work _experience 1 - 5 Years 6 -10 Years 1 - 5 Years 6 -10 Years Compensation Benafits and 1 - 5 Years 6 -10 Years 1 - 5 Years 6 -10 Years Training Development and 1 - 5 Years 6 -10 Years 1 - 5 Years 6 -10 Years 1 - 5 Years 6 -10 Years N 24 6 24 6 24 6 24 6 24 6 24 6 24 6 Mean 4.6964 4.7857 4.7396 4.8750 4.25 4.26 4.79 4.79 4.85 4.94 4.67 4.72 4.95 4.87 Std. Deviation .26413 .07825 .19084 .13693 .224 .305 .273 .188 .196 .136 .197 .202 .088 .103 Std. Error Mean .05392 .03194 .03896 .05590 .046 .125 .056 .077 .040 .056 .040 .082 .018 .042

Company Information

Related

Working Conditions

Employee Relations

Relationship between HRD & Employees Motivation level of the employees

Table 4-A
Independent Samples Test Age Group Levene's Test for Equality of Variances F Company Information Related Equal assumed variances 5.187 Equal variances not assumed .178 Equal variances not assumed Compensation Benafits and Equal assumed variances 2.214 Equal variances not assumed 1.851 .148 -.108 .676 -1.627 .031 -.809 t-test for Equality of Means Sig. 28 -1.425 28 -1.987 28 -.090 .185 .000 28 t .425 26.794 .115 10.497 .914 6.410 1.000

Working Conditions

Equal assumed

variances

Employee Relations

Equal assumed

variances

70

Equal variances not assumed Training Development and Equal assumed variances 6.051 Equal variances not assumed .224 Equal variances not assumed of Equal assumed variances .509 Equal variances not assumed .481 2.000 .640 -.616 .020 -1.140

.000 28 -1.420 28 -.606 28 1.817

10.962 .264 10.899 .543 7.560 .055 6.952

Relationship between HRD Employees

&

Equal assumed

variances

Motivation level the employees

Table 4-B
Mean Descriptive on Department

N Company Related Information IMG 10 Control Production SMD Actuator Total IMG 10 Control Production SMD Actuator Total 10 Control Production SMD Actuator Total 10 Control Production SMD Actuator Total 10 Control Production SMD Actuator

Working Conditions

Compensation and Benafits

IMG

Employee Relations

IMG

Training and Development

IMG

Mean 4.8429 4 8 5 3 30 4.8583 4 8 5 3 30 4.33 4 8 5 3 30 4.80 4 8 5 3 30 4.93 4 8 5 3

Std. Deviation .20702 4.4643 4.6071 4.8000 4.7619 4.7143 .06861 4.7292 4.5833 4.7667 5.0000 4.7667 .243 4.11 4.23 4.26 4.24 4.25 .284 4.69 4.81 4.85 4.75 4.79 .141 4.75 4.83 4.87 4.89

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Total Relationship between HRD & Employees IMG Control Production SMD Actuator Total Motivation level of the employees IMG 10 Control Production SMD Actuator Total 10

30 4.78 4 8 5 3 30 5.00 4 8 5 3 30

4.87 .158 4.54 4.56 4.77 4.67 4.68 .000 5.00 4.88 4.88 4.87 4.93

Table 5-A ONEWAY ANOVA on Department
Sum of Squares .551 1.123 1.673 .522 .498 1.019 .146 1.473 1.620 .070 1.816 1.885 .109 .913 1.022 .332 .776 1.107 .117 .150 .267 df 4 25 29 4 25 29 4 25 29 4 25 29 4 25 29 4 25 29 4 25 29 .029 .006 4.886 .005 .083 .031 2.673 .055 .027 .037 .748 .569 .017 .073 .240 .913 .037 .059 .621 .652 Mean Square .138 .045 .130 .020 6.555 .001 F 3.065 Sig. .035

Company Information

Related

Between Groups Within Groups Total Between Groups Within Groups Total

Working Conditions

Compensation Benafits

and

Between Groups Within Groups Total

Employee Relations

Between Groups Within Groups Total

Training Development

and

Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total

Relationship between HRD & Employees Motivation level of the employees Table 5-B

Through the ANNOVA test we analysis the motivation level of people who are working in various departments, we come to know that there are significant different between various department on Company related information, Working condition and Motivational level of the employees. The significant values are .035, .001and .005 (Table 5-B). The mean values for these are IMG 4.8429,
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production 4.4643, Control 4.6071 SMD 4.8000 and Actuator 4.8000. Here we see that IMG has highest positive value and the least is production. The mean value of the working condition shows that Actuator has the highest value of 5.000 and the least mean value is Production. Whereas the motivation level IMG and Production the mean value is the same 5.00 and control and SMD the mean value is the same 4.88 each and the least mean value is for Actuator with value of 4.87 (Table 5-A). This is also shown in the following Charts 5-A, 5-B, and 5-C.
4.9

4.8

Mean of Company Related Information

4.7

Chart 144.6

A

4.5

4.4 IMG Control Production SMD Actuator

Department

5.1

5.0

4.9

Mean of Working Conditions

4.8

Chart 14B

4.7

4.6

4.5 IMG Control Production SMD Actuator

Department

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5.02 5.00

Mean of Motivation level of the employees

4.98 4.96 4.94 4.92 4.90 4.88 4.86 4.84 IMG Control Production SMD Actuator

Chart 14C

Department

Post Hoc Tests : Multiple Comparisons : Tukey HSD on Department (Table 5-C)
Dependent Variable (I) Department (J) Department Mean Difference (IJ) Std. Error Sig.

Company Related Information

IMG

Control Production SMD Actuator

.3786(*) .2357 .0429 .0810 -.3786(*) -.1429 -.3357 -.2976 -.2357 .1429 -.1929 -.1548 -.0429 .3357 .1929 .0381

.12538 .10052 .11608 .13951 .12538 .12978 .14216 .16186 .10052 .12978 .12081 .14347 .11608 .14216 .12081 .15477

.042 .164 .996 .977 .042 .804 .159 .375 .164 .804 .513 .816 .996 .159 .513 .999

Control

IMG Production SMD Actuator

Production

IMG Control SMD Actuator

SMD

IMG Control Production Actuator

74

Actuator

IMG Control Production SMD

-.0810 .2976 .1548 -.0381 .1292 .2750(*) .0917 -.1417 -.1292 .1458 -.0375 -.2708 -.2750(*) -.1458 -.1833 -.4167(*) -.0917 .0375 .1833 -.2333 .1417 .2708 .4167(*) .2333 .22 .10 .07 .09 -.22

.13951 .16186 .14347 .15477 .08346 .06692 .07727 .09287 .08346 .08639 .09464 .10775 .06692 .08639 .08043 .09551 .07727 .09464 .08043 .10303 .09287 .10775 .09551 .10303 .144 .115 .133 .160 .144

.977 .375 .816 .999 .543 .003 .759 .556 .543 .459 .994 .120 .003 .459 .185 .002 .759 .994 .185 .190 .556 .120 .002 .190 .546 .916 .983 .979 .546

Working Conditions

IMG

Control Production SMD Actuator

Control

IMG Production SMD Actuator

Production

IMG Control SMD Actuator

SMD

IMG Control Production Actuator

Actuator

IMG Control Production SMD

Compensation Benafits

and

IMG

Control Production SMD Actuator

Control

IMG

75

Production SMD Actuator

-.13 -.15 -.13

.149 .163 .185

.915 .886 .953

Dependent Variable

(I) Department

(J) Department

Mean Difference (IJ) -.10

Std. Error .115 .149 .138 .164 .133 .163 .138 .177 .160 .185 .164 .177 .159 .128 .148 .177 .159 .165 .181 .206 .128 .165 .154

Sig. .916 .915 1.000 1.000 .983 .886 1.000 1.000 .979 .953 1.000 1.000 .953 1.000 .997 .999 .953 .940 .895 .998 1.000 .940 .999

Production

IMG Control SMD Actuator .13 -.02 -.01 -.07 .15 .02 .02 -.09 .13 .01 -.02 .11 -.01 -.05 .05 -.11 -.13 -.16 -.06 .01 .13 -.04

SMD

IMG Control Production Actuator

Actuator

IMG Control Production SMD

Employee Relations

IMG

Control Production SMD Actuator

Control

IMG Production SMD Actuator

Production

IMG Control SMD

76

Actuator SMD IMG Control Production Actuator Actuator IMG Control Production SMD Training Development and IMG Control Production SMD Actuator Control IMG Production SMD Actuator Production IMG Control SMD Actuator SMD IMG Control Production Actuator Actuator Dependent Variable IMG

.06 .05 .16 .04 .10 -.05 .06 -.06 -.10 .18 .10 .07 .04 -.18 -.08 -.12 -.14 -.10 .08 -.03 -.06 -.07 .12 .03 -.02 -.04 Mean Difference (IJ)

.182 .148 .181 .154 .197 .177 .206 .182 .197 .113 .091 .105 .126 .113 .117 .128 .146 .091 .117 .109 .129 .105 .128 .109 .140 .126

.997 .997 .895 .999 .986 .999 .998 .997 .986 .498 .803 .967 .996 .498 .952 .890 .874 .803 .952 .998 .992 .967 .890 .998 1.000 .996

(I) Department

(J) Department

Std. Error

Sig.

77

Control Production SMD Relationship between HRD Employees IMG & Production SMD Actuator Control IMG Production SMD Actuator Production IMG Control SMD Actuator SMD IMG Control Production Actuator Actuator IMG Control Production SMD Motivation level of the employees IMG Control Production SMD Actuator Control IMG Control

.14 .06 .02 .24 .22 .02 .12 -.24 -.02 -.22 -.12 -.22 .02 -.20 -.10 -.02 .22 .20 .10 -.12 .12 .10 -.10 .00 .13(*) .12 .13 .00

.146 .129 .140 .104 .084 .096 .116 .104 .108 .118 .135 .084 .108 .100 .119 .096 .118 .100 .129 .116 .135 .119 .129 .046 .037 .042 .051 .046

874 .992 1.000 .172 .093 1.000 .850 .172 1.000 .341 .883 .093 1.000 .280 .904 1.000 .341 .280 .935 .850 .883 .904 .935 1.000 .017 .063 .097 1.000

78

Production SMD Actuator Production IMG Control SMD Actuator SMD IMG Control Production Actuator Actuator IMG Control Production SMD

.13 .12 .13 -.13(*) -.13 -.01 .01 -.12 -.12 .01 .01 -.13 -.13 -.01 -.01

.047 .052 .059 .037 .047 .044 .052 .042 .052 .044 .057 .051 .059 .052 .057

.093 .174 .193 .017 .093 1.000 1.000 .063 .174 1.000 .999 .097 .193 1.000 .999

* The mean difference is significant at the .05 level.

Through the Multiple comparison test we analysis the motivation level of people who are working various department like production, control, IMG, SMD and Actuator. The test shows that there is significant different between IMG and control, IMG and production, Actuator and Production on Company related information, working condition and Motivation level of thee employees respectively. The significant values are .042, .003 and .002 (Table 5-C) which is less than the table value .05.
Mean Descriptive on salary (Table 6-A) N Company Information Related Rs. 5000 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total Mean 4.7714 8 8 4 30 Std. Deviation .30267 4.6786 4.6429 4.7857 4.7143

79

Working Conditions

Rs. 5000

Compensation Benafits

and

Rs. 5000

Employee Relations

Rs. 5000

Training Development

and

Rs. 5000

10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total 10 Rs. 5001 Rs. 7000 Rs. 7001 Rs.10000 Rs. 10000 & Above Total

4.8000 8 8 4 30 4.26 8 8 4 30 4.83 8 8 4 30 4.97 8 8 4 30 4.73 8 8 4 30 4.98 8 8 4 30

.13147 4.6354 4.7708 4.9375 4.7667 .314 4.21 4.34 4.14 4.25 .265 4.66 4.91 4.75 4.79 .105 4.71 4.88 4.92 4.87 .179 4.56 4.75 4.63 4.68 .063 4.95 4.90 4.85 4.93

Relationship between HRD & Employees

Rs. 5000

Motivation level of the employees

Rs. 5000

ONEWAY ANOVA on Salary (Table 6-B)
Sum of Squares .104 1.569 1.673 .266 .754 1.019 .120 1.499 df 3 26 29 3 26 29 3 26 .040 .058 .695 .563 Mean Square .035 .060 .089 .029 3.057 .046 F .575 Sig. .637

Company Information

Related

Between Groups Within Groups Total Between Groups Within Groups Total

Working Conditions

Compensation Benafits

and

Between Groups Within Groups

80

Total Employee Relations Between Groups Within Groups Total Training Development and Between Groups Within Groups Total Relationship between HRD & Employees Motivation level of the employees Between Groups Within Groups Total Between Groups Within Groups Total

1.620 .270 1.616 1.885 .311 .711 1.022 .190 .917 1.107 .061 .206 .267

29 3 26 29 3 26 29 3 26 29 3 26 29 .020 .008 2.552 .077 .063 .035 1.795 .173 .104 .027 3.792 .022 .090 .062 1.447 .252

Through the ANOVA test we find that various income groups like below to 5000, 50001 to 7000, 7001 to 10000 and 10001 to above there are significant for working condition and Motivation level of the employees. The significant values are .046 and .022 respectively, which are less than the table value (Table 6-B). The mean values show that people who draw salary group 10001 and above has better appreciation of the working condition of the company with the value of 4.9375. Whereas the
category 50001 to 7000 less appreciation of the working condition with leas mean value of 4.6354. On the other hand the category below-5000 is highly appreciative of training development of the company with mean value of 4.97 and lest mean value for the group 50001-7000 with mean value of 4.71(Table 6-A). This also explain in the mean Charts 6-A and 6B

81

5.0

4.9

Mean of Working Conditions

4.8

Chart 15-A

4.7

4.6 Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 Rs. 10000 & Above

Dalary_range Salary
Range

5.0

4.9

Mean of Training and Development

4.8

Chart 15-A
4.7

4.6 Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 Rs. 10000 & Above

Dalary_range Salary Range
82

Post Hoc Tests Multiple Comparisons Tukey HSD On Salary (Table 6-C)
Dependent Variable Company Related Information (I) Dalary_range Rs. 5000 (J) Dalary_range Rs. 5001 - Rs. 7000 Mean Difference (I-J) .0929 Std. Error .11654 Rs. 7001 Rs.10000 Rs. 10000 & Above -.0929 .0357 Rs. 10000 & Above -.1286 -.0357 Rs. 10000 & Above .0143 .1071 Rs. 7001 Rs.10000 .08076 .08076 Rs. 10000 & Above -.1646 -.1354 Rs. 10000 & Above -.0292 .1354 Rs. 10000 & Above .1375 .3021(*) Rs. 7001 Rs.10000 .114 .114 Rs. 10000 & Above -.04 -.12 Rs. 10000 & Above .08 .12 Rs. 10000 & Above -.11 -.07 Sig. .855 .1286 -.0143 .11654 .12284 -.1071 .11654 .12284 -.1429 .14535 .15045 .1429 .200 .984 -.1375 .08076 .08513 -.3021(*) .08076 .08513 -.1667 .10072 .10426 .1667 .981 .888 .11 .114 .120 .07 .114 .120 .20 .142 .147

Rs. 5001 - Rs. 7000

Rs. 5000 Rs. 7001 Rs.10000 Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000 .1646 .0292 Rs. 5000 Rs. 7001 Rs.10000

Rs. 7001 - Rs.10000

Rs. 10000 & Above

Working Conditions

Rs. 5000

Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000

Rs. 5001 - Rs. 7000

Rs. 7001 - Rs.10000

Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000

Rs. 10000 & Above

Compensation Benafits

and

Rs. 5000

Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000

.04 -.08 Rs. 5000 Rs. 7001 Rs.10000

Rs. 5001 - Rs. 7000

Rs. 7001 - Rs.10000

Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 -

Rs. 10000 & Above

83

Rs. 7000 Rs. 7001 Rs.10000 .118 .118 Rs. 10000 & Above -.17 -.25 Rs. 10000 & Above .08 .25 Rs. 10000 & Above -.08 .09 Rs. 7001 Rs.10000 Training Development and Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 .26(*) .09 Rs. 5000 Rs. 7001 Rs.10000 Rs. 7001 - Rs.10000 Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000 .078 .078 Rs. 10000 & Above -.26(*) -.17 Rs. 10000 & Above -.09 .17 Rs. 10000 & Above -.05 .21 Rs. 7001 Rs.10000 Relationship between HRD & Employees Rs. 5000 Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000 .17 -.02 Rs. 5000 Rs. 7001 Rs.10000 Rs. 7001 - Rs.10000 Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000 .03 .089 .089 Rs. 10000 & Above -.17 -.19 Rs. 10000 & Above .02 .19 Rs. 10000 & Above -.11 .06 Rs. 7001 Rs.10000 .042 -.20 .494 .901 .08 .118 .125 -.09 .118 .125 .16 .147 .153 -.16 .014 .651 .05 .078 .083 -.21 .078 .083 -.04 .098 .101 .04 .246 .998 .11 .089 .094 -.06 .089 .094 .13 .111 .115 -.13 .892

Employee Relations

Rs. 5000

Rs. 5001 - Rs. 7000 Rs. 7001 - Rs.10000

.17 -.08 Rs. 5000 Rs. 7001 Rs.10000

Rs. 5001 - Rs. 7000

Rs. 7001 - Rs.10000

Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000

Rs. 10000 & Above

Rs. 5001 - Rs. 7000

Rs. 10000 & Above

Rs. 5001 - Rs. 7000

Rs. 10000 & Above

Motivation level of the

Rs. 5000

Rs. 5001 - Rs. 7000

84

employees Rs. 7001 - Rs.10000 .08 Rs. 5000 Rs. 7001 Rs.10000 Rs. 7001 - Rs.10000 Rs. 5000 Rs. 5001 Rs. 7000 Rs. 5000 Rs. 5001 Rs. 7000 .042 Rs. 10000 & Above -.03 .05 Rs. 10000 & Above -.08 -.05 Rs. 10000 & Above -.13 -.10 Rs. 7001 Rs.10000 .255 .13 .042 .045 .10 .042 .045 .05 .053 .055 -.05

Rs. 5001 - Rs. 7000

Rs. 10000 & Above

* The mean difference is significant at the .05 level.

From the post Hoc Method when we compare the category below-5000 with other categories there is significant value of .014, which is below the table value .05 (Table 6-C). The salary group below5000 is highly motivated to undergo training and development but rests of the categories are less appreciative training and development. FINDINGS
 The motivational level of the company employees is very good on matters of level on

Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and Development, Relationship between HRD and Employees and Motivation level of the employees (charts 5-11)  Employees Relation, Human Resource Department and personal development of the company are at its best (charts 8, 10.11).
 Age wise comparison shows that, all thee age groups of the same opinion that the level of

Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and Development, Relationship between HRD and Employees and Motivation level of the employees are very good (Table 1-A and 1-B).
85

 When we compare the degree of opinion between the age group with the test of Post Hoc Tests or Multiple comparisons we found that there are significant between the age between 20-30 and 40-50 in company working condition. The significant value is .048, (highlighted in table 1-C). This clearly says the opinion of age between 20-30 and 40-50 is not the same on working condition of the company. The mean performance (table 1-A) of age between 20-30 and 40-50 are 4.7269 and 5.0000 respectively. The age group of 40-50 has better opinion of the working condition of the company than age group 20-30.  The mean performances of male and female are 4.7826 and 4.4898 for company relate information and 4.74 and 4.48 (Table 2 A) for Relationship between HRD and employees respectively. From this value females are showing less motivation than their counter part males who are giving good response about motivation in matters of company related information and Relationship between HRD and employees.

 The mean value of Plus Two categories shows that the working condition and motivation of

the employees is the highest with value of 4.8214 and 5.000 respectively. Whereas the mean value of the diploma holders is least among the categories of qualification, with value of 4.5694 and 4.87 (Table 3- A) respectively compare with other groups.

 The mean values of Under Graduate and Post Graduate are 4.7604 and 5.000 respectively.

The post graduate group is highly appreciative the working condition of the factory (Chart 3-C).

 There is no significant difference is found between the age groups in motivation level on

Company Related Information, Working Conditions, Compensation and Benefits, Employee Relations Training and Development, Relationship between HRD and Employees and Motivation level of the employees ( Table 4-A and 4-B).

86

 The motivation level of people who are working in various departments, we come to know that there are significant different between various department on Company related information, Working condition and Motivational level of the employees (5-B).

 The mean values for these are IMG 4.8429, production 4.4643, Control 4.6071 SMD 4.8000

and Actuator 4.8000. Here we see that IMG has highest positive value and the least is production. The mean value of the working condition shows that Actuator has the highest value of 5.000 and the least mean value is Production. Whereas the motivation level IMG and Production the mean value is the same 5.00 and control and SMD the mean value is the same 4.88 each and the least mean value is for Actuator with value of 4.87 (Table 5-A, 5-A, 5-B, and 5-C)

 The mean values show that people who draw salary group 10001 and above has better

appreciation of the working condition of the company with the value of 4.9375. The salary
category of 50001 to 7000 has less appreciation of the working condition with leas mean value of

4.6354. (Table 6A).

 The salary category below-5000 is highly appreciative of training development of the company with mean value of 4.97 and lest mean value for the group 50001-7000 with mean value of 4.71(Table 6A, Charts 6-A and 6B).

Suggestion  The age group of 40-50 has better opinion of the working condition of the company than age group 20-30. So the newly inducted and younger ones of the company should motivate them with job security, good career growth, sense of pride in the company, utilizing their skill and ability and above all motivate them to understand the company objectives.
 Females are showing less motivation than their counter part males who are giving good 87

response about motivation in matters of company related information and Relationship between HRD and employees. Motivated female supervisor can motivate the female workers in this regards.

 The company has many diploma holders, by Instill an inspiring purpose and Providing

recognition, they will be motivated highly.

 The salary category below-5000 is highly appreciative of training development of the

company. So training must be given not only work related but also career guidance, counseling, pressure handling, conflict solving etc for the whole personal development.

 HRD must undertake motivational programme to the employee level either monthly or bi-

monthly to keep the entire workers to know the company objectives, vision, problems and above all to give total loyalty to the management.

 The mean value shows that the overall motivation level of the company is very good, this

gives advantage for the company to introduce team work.

Conclusion It is a truism that the world is going through enormous changes. The advancement of technology has brought changes to the way business is done in every aspect. Employees are no longer just one of the inputs companies use to produce; they are important assets that generate profits for the company. To adapt to these changes, managers need new ways to manage their employees. Formerly most employees were satisfied if their basic needs were met. In today’s world employees want more. Since employees are a company’s most important resource, satisfying and retaining employees has become a major focus for managers. To do this effectively, mangers must keep their employees motivated, so that valuable employees stay in the company and perform at their best.
88

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Appendix: 1 EMPLOYEES MOTIVATION AND PERFORMANCE WOORY AUTOMOTIVES PRIVATE LIMITTED - INDIA

DEMOGRAPHIC DETIALS

1

Age

20 to 30

31 to 40

41 to 50

51 and above

2

Gender

Male

Female

3

Qualification

Diploma

Under
90

Post

Plus Two

Graduation 4 Work experience 0-5 years 6-10 years

Graduation 11-15 years 16-and above

5

Department

6

Salary range

Below 5000

Rs Rs 5001 to Rs7001 to d) 10001 and Rs 7000 Rs10000 above

Mention your level of satisfaction by tick mark for the given particulars based on following criteria 1 – Very good 2 – Good 3 – Satisfied 4 – Bad 5 – Very bad

Sl. No

Particulars

1

2

3

4

5

COMPANY RELATED INFORMATION

1 2 3 4 5

My company is the best company to work with
The work I do helps to achieve the objective of my company The company has assured me the job security The company utilizes your skills and abilities properly. The company helps me to have a good career growth WORKING CONDITION

6 7

Cleanliness in the company is Ventilation in the company is 91

8 9 10

Lighting in the company is The company or management had given me freedom to take decision in my work There is no work pressure in the company COMPENSATION AND BENEFITS

11 12 13 14 15

The present salary structure is The salary earned is adequate when compared to similar companies The allowances provided by the company is The benefits other than monetary incentives offered in your company are The social security (PF, ESI,) offered in your company are EMPLOYEE RELATIONS

16 17 18 19

The supervisor approaches is The company rewards me for my suggestions and ideas adequately The relationship The relationship with my supervisor is with my colleagues is TRAINING AND DEVELOPMENT

20 21 22

The company provides adequate training facility for my career development The training given to you is related to your work The training programme given by the company should be compulsory RELATIONSHIP BETWEEN HUMAN RESOURCE DEPARTMENT & EMPLOYEES

92

23 24 25

The HR department addresses your problems and needs frequently Time taken by the HR department to solve your problems immediately The HR department assist us to identify your training and development needs

26

The HR department is fair, even in the treatment of all the employees equally PERSONAL DEVELOPMENT

27 28 29 30

I am highly motivated in my job I am motivated to see the success of the company I would continue to work in the company even if I get an offer from another company with same pay and benefit. I am getting a sense of pride, satisfaction and achievement from doing the job

93

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