Research Final

A Study on Maslow’s Theory of Motivation its relevance and application among Non-
Managerial Employees’ with special reference to Travancore Cochin Chemicals ltd.
Sooraj M R
197734898
Dr. Ronie Thomas
Assistant Professor and Head
(Dept. of Politics and Public Administration)
St. John’s College
Anchal, Kollam 691306
Master of Arts (Public Administrations)
INDIRA GANDHI NATIONAL OPEN UNIVERSITY
MAY 2021
1
CERTIFICATE
Certificate that the Dissertation entitled Maslow’s Theory of Motivation its relevance and
application among Non-Managerial Employees submitted by Sooraj M R is his own work and
has been done under my supervision. It is recommended that is Dissertation be placed before
the examiner for evaluation.
Dr. Ronie Thomas

Assistant Professor and Head
(Dept. of Politics and Public
Administration)
St. John’s College
Anchal, Kollam 691306
30/05/2021
2
DECLARATION
I, Sooraj M R do here by declare that the Dissertation titled “A study Maslow’s Theory of
Motivation its relevance and application among Non-Managerial Employees” is based on the
original work carried out by me and submitted to the Indira Gandhi National Open University
during the year 2019-2021 towards partial fulfilment of the requirements for the Master in
Public Administration Degree Examination. It has not been submitted for the award of any
degree, diploma, fellowship or other similar title of recognition before.
Sooraj M R
Thiruvananthapuram
31/05/2021
3
ACKNOWLEDGEMENT
I extend profound thanks to almighty God who blessed me with the intellectual ability to
complete my research successfully.
I was lucky to have Dr Ronie Thomas, Assistant Professor and Head, St. John’s College as my
guide. She was the leading spirit in my endeavour. She had motivated me in many times of
confusion, stood for me, with me. At this juncture I extend my heartfelt respect and gratitude
for all the pain that she had taken for the completion of my study.
I express my sincere gratitude to all the respondents who have participated in the data
collection.
It would not have been possible for me to successfully complete this work without the constant
encouragement and support of my beloved family.
I could never conclude this without mentioning my dearest friends, whose wholehearted
support made me to present this before you.
SOORAJ M R
4
CONTENTS
SL. NO CHAPTER PAGE NO
1 Introduction 9-20
2 Review of literature 21-28
3
Research Methodology 29-33
4 Data Analysis and Interpretation 34-46
5 Findings, Suggestion and Conclusion 47-51
6 Bibliography 52-53
7 Reference 54
8 Appendix 55-57
5
LIST OF TABLES
SL. NO TITLE PAGE NO.
4.1 Age wise profile of the respondents 35
Gender wise profile of the respondents

4.2 36
Educational Qualification of the respondents
4.3 37
Salary of the respondents
4.4 38
Work Experience of the respondents
4.5 39
Opinion of non-managerial employees about
4.6 the Physiological Needs 40

4.7 the Safety Needs 41

4.8 the Social Needs 42
4.9 the Esteem Needs 44

4.10 the Self-actualization Needs 45
6
LIST OF GRAPHS
SL. NO TITLE PAGE NO.
Age wise profile of the respondents

4.1 35
4.2 36
4.3 37
4.4 38
4.5 39
Opinion of non-managerial employees about the
4.6 Physiological Needs 40

4.7 Safety Needs 41

4.8 Social Needs 43

4.9 Esteem Needs 44

4.10 Self-actualization Needs 45
7
Executive Summary
This study has been done to understand the non-managerial employees’ opinion on the
Maslow’s theory motivation its relevant and application with the Travancore Cochin Chemicals
Ltd. Components like Physiological needs, Safety needs, Social needs, Self-esteem and Self-
actualization have been understood to what extent motivation has its impact on the non-
managerial employees in the organization. Various demographic factors such as Age, Gender,
Education qualification, Salary range and Work experience have also been examined to
understand the level of motivation among the non-managerial employees. Main objective of
the study is to find out the level of satisfaction among non-managerial employees. Researcher
also studied factors determining motivation among the employees. It was also attempt to find
out factors determine motivation.
The outcome of the research will be significant for the company fair and sufficient
remuneration you earn adequate to provide better living conditions to your family and it not
fulfilled their basic need of personal and family requirements. Revised the retirement benefits
offered by company. Also, the company will be benefit from the research by identity the key
areas to have a better non-managerial employee’s physiological need, safety need, social need
self-esteem and self-actualization need.
This study is designed as a cross sectional type population includes all the non-managerial
employees (371) in the Travancore Cochin Chemicals Ltd, in Ernakulam and excluded
executive employees. Purposive sampling method has been implemented. Most of the
respondents expressed moderate opinion that the remuneration you earn adequate to provide
better living conditions to your family and it not fulfilled their basic need of personal and family
requirements. Most of the respondent’s opinion about the getting sufficient salary package for
your job. The company provide opportunities for self-fulfilment contributing to self-worth.
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CHAPTER 1
INRODUCATION
9
INTRODUCTION
The way of describing why people are willing to work has been developed from the concept
of “an instinct” to more comprehensive ones like “need, motive, or drive”. When the
term “Motivation” evolved, Vinacke has described it as the conditions responsible for
variations in intensity, persistence, quality, and direction of ongoing behavior. Motivation
is always considered largely related to job performance and productivity. The more
motivated the employee, the better performance they will have. Theories developed on
motivation are believed to be practical in helping leaders to give a positive influence in
productivity of the organization
American psychologist Abraham Harold Maslow first introduced his concept of a hierarchy
of needs in his paper “A Theory of Human Motivation” in 1943 and his subsequent book
Motivation and Personality, in which he claimed that these needs are universal. According
to Maslow, needs, which are biological or instinctive, characterize humans in general and
have a genetic base. They often influence behavior unconsciously. What causes people
to behave as they do is the process of satisfying these needs. After a need is satisfied,
another need rises to take its place. Life is always chasing for satisfying needs. If a
lower-level need has not been satisfied or fulfilled, a person will revert to actions that
might satisfy the unsatisfied lower-level need. As the theory describes, the needs are
arranged in a hierarchical order of importance, namely physiological needs, safety needs,
social needs, esteem needs and self-actualization needs. The five different levels of
Maslow’s hierarchy of needs are most often displayed as a pyramid. Needs at the bottom of
the pyramid are basic physical requirements including the need for food, water, shelter and
warmth. Once these lower-level needs have been met, people can move on to the next level
of needs, which are for safety and security. This can be described as financial security, health
and wellness, safety against accidents and injury, etc. Then, people will further go up to third
level of social needs, including love, friendship, or being accepted, etc. Further up the pyramid,
the need for personal esteem and feelings of accomplishment take place. And when it
reaches to the top need level, Maslow insisted on the importance of self-actualization,
which is a process of growing and developing as a person in order to achieve individual
potential. According to Maslow’s definition of self-actualization, it refers to fully use and
exploiting one’s talents, capabilities and potentialities, etc. As we sometimes say, live our
lives to the fullest.
10
Maslow’s theory although one of the earliest propounded theory of motivation is still very
much relevant and applicable in present day organizational settings. Despite its shortcomings,
it has been able to identify those needs that are peculiar to an individual and the effects it may
have on an individual’s performance or productivity levels in an organization. Hence, it is vital
that managers try to understand those needs affecting members of its workforce and provide
adequate motivation tailored to suit or gratify those needs. In order to achieve high productivity
levels from members of the workforce, the organization must consider employees the backbone
of the organization as such an asset to the organization. Therefore, to ensure that workers
remain highly productive and in a bid to achieve continuous growth, stability and success of
the organization, Maslow’s theory posits that the needs of the workforce must first be given
due consideration
Abraham Maslow’s Hierarchy of Needs Theory
In the book titled Motivation and Personality, Abraham Maslow a distinguished psychologist
postulated the Hierarchy of Needs theory (Maslow, 1954). He Stated that human needs can be
categorized into five groups and that these groups can be organized in a pecking order ranging
from the most important to the least important. These comprised needs such as basic or
physiological, safety, belongingness, esteem as well as self-actualization needs. He was of the
opinion that an individual is primarily motivated to fulfill physiological needs first before
considering others. This is because physiological needs otherwise known as basic needs are
essential for an individual’s survival. As such once these basic needs are fulfilled they are no
longer perceived as primary motivational elements by the individual who now moves up the
hierarchy seeking to fulfill safety needs. The process lingers pending when self-actualization
needs are fulfilled. In a workplace, the logic to a certain extent is quite reasonable as workers
who lack essential needs for continued existence such as food, air and water will barely be able
to make any significant impact on productivity as such would put in little effort at work. In
support, Jennifer and George (2006) agreed that individuals from all walks of life strive to
gratify five elementary needs: physiological needs, safety needs, belongingness needs, esteem
needs and self-actualization needs. They claimed that these needs form a hierarchy with the
most fundamental need that is physiological and safety needs situated at the lowest part of the
hierarchy (Jennifer & George, 2006). They were of the notion that needs at the lowest-level
should be satisfied before greater needs can be satisfied. This theory focuses on the notion that
individuals are driven by unfulfilled needs, and that the fulfilment of needs at the bottom end
of the pyramid only leads to the pursuit for the fulfillment of those at the higher end (Maslow,
11
1954). This theory suggested that for an individual to behave in an unselfish manner, every
need has to be fulfilled that is both deficiency and growth needs. Therefore, in as much as
individuals are interested in satisfying their desires, they are advancing towards growth, which
is self-actualization. In the business setting, this implies that if workers are unable to satisfy
their desires, there would be a loss of morale to work and perform excellently in the discharge
of their jobs to the organization. Maslow believed that needs can’t be fully satisfied citing that
needs that are more or less achieved stops to be a motivator. Therefore, managers in a bid to
improve productivity need to recognize the position of members of its workforce in relation to
the hierarchy so as to be able to motivate them accordingly bearing in mind that motivational
tools should be tailored to meeting their desires (Robbins, 2001).
This theory presents businesses particularly in the area of management, an understanding of

those elements that arouse or affect a worker’s behavior and work performance levels within a
corporation. The theory posited that individuals have diverse needs that are active at different
times and that only unfulfilled needs can affect behavior (Obikeze, 2005). Therefore, in order
to adequately motivate employees at their place of work, managers are obligated to ascertain
and understand the present needs of their workforce. Maslow's model specified basically that
needs at the lower end such as physiological and security requirements must be fulfilled before
the pursuit of those top-level motivators such as esteem and self-fulfilment. The diagram below
illustrates the hierarchy of needs;
12
Physiological needs: represents those needs at the lower end of the pyramid which is also
referred to as basic human needs. They involve the necessity to ensure satisfaction of the basic
natural drives like food, air, water and shelter. Maslow is of the notion that organizations must
provide workers with salaries or payments that assists them in meeting expenses associated
with suitable living standards. James and Stoner (2009) also suggested that managers can aid
in satisfying these needs by ensuring that workers pay are enough to assist them in catering for
their needs sufficiently.
Safety needs: this is the need for security constituting the need for safety, freedom from any
form of injury be it physical, mental or fiscal terms. Such needs are stimulated after basic
survival needs have been achieved. They refer to a worker’s desire for safer and favourable
work settings without any prospective fears or injuries. Businesses try to gratify such desires
by providing their workforce with safety kits like helmets, health and well-being initiatives,
safety equipment, safety wears and boots etc. The logic is to make sure workers are inspired to
perform well and discharge their duties successfully devoid of tension or injury in a setting
they assume to be secure. Executives can aid in catering for these needs by providing adequate
job security, health aids and safer work surroundings.
Belongingness needs: describes the desire of the workforce for a sense of belonging, approval,
rapport and love. They are initiated after security requirements are fulfilled. These needs create
room for members of a workforce to be associated and bond with themselves. Workers are
moved to perform well in their jobs when there is a feeling of acceptance. By stimulating
interactive relations among workers, organizing collective gatherings like holiday get-
togethers’ management can aid in satisfying those needs.
Esteem needs: focuses on the needs of workers to be cherished and appreciated. It involves a
worker’s longing to be acknowledged and to have self-respect. When workers are elevated and
recognized in their numerous work achievements, these kind of needs are fulfilled. Maslow
stated that this type of needs are triggered after belongingness needs are gratified. Workers for
example are moved to perform well if they are given awards for notable attainments in their
jobs.
Self-actualization needs: is a worker’s desire to attain self-satisfaction and individual growth.

It is the desire of workers to evolve and make the most of their potentials. The idea is for
workers to be driven to put in their best performances for the organization as long it provides
room for them to attain self-satisfaction in their areas of expertise giving them the chance to be
13
all they can be. Self-actualized workers represent prized resources to an organization and
management can aid in satisfying this need by providing prospects for workers to utilize their
skillset and talents to the maximum. The aforementioned needs comprise Abraham Maslow’s
hierarchy of needs from the lower levels to the higher levels. He stated that people would
attempt to placate those needs that are of utmost priority to them first. Employers in a bid to
maximize workers performance have to seek ways to gratify their needs. This is because
workers are only interested in performing well if their wants are well catered for.
Critique of the Theory
Maslow suggested that if individuals are nurtured in places where their necessities aren’t met,
the probability that they will function healthy is unlikely compared to individuals whose needs
were met given the environment they were brought up. Investigations challenging Maslow’s
theory has backed the distinctiveness existing amongst the basic or deficiency needs and the
growth needs but show that not everyone has the ability to gratify their growth desires on the
job. Based on findings from previous studies, managers at strategic levels or higher echelons
of an organization are capable of satisfying both their growth and deficiency needs while those
at operational or functional levels have the ability to gratify mainly their basic needs on the
job.
Maslow’s theory is yet to receive tremendous backing with regards to the precise concept it
suggests (Greenberg & Baron 2003). To them his ideology seems to address the attitude of
employees towards their job. They are of the opinion that his proposed theory is particularly
ideal in defining the behavior of personnel whose growth needs are respectively high. Also
workers who do not fancy the ideology of an increase in growth needs may not appreciate any
functional response to their work.
Centers and Bugental (2007) in one of their studies postulated that a worker’s upbringing,
altitudes and ambitions has an influence on a worker’s needs, hopes as well as approach in
evaluating situations. Also they identified three main reproaches associated with the need
theory. (1) Inadequate experimental data to sustain their deductions (2) the assumption that
personnel are identical, and (3) the said theory is not associated with the concept of motivation
but are relatively principles of job fulfillment. This opinion was also shared by (Lawler, 2003)
Lawler (2003) in criticizing the theory of needs stated that his argument was that the concept
made certain impractical assumptions concerning personnel such as (1) workers are identical
14
(2) circumstances are similar and (3) there is an ultimate way of meeting needs. Basset-Jones
and Lloyd (2004) also shared a common opinion.
Basset-Jones and Lloyd (2004) opined that most detractors of Abraham Maslow’s theory
believe that it is common and also a consequence of the nature and emotions of workers to take
recognition for meeting their needs and to express frustration on those not fulfilled. Although
Maslow’s theory was able to establish the fact that individuals have needs, it has failed to
provide an acceptable linkage amongst specific need fulfillment and the realization of an
establishment’s goals and objectives. Also it doesn’t really provide solutions associated with
the complications of personnel differences in motivation. This can only be done when process
or mechanical theories are considered (Assam, 2002).
Abraham Maslow was commonly criticized because of his methodology. His selection and
study of a small number of individuals that he himself acknowledged to be self-actualized
leading him to draw conclusions or make generalizations about the concept of self-actualization
did not sit well with his critics and called his methods into question. This is because such
methods did not seem scientific in any way as it lacked systematic approach of carrying out a
valid research.
Also his ideology that lower needs be fulfilled before considering self-actualized needs while
it may hold true in most cases were not justified in other cases as were seen in a few exceptions.
These include individuals who were unable to cater for their deficiency or lower needs but were
able to at least reveal or fulfill certain aspects of their self-actualization needs. Most of these
individuals comprise several notable artistes, writers, poets, philosophers etc. Some like
Galileo, Rembrandt, Toulouse Lautrec and van Gogh amongst others were said to have suffered
from poverty, mental illness violent childhood, and depression.
Furthermore the caliber of people Abraham Maslow considered for his study was called into
question. This is because they represented a class of people that were close to perfect. Envision
a person that matches the following picture: loving, fair, genuine, stress-free, independent,
natural resourceful, brilliant and pleasant. This kind of people are considered a rare breed as
opposed to those we have today. As such he studied the likes of Lincoln, Einstein, Roosevelt
Eleanor and others who represented his description of the best.
Noe (2006) argued that Maslow provided a logical explanation for the self-centered
individualism witnessed in the past two decades. He believes that the theory with respect to
self-actualization needs encourages individuals to seek after self-gain without considering the
15
welfare of others who probably still haven’t satisfied their physiological needs. However he
failed to realize that Maslow’s ideology for individuals in pursuit of self-actualization
comprised of individuals who were not in any way threatened by deficiency needs and were
capable of helping others.
It is possible that Abraham Maslow was too positive in judging human nature and character.
His notion of an inborn positivity is difficult to receive today with all the happenings of crime
and violence all over the globe. Definitively humans are more than capable of exhibiting some
form of goodness as Maslow envisioned but history has proven time and again that being
reliable, devoted and supportive, sociable, polite and kind amongst other attributes is not the
prevailing human propensity.
Other Theories of Motivation
Herzberg’s Two-Factor Theory/Motivator-Hygiene
Herzberg’s Two-factor theory, also known as Motivator-Hygiene, emanated from a study

conducted among accounts and engineers to determine what makes an individual feel good or
bad about their job (Saif et al., 2012). Regarding ‘satisfiers', Herzberg noted that there were
five features of work that bring about satisfaction, namely achievement, recognition, the job
itself, responsibility and advancement. At the other end of the spectrum, Herzberg identified
institutional politics, the management approach, supervision, pay, relationships at work and
working conditions as factors that may demoralize employees. Golshan, Kaswuri, Agashahi
and Ismail (2011:12) assert that organizations are increasingly applying Herzberg's theory to
create opportunities for "personal growth, enrichment and recognition" among their employees.
Employees should be promoted after completing certain stages of their career and should
receive recognition for special achievements – for example, when they produce exceptional
results in their subject areas; on a more basic level, they should also be given responsibility to
determine how to handle tasks that relate to their jobs. The Two-factor theory has however
drawn its share of criticism. Golshan et al. (2011) point out that it fails to distinguish between
physical and psychological aspects and to precisely explain what motivators are and how they
differ from hygiene factors; it also fails to express the degrees of satisfaction and dissatisfaction
as a measure instead of using numbers. Another criticism leveled against it is that it makes
assumptions that every individual will react in the same way in the similar situation.
16
McGregor’s X and Y Theories
McGregor's (1960) Theory X and Y models categorize employees as belonging to one of two
groups based on two sets of assumptions. Theory X assumptions take a negative perspective of
people: People can have “an inherent dislike for work and avoid it if possible; because of this,
they must be coerced, controlled, directed and threatened with punishment to make them work.
They prefer to be directed, avoid responsibility, have little ambition, and want security" (Saif
et al. 2012, p.138). Theory Y assumptions take the opposite view: the mental and physical
inputs expended at the workplace are equated and par with those rest or play. External factors
or any threats from outside may not be the sole influence for exerting effort. Workers or people
can exercise caution and discipline to have objectives achieved, but the hunger in their desire
to commit to objectives is dependent on how big are the rewards as assigned to that kind of
achievement. Under normal circumstances, people can adapt to seek responsibility and not only
accept it (Saif et al., 2012, p.1357). Applying these assumptions to a school environment, one
could argue that two of the main causes of dissatisfaction among teachers are having to deal
with problem students and a strict and inconsiderate management, for example a principal who
is coercive and does not appreciate the efforts of teachers, or an overly directive principal who
never delegates or allows teachers to make independent decisions. Conversely, a supportive
principal may be a source of job satisfaction to teachers (Alavi & Askaripur, 2003, p.312).
McClelland’s Need Achievement Theory
McClelland’s need achievement theory postulates that some people are driven to success
through seeking “personal achievement rather than rewards themselves” (Saif et al., 2012,
p.1387). This theory is readily applicable to academic environments and explains why some
teachers are high achievers, despite the difficulties they face: they set themselves high goals
and achieving these goals is what drives them. Alderfer's ERG theory is related to Maslow's
hierarchy of needs but reduces Maslow's five categories of a need to three; namely, relatedness
being (esteem/social needs), then growth being (self-actualization) and existence which is
(security/physiological needs).
The Equity Theory
Process theories explain ‘how’ satisfaction comes about, as opposed to ‘what’ causes
motivation. The equity theory postulates that employees will weigh their input into a job against
the output they receive from it – the more the rewards, the greater their satisfaction. This
resonates with Naveed et al. (2011, p.302) definition of job satisfaction as the difference
17
between employee input and job output. Regarding this theory, employees who perceive that
they receive more output from their jobs than what they put into them will experience job
satisfaction. Certain aspects of the job itself also shape how an employee perceives it. Tasks
that are clarified bring a better job satisfaction since a clear role breeds a work force that is
happy, committed and shows much involvement in work that is done. Authors identified five
major job characteristics that impact on the psychological state of an employee and influence
their motivation and job satisfaction, as well as their levels of absenteeism, namely the variety
of skills involved in a task, the identity and significance of the task, autonomy, and feedback.
Employees compare their input-outcome ratio with that of other employees and if they perceive
it to be fair, employees will experience satisfaction (Robbins, 2007). If employees perceive an
inequity in their input-outcome ratio compared to other employees, they become dissatisfied
and less motivated.
Value – Percept Theory
Individual’s values determine their satisfaction on their job because employees in organizations
hold different value systems, therefore based on this theory, their satisfaction levels will also
differ. Having a look at Value - Percept theory, the assumption is that the difference between
expectations and what is received can bring dissatisfaction depending on how important the
job is to the individual (Anderson, Ones, Sinangil & Viswesvaran, 2001, p.32). The potential
problem with this theory is that there is a possibility of a relationship between what people
desire and what they consider important. These concepts can be separable theoretically but
practically hard to differentiate.
Vroom’s Expectancy Theory
Vrooms’ expectancy theory stipulates that behavior is a product of choices that are available
for to be prioritized. The idea is to derive satisfaction and minimize dissatisfaction in
employees. Individual factors such as personality and skills determine performance (Wagner
and Hollenburg, 2007). This theory also explains that performance, motivation, and effort are
within an individual’s motivation and variables such as valence, instrumentality, and
expectancy verifies this. The higher the effort in work relates to the higher the performance.
Porter-Lawler Model
This is a comprehensive and more complete theory of motivation which is inclusive of diverse
aspects. This model can give details of the fiber relation that exists between job performance
18
and attitudes which perfectly defines managers. The model also touches on the assumptions of
human behavior. The deductions of the model assume that individual behavior is influenced by
both internal and external factors, rational and make own choices about their behavior, have
different goals, desires and needs. Finally, individuals decide between alternative behaviors
(Wagner and Hollenburg, 2007).
Industry Profile
India is the sixth largest producer of chemicals in the world and contributes 3.4% to the global
chemical industry. The chemicals industry is a knowledge intensive as well as capital intensive
industry. It includes basic chemicals and its products, petrochemicals, fertilizers, paints,
varnishes, gases, soaps, perfumes, toiletry and pharmaceuticals. The diversification within the
chemical industry is large and covers more than 80,000 commercial products. The industry is
the main stay of industrial and agricultural development and provides building blocks for
several downstream industries, such as textiles, papers, paints, varnishes, soaps, detergents,
pharmaceuticals, etc.
The production of Total Major Chemicals and Petrochemicals in 2019-20 (up to September
2019) was 13,871 thousand MT. Total Chemicals and Petrochemicals registered a CAGR of
4.78% in production during the period 2014-15 to 2018-19. The current per capita consumption
of chemical products in India is one-tenths of the global average indicating that demand has
potential to grow due to rising population, and increasing disposable income.
Based on composition and end use, chemicals can be divided into following broad categories:
1. Bulk Chemicals: This segment includes basic organic (methanol, acetic acid, phenol etc.)
and inorganic chemicals (also known as alkali chemicals, caustic soda, chlorine and soda ash).
2. Specialty Chemicals: Also known as performance chemicals are high value compounds with
low volume. Paints and adhesives, electronic and oilfield chemicals are few of the specialty
chemicals examples.
3. Agrochemicals: Chemicals important for agriculture crops to protect against insecticide and
pesticides.
4. Petrochemicals: Chemicals derived from petroleum are petrochemicals. Two common

classes of petrochemicals are olefins and aromatics.
19
5. Fertilizers: Fertilizers are organic or inorganic compounds required for the growth of the
plants. Manufacturing raw materials for agriculture in fertilizer sector, is the foremost
occupation of India.
Company Profile
The Travancore-Cochin Chemicals Ltd., popularly knows as TCC was established in 1950. The
idea of establishing the unit was conceived by M/s Sheshasayee Brothers the then Managing
Agents of FACT.The venture was started as partnership concern in the name Travancore
Mettur Chemicals with FACT and MCIC (Mettur Chemicals and Industrial Corporation) as
partners. In 1951 the partnership was registered as a Public Limited Company, with the State
Government contributing the major share of equity and the company was then named as
TRAVANCORE-COCHIN CHEMICALS LTD. M/s Sheshasayee Brothers continued to be
the managing agents for the next 10 years.Commercial production of Caustic Soda from the
first plant of 20 tpd capacity was started in 1954 January. TCC is the first unit in India to
manufacture Rayon grade Caustic Soda.
Stages of Growth
1956 - A continuous Caustic Fusion Plant 20 tpd for producing Caustic Soda flakes.
1958 - Chlorine Liquefaction Plant
1960 - Capacity enhanced to 30 tpd further to 40 tpd.
Established new plant for manufacture of Sodium Hydrosulphate 3 tpd capacity
1967 - 7 tpd Sodium Hydrosulphate
60 tpd Caustic Fusion Plant
4 tpd Iron free Sodium Sulphate
1975 - Added another 100 tpd Caustic Soda Membrane Unit thereby increased the production
capacity 200 tpd own Water Treatment Plant. (by 1988, many of the old unit were dismantled)
1997 - 100 TPD Caustic Soda manufacturing unit using Membarane technology capacity
125tpd.
1998 - New CCF Plant in place of existing 60 tpd.
2005 - Addition 25 tpd, 2006 - Addition 25 tpd
20
CHAPTER 2
REVIEW OF LITERATURE
21
Jennifer and George (2006) agreed that individuals from all walks of life strive to gratify five
elementary needs: physiological needs, safety needs, belongingness needs, esteem needs and
self-actualization needs. They claimed that these needs form a hierarchy with the most
fundamental need that is physiological and safety needs situated at the lowest part of the
hierarchy (Jennifer & George, 2006). They were of the notion that needs at the lowest-level
should be satisfied before greater needs can be satisfied.
In the business setting, this implies that if workers are unable to satisfy their desires, there
would be a loss of morale to work and perform excellently in the discharge of their jobs to the
organization. Maslow believed that needs can’t be fully satisfied citing that needs that are more
or less achieved stops to be a motivator. Therefore, managers in a bid to improve productivity
need to recognize the position of members of its workforce in relation to the hierarchy so as to
be able to motivate them accordingly bearing in mind that motivational tools should be tailored
to meeting their desires (Robbins, 2001)
Noe (2006) argued that Maslow provided a logical explanation for the self-centered
individualism witnessed in the past two decades. He believes that the theory with respect to
self-actualization needs encourages individuals to seek after self-gain without considering the
welfare of others who probably still haven’t satisfied their physiological needs. However he
failed to realize that Maslow’s ideology for individuals in pursuit of self-actualization
comprised of individuals who were not in any way threatened by deficiency needs and were
capable of helping others.
Centers and Bugental (2007) in one of their studies postulated that a worker’s upbringing,
altitudes and ambitions has an influence on a worker’s needs, hopes as well as approach in
evaluating situations. Also they identified three main reproaches associated with the need
theory. (1) Inadequate experimental data to sustain their deductions (2) the assumption that
personnel are identical, and (3) the said theory is not associated with the concept of motivation
but are relatively principles of job fulfillment.
Porter studied almost 2000 managers who represented the entire range of managerial
hierarchy, from first line supervisors to presidents. In his study, the need, which was omitted
from the hierarchy categories, was that of physiological needs and the category of autonomy
or independence was added in between esteem and self-actualization needs. He found that the
security needs were about equally satisfied with physiological needs on all of the managerial
levels studied. The two highest order need categories i.e., autonomy and self-actualization were
22
the least thoroughly gratified of the need categories even though self-actualization gratification
tended to increase as the managerial hierarchy was ascended. From that Porter concluded that
the three higher order needs (Esteem, Autonomy and Self- actualization) and their gratifications
are linked with one's position in the organization. He also found that the two highest need
categories are more important to higher level managers in their jobs than they are to lower level
manage.
Hall and Nougaim undertook an examination of Maslow's need hierarchy in an organizational

setting. The last four levels of Maslow's hierarchy were used, excluding the physiological
needs. Part of the study involved an analysis of a comparison between the satisfaction score for
one need with the strength score for the next higher-level need. According to them, the results
indicate that the needs change more because of developing career concern than the strength of
need satisfaction. This study appears to provide only very limited support for the
developmental theory of Maslow.
Misra and Jain (1986) studied the effects of self-esteem, need for achievement and the need
for autonomy on the job performance - job satisfaction relationship among employees of an
aeronautics industry in Lucknow. The results indicate that self - esteem, need for achievement
and need for autonomy play a moderating role in the job performance.
Shapiro and Wahha studied job satisfaction as measured by job description index of 75
employees in a steel manufacturing concern. The results indicate that Taylor's concept of
money, as a prime motivation of human effort is still a viable hypothesis. It is concluded that
employees are not highly motivated by social needs, self - esteem and self - actualization or
work associated needs.
Adler N.J. in his book, International Dimensions of Organizational Behavior stated that the
needs identified by Maslow may be universal, but the logic or sequence of the hierarchy differs
from culture to culture. John W. Slocum, Jr. Paul M. Topichak and David G.Kuhn in their
study, A Cross- 6 Cultural Study of Need Satisfaction and Need Importance for Operative
Employees, tend to substantiate the existence of the hierarchy.
Edward Lawler ill and J.Lloyd Stuttle in their study, A causal correlation Test of the Need
Hierarchy, found little evidence for the support of Maslow's theory of hierarchy of human
needs. They did note however that there were 2 levels of needs - biological and other needs
and that the other needs would emerge only when biological needs were reasonably satisfied.
23
They found further that the strength of needs varied with the individual, in some individuals
social needs predominated and in others self- actualisation needs were strongest.
Douglas T.Hall and Khalil Nougaim in their study, An Examination of Maslow's Hierarchy
in an Organization Setting, found that as managers advance in an organization, their
physiological and safety needs tend to decrease in importance and their needs for affiliation,
esteem, and self actualisation tend to increase. They concluded that the upward movement of
need prominence resulted from upward career changes and not from the satisfaction of lower -
order needs.
R.D. Agarwal in his book, Organization and Management stated that the application of
Maslow's Need Hierarchy concept is conditioned by environmental factors. Mason Haire,
Edwin Ghiselli and L.W. Porter in their study, Cultural Patterns in the role of the Managers
stated that the Managers in Spain and Belgium have reported that their esteem needs are better
satisfied than their security needs. This shows a deviation from Maslow's theory of hierarchy
of needs.
J.C. Wofford, in his study, The Motivational Bases of Job Satisfaction and Job Performance,
found that many employees seek the fulfillment of higher-level needs even when lower - level
needs have not yet been gratified, which also is contrary to the Maslow model. Don Hellriegel,
John.W.Slocum Jr, Richard. W. Woodmann in their book, Organisational Behavior, stated that
the fulfillment of needs differs according to the job a person performs, a person's age and
background, and the size of the company. Mahmoud.A.Wahba and Lawerence.G.Bridewell, in
their study Maslow Reconsidered: A Review of Research on the Need Hierarchy Theory
pointed out that the overall attempts to establish evidence of Maslow's hierarchy have failed.
In a research study on Bank Managers, it is observed that social and esteem needs are important.
The same researcher with Ganguli T made their study on supervisors and clerical staff in which
they concluded that job satisfaction depends on occupational level.
Lawler and Suttle (1972) maintained that for a study to be an adequate test of Maslow's theory,
it is necessary to examine the consequences of changes in satisfaction, as well as the causal
bases for such changes. To do this longitudinal data was necessary, since it is difficult to
provide support for a dynamic or causal hypothesis solely with cross-sectional data. Two
groups were used for their study, both of which were tested at the beginning of the experiment.
One group was then tested six months later and the second group a year later, since the authors
were not sure how long it would take for satisfaction to effect performance. Because of the
24
nature of the time intervals, a "causal" correlation analysis could be performed as well as a
"static" analysis. The cross-lagged, panel correlational analysis (Pelz and Andrews, 1964) was
used for the dynamic correlational analysis, since this is able to show significant results where
a third variable may cause the observed relationship between the first two variables. It does not
however, establish causality.
Lawler and Suttle's (1972) first hypothesis was that satisfaction of needs at one level should
correlate negatively with their own importance, and positively with the importance of the next
highest need in the hierarchy. In both organizations studied, a significant positive correlation
was manifested between satisfaction and importance of the security need, using the Porter Need
Satisfaction Questionnaire (1961). Furthermore, a significant positive (but low) correlation was
found between security satisfaction and the belongingness needs. The authors maintained that
these results provide support for Maslow's dynamic hierarchy. Their final hypothesis was that
high satisfaction of needs at a specific time - time 1 - should be associated with decreased
importance of the same need at time 2, as well as with increased importance of the needs in the
next highest category at time 2. The first findings for this hypothesis however, were not
significant. Nonetheless, more changes seemed to occur from time 1 to time 2 within the lower
order needs. On the basis of these results, the authors were not able to conclude that increased
satisfaction at one level caused the importance of the need at the next highest level.
Trexler and Schuh (1971) agreed with Hall and Nougaim (1968) that it is essential to obtain
longitudinal data to be able to accept or reject the dynamic nature of the hierarchy. As the basis
for their experiment, they questioned what would happen - in terms of Maslow's need hierarchy
- if deprivation were introduced to a group of previously satisfied and healthy individuals. To
study this, a pretest-posttest experimental design was utilized. The control group consisted of
both male and female psychology students, while the experimental group consisted of 103
Naval volunteers. For the purposes of this study, the authors designed a questionnaire
consisting of 31 items, with each need being measured by at least three items. A seven point
rating scale was used, with the general instructions following those of Porter (1961). The
instrument was administered to both groups in the first, fifth and ninth weeks (of the training
program for the experimental group) during which time deprivation might be assumed to occur.
A chi-square analysis showed that the experimental group regressed down the hierarchy to a
significant degree, which supports Maslow's theory in that individuals were shown to regress
(in terms of their prepotent need) when their previously fulfilled needs were subsequently
deprived. Results from this study should be viewed rather tentatively however, since the same
25
questionnaire was used three times over a nine week period, as well as the fact that no reliability
data at all was reported for their questionnaire.
Alderfer's (1969) study is both interesting and important, as it provides an alternative to

Maslow's theory on the basis of empirical research. Because of the extent of overlap between
the five needs in Maslow's model Alderfer (1969) postulated three needs, viz., existence (all
forms of physiological and material desires), relatedness (involving significant relationships
with all others, both friends and enemies) and growth (any creative need or productive effort
on the part of the individual). Satisfaction of this growth need would arise from the continuous
use and development of the individual's capability. Alderfer (1969) provides a number of
illuminating similarities and differences between his ERG theory and Maslow's motivational
model. He points out that as the ERG hierarchy is ascended, the needs are less concrete and
verifiable, which is possibly similar to Maslow's proposed hierarchy. Differences between the
two theories also exist. First, the ERG hierarchy is not rigid, and the lower order needs therefore
do not have to be satisfied as a prerequisite for motivation by the higher order needs. Hill (1974)
maintains, however, that the rank order of needs in Maslow's hierarchy was not meant to be
particularly rigid. Perhaps of more importance is the crucial role the environment is assumed
to fulfill in the ERG theory; Maslow's theory, on the other hand, implies that an individual is
born with what he will become. Furthermore, Alderfer (1969) maintains that more significant
reliability and validity coefficients were found for ERG theory when operationalized, precisely
because of the difficulty in operationalizing Maslow's writings, a problem referred to by many
authors.
Hall and Nougaim (1968) pointed out that they could not find any study which ".... explicitly
employed his (i.e. Maslow's) need levels, and studied changes in need strengths and satisfaction
in a panel of subjects over time". This would be essential to validate the dynamic relationship
between the five needs, or if any useful information for an under-standing of motivation were
to be provided. Consequently, they undertook a longitudinal stud, as they stated that an
assessment of the need hierarchy in action was required. Their study involved a five year
follow-up 49 college graduates at management level in one organization, and needs were
measured with interview data obtained from open-ended questionnaires. A content analysis on
the data yielded nine categories, which were collapsed into four viz., self actualization,
achievement and esteem, affiliation and safety. Coding was performed by two Ph.d candidates.
Neither median inter-rater reliability for need strength (.59) or satisfaction (.55) was as high as
26
the experimenters desired; both coders thus scored each case before arriving at final, jointly-
determined scores. The following results emerged from this study.
Huizinga (1970) cited three studies as being supportive of Maslow's motivational model. First,
Gurin, Veroff and Feldt (at pp.97 & 98) made the point that it would appear that the higher
needs are more important for people higher in the occupational hierarchy who are
correspondingly not really concerned with the lower order needs. Secondly, Blai (at p. 101)
found that self actualization was valued more often by those occupying the upper occupational
levels, while the lower socioeconomic status groups more frequently chose the more prepotent
needs. Similarly, Friedlander (at pp.99-101) maintained that blue collar workers place more
importance on safety needs. Friedlander concluded however, that one's values are a function of
one's occupational culture, which tends to support Hall and Nougaim's (1968) career stages
model (to be discussed) more than Maslow's hierarchy of basic needs. Contrary to all these
findings however, Pigors and Myers (1969, p.624) state that: "Recent research in motivation
has exploded the myth that high level needs are important only to high level employees". Yet
Pigors and Myers (1969) do not explicitly state the research upon which they base this
statement, which thus remains a questionable proposition.
Sanford (1970) did not question the existence of the basic needs but rather their rank order,
because of the values that different cultures might instill. He therefore compared need
importance and satisfaction in the United States and Latin American countries, without
specifically stating which countries constituted the latter. Sanford's (1970) data were based on
the findings of attitude surveys already reported in the literature. Generally, he found that Latin
Americans viewed their work as the means by which they could satisfy their psychological
needs, although this was not the case with the satisfaction of the safety needs. Thus Sanford
(1970) speculated that these individuals might perceive other social institutions as the more
important determinants of their safety satisfaction. Although the satisfaction of the social needs
were important to these individuals, it is probable that these needs were satisfied by the
extended family to a greater extent than they were satisfied at or by the individual's work.
Moreover, it was not important for these individuals to gain self respect through their work,
since their culture endowed them with feelings of both dignity and worth.
Slocum (1971) and Slocum, Topichak and Kuhn (1971) compared the need satisfaction and
importance of Mexican and American operatives on the NSQ. From these two empirical
27
studies, it might again be suggested that culture influences the rank order of the need hierarchy
for managerial personnel, which is consonant with Sanford's (1970) speculation.
Furthermore, Slocum's (1971) evidence that Mexicans are more satisfied with the United
States counterparts supported Sanford's (1970) general speculations. In a study of the needs of
69 White mineworkers in a South African setting, Barling (Note 1) did not find conclusive
evidence in support of the dynamic nature of the need hierarchy. However, such results should
be treated with caution since cross-sectional data were used. The evidence did tend to favour
the existence of an hierarchical relationship between the lower order needs however, which is
consonant with Lawler's (1973) statement that results generally support such findings.
On the basis of structured interviews with a sample of urban Xhosa workers in South Africa,
Backer (1973) found only 1 % to be concerned with the self actualization need. This does not
necessarily refute the need hierarchy concept however, since motivation by the self
actualization need theoretically requires all the other needs to be satisfied which was not the
case with this sample, as 70 % were concerned with physiological needs; 18 % with esteem
needs; 9 % with security needs; while only 2 % were concerned with the satisfaction of
"affiliation" needs. Should Maslow's (1965) hypothesis that self actualizers' productivity
should enhanced thus be correct, the utility of this theory in a situation where the vast majority
of a group were concerned with the lower order needs would be highly questionable. An
alternative hypothesis worthy of research might be the individual’s most prepotentent need is
related to enhanced work performance and productivity. Backer (1973, p.9) points out that
Maslow's general theory is nonetheless interesting within the South African context, since it
".... places emphasis on the presence of needs at various levels which call for satisfaction in
man, and under what conditions these needs could be satisfied"
28
CHAPTER 3
RESEARCH METHODOLOGY
29
Introduction
Research methodology "methodology" implies than simply the methods a researcher intends,
to use to collect data. It is often necessary to include a consideration of the concept and theories
which underlie the methods. In this chapter it explains about the title of study, nature of the
research design, universe, sample and unit of the study. Sampling techniques and size, sources
of data, tools used for data collection, data analysis. These are formulated in order to cover all
aspects of the research study on the topic " Maslow’s Theory of Motivation its relevance and
application among Non- Managerial Employees”.
Statement of the problem
Motivation is essential to the operation of organization. No matter, how much machinery and
equipment an organization has, these things cannot be put to use until they are released and
guided by people who have been motivated. The process adopted by the industry, creates
motivation among its non- managerial employees and appears to be effective work and high
work performance. Motivational function to assess and identify the employees’ level of
motivation in workplace. Motivation and level of satisfaction is the imperative aspects of an
organization as it influences productivity and another industrial environment. The job that
provides motivation to the labour is the major criteria for people to choose a job. The job
motivation enriches management with wide range of information pertaining to job, employee,
and environment. The job satisfaction is a diagnostic instrument for understanding employee’s
problems in order to make changes and to correct them in case if they go wrong. It helps in
improving the attitudes of employees towards the job and facilitates integration of employee
with the organization. It inspires sense of belongingness and sense of participation leading to
the overall increase in the productivity. The satisfaction facilitates for settlement of grievances
and this determine the type of training and the development needs of employees and the
management. If level of satisfaction and motivation are improved then performance of the
employees can be improved. The management can take step to measure the state of employee
feeling to understand and to decide their efforts in improving employee satisfaction. The
management can train their managers of different cadres to pay attention to improve the
performance of the employees by creating better work environment as it is getting wider
attention nowadays
30
Significance of the study
The study has been done to understand the " Maslow’s Theory of Motivation its relevance and
application among Non- Managerial Employees in the Chemicals industry. The study has been
through various components of motivations like Physiological Need, Safety/Security Need,
Social Need, Esteem Need, Self-actualization and its impact among the employees. Various
demographic factors like age, work experience, education qualification, designation and gender
have also been assessing and identify the level of motivation among the respondents about
Maslow’s Theory of Motivation.
Scope of the study
The scope of the current study title “Maslow’s Theory of Motivation its relevance and
application among Non- Managerial Employees with special reference in Travancore Cochin
Chemical Ltd, Udyogamandal, Ernakulam”
• This study helps to identify the factors causing motivation among the non-managerial
employees.
• To analyze how this is affected employee satisfaction.
• The study of employee stress in company throws light to the various measures taken by the
organization to increase level of motivation stress among the non-managerial employees
Objectives
The main objectives of the study are,
1. To assess the level of satisfaction among non-managerial employees.
2. To analyze the hierarchy of needs set by Maslow according to its order of preponderance.
3. To identify the factors causing motivation among the non-managerial employees.
4. To analyze the impact of motivation on employee’s satisfaction.
Variables
Dependent Variable
• Motivation
31
Independent Variable
• Physiological Need
• Safety/security Need
• Social Need
• Esteem Need
• Self-actualization
Research methodology
This study is designed as a cross sectional type.
Sampling unit
Population includes all the permanent employees (371) of the Travancore Cochin Chemicals
Ltd, Uydogmandal, Ernakulam. An employee in the TCC Ltd form sampling unit
Formula;
SS = /N+1
N = Total number of the TCC employees being 371, though sample requirement is only
19.2873, in order to ensure greater data strength to overcome the limitation of purposive
sampling, 39 respondents.
Sampling Techniques
Non-probability sampling technique has been used for the study purpose, as the sampling
frame/source list of company employees was available. For the gathering of the data, Purposive
sampling method has been implemented.
Sampling Size
39 Respondent employees have been collected data from the company.
Data Collection
A set of questionnaires were distributed to the TCC Ltd Company's employee, and for the
purpose, survey method was used. Structured close ended questionnaire was used for data
collection from the TCC Ltd company.
32
Scaling Technique
5-point Likert scaling technique has been used to measure the responses in order to rate the
items on the level of the agreement. This scale was chosen since many items are used to
measure the motivational factors.
Limitation of the study
Although the study was carried with extreme enthusiasm and careful planning there are several
limitations which handicapped the research viz:
• Due to time constraints the sample size was relatively small. It is difficult to know if all
the respondents tend to give misleading information.
• The time stipulated for the project to be completed is less and thus their chances that
some information might have left out, however due care is taken to include all the
relevant information needed.
• The questionnaire contained mostly multiple-choice questions; therefore, many
respondents may not have given a proper thought before answering the questions.
• Most respondents might be influences by their peers in answering the questions.
33
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
34
Demographic Profile
Age wise profile of the respondents
Table No. 4.1
Source: Primary Data
Frequency Percent
20 - 30 Year 8 20.51
30 - 40 Year 14 35.90
40 - 50 Year 12 30.77
Above 50 Year 5 12.82
Total 39 100
Graph No. 4.1: Age wise profile of the respondents
12.82
20.51
20 - 30 Year
30 - 40 Year
30.77
40 - 50 Year
35.90
Above 50 Year
Interpretation
From the graph shown above, 35.90% of the respondents are age between 30-40 years, 30.77%
of the respondents are age between 40-50 years. 20.51% of the respondents age between 20-30
years. And remaining group belongs to above 50 years.
35
Table No. 4.2

Frequency Percent
Male 28 71.79
Female 11 28.21
Total 39 100
Graph No. 4.2: Gender wise profile of the respondents
28.21
Male
71.79
Female
Interpretation
From above graph shown, 71.79% of the respondents are belongs to male and remaining
portion belongs to female.
36
Table No. 4.3
Frequency Percent
SSLC 6 15.38
Plus Two 4 10.26
ITI 12 30.77
Diploma 10 25.64
Graduation 5 12.82
Others 2 5.13
Total 39 100.00
Graph No. 4.3
14
12
10
Frequency
0
SSLC Plus Two ITI Diploma Graduation Others
Education Qualification
Interpretation
From above figure shown, Education Qualification 12 (30.77%) of the respondents are belongs
to ITI background, 10 (25.64%) of the respondents are belongs to Diploma background, 6
(15.38%) of the respondents are belongs to SSLC, 5 (12.82%) of the respondents are belongs
to Graduation, 4 (10.26%) of the respondents are belongs to Plus two and remaining portion
are belongs to Others.
37
Table No. 4.4
Frequency Percent
Less than 20000 3 7.69
20000 - 30000 4 10.26
30000 - 40000 10 25.64
40000 - 50000 13 33.33
50000 - 70000 7 17.95
Above 70000 2 5.13
Total 39 100.00
Graph No. 4.4
14
12
10
Frequency
0
Less than 20000 20000 - 30000 30000 - 40000 40000 - 50000 50000 - 70000 Above 70000
Salary
Interpretation
From the above graph shown, 13 (33.33%) of the respondents are getting salary range from
40000-50000, 10 (25.64%) of the respondents are getting salary range from 30000-40000, 7
(17.95%) of the respondents are getting salary range from 50000-70000, 4 (10.26%) of the
respondents are getting salary range from 20000-30000, 3(7.69%) of the respondents are
38
getting salary range from less than 20000 and remaining respondents getting salary range from
above 70000.

Table No. 4.5
Frequency Percent
0-5 Years 6 15.38
5-10 Years 7 17.95
10-15 Years 12 30.77
15-20 Years 9 23.08
Above 20 Years 5 12.82
39 100.00
Graph No. 4.5
14
12
10
Frequency
0
0-5 Years 5-10 Years 10-15 Years 15-20 Years Above 20 Years
Work Experience
Interpretation
From above graph shown, work experience of (30.77%) respondents are 10-15 years, (23.08%)
respondents are 15-20 years, (17.95%) respondents are 5-10 years, (15.38%) respondents are
0-5 years and remaining are belongs to above 20 years.
39
Opinion of non-managerial employees about the Physiological Needs
Table No. 4.6
Mean
Statistic
Are you getting sufficient salary package for your job? 2.7962
Determine the level of Satisfaction?
Is the remuneration you earn adequate to provide better 2.4615
living conditions to your family?
Pay package offered should favourably compare with that 3.4615
of other similar organisations.
Periodical revision of pay scales are necessary to meet 4.3846
increased cost of living
Individual incentive schemes have great impact on the 4.2308
performance of employees.
Valid N 39
Graph No. 4.6
5.0000
4.3846
4.5000 4.2308
4.0000
3.4615
3.5000
3.0000 2.7962
2.4615
2.5000
2.0000
1.5000
1.0000
0.5000
0.0000
Are you getting Is the remuneration Pay package offered Periodical revision of Individual incentive
sufficient salary you earn adequate should favourably pay scales are schemes have great
package for your to provide better compare with that of necessary to meet impact on the
job? Determine the living conditions to other similar increased cost of performance of
level of Satisfaction? your family? organisations. living employees.
Inference
The mean value of the items for the variable physiological need is ranging between 2.4615 to
4.3846. it can be seen that all three items have the mean score more than 3.41, where the
respondents agree to the facts that strengthen to the physiological need is contributing for the
better results items such as periodical revision of pay scale, pay package, individual incentive
40
scheme. The mean score for the some of the items were less than 3.40 showing respondents
moderate items where they have felt that level of satisfaction in salary package. At the same
time, they were disagreed with remuneration provide by company unable to fulfilled the better
living condition to their family.
Opinion of non-managerial employees about the Safety Needs

Table No. 4.7
Mean
Statistic
What is your level of satisfaction on the equipment
supplied by the company for your work? 3.6154
What is your perception level regarding the retirement
benefits offered by your company? 3.0769
Management should give a good deal of I attention to the

physical working conditions of their employees. 3.8462
Your opinion about the safety measures incorporated in
the organisation. 3.5641
Your level of satisfaction with regard to job security in
your organisation especially in the light of changing Govt.
policies. 3.3846
Valid N 39
Graph No. 4.7
4.5000
3.8462
4.0000 3.6154 3.5641
3.3846
3.5000 3.0769
3.0000
2.5000
2.0000
1.5000
1.0000
0.5000
0.0000
What is your level of What is your Management should Your opinion about Your level of
satisfaction on the perception level give a good deal of I the safety measures satisfaction with
equipment supplied regarding the attention to the incorporated in the regard to job security
by the company for retirement benefits physical working organisation. in your organisation
your work? offered by your conditions of their especially in the light
company? employees. of changing Govt.
policies.
41
Inference
The mean score of the items that contribute to safety need as a variable that contribute to
motivation is in between 3.0769 to 3.8462. from above given Table no.6.5, it can be seen that
three items have the mean score more than 3.41. While responding to these items, where the
respondents agree to these items such as job security in the organization, opinion about the
safety measures, physical working conditions in the workplace. At the same time, respondents
were moderate opinion about items where they have felt that provide work equipment and
retirement benefits. In responding to these items, the respondents’ highest level of agreement
is pertaining to safety need reporting with mean score of (3.8462) and lowest level of safety
need is employee’s retirement benefits.
Opinion of non-managerial employees about the Social Needs
Table No. 4.8

Mean
Statistic
How would you rate the mechanisms for the redressal of 3.3333
employee grievances in your organisation?
What is your perception regarding the nature of 3.0754

relationship between superior and subordinate?
Indicate your level of satisfaction in achieving co- 3.6153

operation from co-workers.
Management could show more interest in the employees 4.0769
by sponsoring of after your work.
Supervisors ought to work hard to develop a friendly 3.8462
working atmosphere among their employees
Valid N 39
42
Graph No. 4.8
4.5000
4.0769
4.0000 3.8462
3.6153
3.5000 3.3333
3.0754
3.0000
2.5000
2.0000
1.5000
1.0000
0.5000
0.0000
How would you rate What is your Indicate your level Management could Supervisors ought to
the mechanisms for perception of satisfaction in show more interest work hard to
the redressal of regarding the nature achieving co- in the employees by develop a friendly
employee of relationship operation from co- sponsoring of after working atmosphere
grievances in your between superior workers. your work. among their
organisation? and subordinate? employees
Inference
There were total 5 items for motivation. The mean score 3.41 and above is considered as good
and the mean score of the value of the items for the social need is in between 3.0754 to 4.0769.
From the above given figure, it is observed that three items have the mean score more than
3.41. While responding to these items, where the respondents agree to these items and they felt
that level of satisfaction in achieve cooperation from colleagues, management more interest in
the employees by sponsoring of after your work, supervisor to develop a friendly working a
friendly working atmosphere among the employees. At the same time, the mean score for some
of the items were less than 3.40 showing respondents moderate opinion to these items. They
felt that the mechanisms for the redressal of employee grievances in the organization and
perception regarding the nature of relationship between superior and subordinate. In
responding to these items, the respondent’s highest level of agreement is management more
interest in the employees by sponsoring of after your work with mean score (4.0769) and lowest
level is perception regarding the nature of relationship between superior and subordinate with
mean score (3.0754).
43
Opinion of non-managerial employees about the Esteem Needs
Table No. 4.9
Mean
Statistic
Express your view with regard to the opportunities available for 3.7692
career development
Organisation should have a built-in mechanism for recognition 3.9231

and reward for better performance.
How do you feel about your supervisor's recognition of your 3.2821
performance?
What is the degree of liberty in decision making available to 3.3846
you in the organisation.
Valid N 39
Graph No.4.9
5.0000
4.5000
3.9231
4.0000 3.7692
3.2821 3.3846
3.5000
3.0000
2.5000
2.0000
1.5000
1.0000
0.5000
0.0000
Express your view with Organisation should have How do you feel about What is the degree of
regard to the a built in mechanism for your supervisor's liberty in decision making
opportunities available for recognition and reward for recognition of your available to you in the
career development better performance. performance? organisation.
Inference
The mean score of the items that contribute to esteem need as a variable that contribute to
motivation is in between 3.2821 to 3.9231. from the above given Table no. 4.9, it can be seen
that two items have the mean score more than 3.41. While responding to these items, the
respondents agree to these items, the respondents felt that built mechanism for recognition and
reward for better performance and regard to the opportunities available for career development.
44
At the same time, respondents were moderate items where they have felt that superior’s
recognition of your performance and degree liberty in decision making available to you in the
organization. In responding to these items, the respondents’ highest level of agreement is built
mechanism for recognition and reward for better performance with mean score (3.9231) and
lowest level of agreement is degree liberty in decision making available to you in the
organization with mean score (3.2821).
Opinion of non-managerial employees about the Self-actualization Needs

Table No. 4.10
Mean
Statistic
Organisation should have a commitment to achieve the 3.3590
potentials of their employees.
There should be opportunities for self-development. 2.9744
Organisation should provide opportunities for self-fulfilment 3.7436

contributing to self-worth
Employment should offer chances to accomplish one's 3.5128
dreams
Valid N 39
Graph No. 4.10
5.0000
4.5000
4.0000 3.7436
3.5128
3.3590
3.5000
2.9744
3.0000
2.5000
2.0000
1.5000
1.0000
0.5000
0.0000
Organisation should have a There should be Organisation should Employment should offer
commitment to achieve opportunities for self- provide opportunities for chances to accomplish
the potentials of their development. self-fulfillment contributing one's dreams
employees. to self-worth
45
Inference
The mean score of the items that contribute to self-actualization need as a variable that
contribute to motivation is in between 2.9744 to 3.7436. from the above given Table no. 4.10,
it can be seen that two items have the mean score more than 3.41. While responding to these
items, the respondents agree to these items, the respondents felt that provide the opportunities
for self-fulfillment contributing to self-worth, employment should offer chances to accomplish
one’s dreams. At the same time, respondents were moderate opinion about items that
commitment to achieve the potential of their employees, opportunities for self-development.
In responding to these items, the respondents’ highest level of agreement is to provide the
opportunities for self-fulfillment contributing to self-worth with mean score (3.7436) and
lowest level of agreement with employment opportunities for self-development with mean
score (2.9744).
46
CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSION
47
FINDINGS OF THE STUDY
1. Majority of the respondents (35.90%) belonging to age group 30-40 years found to have
work in the company.
2. Most of the respondents are belonging to the (71.79%) male category and remaining
them are belonging to female in the company.
3. Half of the respondents (56.41%) having to the ITI and Diploma background. They
preferred to take up their job as technical field after study.
4. Most of the respondents (33.33%) salary ranges from 40000-50000. A moderate salary
is being given to the employees by the company
5. Majority of the respondents participated in this study have working experience
(30.77%) of 10-15 years.
6. Most of the respondents (mean score 4.3846) agree with opinion that they get better
periodical revision of pay scales are necessary to meet increased cost of living.
7. Most of the respondents (mean score 2.4615) found to be not happy with the
remuneration you earn adequate to provide better living conditions to your family and
it not fulfilled their basic need of personal and family requirements.
8. Most of the respondents (mean score 2.7962) have moderate opinion about the getting
sufficient salary package for your job.
9. Most of the respondents (mean score 3.8462) agree with opinion that they management
provide a good deal of physical working conditions of their employees in the company.
10. Most of the respondents (mean score 3.5641) agree with opinion that the safety
measures incorporated in the company.
11. Most of the respondents (mean score 3.0769) have moderate opinion about the
retirement benefits offered by company.
12. Most of the respondents (mean score 4.0769) agree with opinion that management
could show more interest in the employees by sponsoring of after your work
13. Most of the respondents (mean score 3.8462) agree with opinion about supervisors
ought to work hard to develop a friendly working atmosphere among their employees.
14. Most of the respondents (mean score 3.0754) have moderate opinion about relationship
between superior and subordinate in the company.
15. Most of the respondents (mean score 3.3333) have moderate opinion about the company
rate the mechanisms for the redressal of employee grievances.
48
16. Most of the respondents (mean score 3.9231) agree that a built-in mechanism for
recognition and reward for better performance.
17. Most of the respondents (mean score 3.2821) have moderate feel about your
supervisor's recognition of his/her performance.
18. Most of the respondents (mean score 3.3846) have moderate degree of liberty in
decision making available to you in the organisation.
19. Most of the respondents (mean score 3.7436) agree with the company provide
opportunities for self-fulfilment contributing to self-worth.
provide opportunities for self-development.
commitment to achieve the potentials of their employees.
49
SUGGESTIONS OF THE STUDY
1. Management must ensure adequate compensation packages in form of monetary and

non-monetary rewards are essential in order to ensure that employees stay productive.
Management should ensure that rewards and benefits are fairly, justly and
competitively allocated to employees. And to make ensure adequate retirement benefits
get after quit or retire employee from the job.
2. Management should encourage interpersonal relations amongst co-workers and their
supervisor to promote a sense of belonging and unity amongst staff. Also, supervisor
should ensure employees are involved in decision making processes and given a chance
to air their views.
3. Management make ensure to proper address the employees’ problem and issue,
conflicts, grievance etc. in the company. Management will be taken better remedies to
resolve these problems within the reasonable time. It will create better results in their
work performance and ethics, productivity, employee’s morale, efficiency etc. which
lead to increase employee’s level of satisfaction.
4. Management may provide opportunities to employees in order to take active part in
decision making process and discussion. While at decision making time, management
may consider the employees comments and suggestion for proper attention give during
the decision making. It will create better results as part from employee and it leads to
employee motivation.
5. Management must also strive to ensure that all employees engage in training programs
to acquire new skills and also have equal opportunity to utilize their skills and
competencies. Management should make sure that career development opportunities
are clearly communicated to employees.
6. Supervisors should maintain coordinal relationship with subordinates and offers
recognitions of the employee efforts and provide needed guidance to workers.
Supervisor should ensure that employees’ performance from unbiased and personal
prejudice. It will create employee level of motivation in their work.
7. Management should recognize the needs of employees and encourages employees’
special talents. Management may fully utilize employee talent, skills and experience in
the organisation. It will create employees has higher level commitment in the
organisation.
50
CONCLUSION OF THE STUDY
Employees are and should be considered the most vital above other factors of production, the
most valuable resource available to an organization. This is because they are an integral part of
the organization as such it is very important for organizations, in pursuit of a competitive edge,
to ensure that the motivation of their employees is made a top priority. This is to ensure that
employees display positive attitude to work through improved performance and productivity
levels. Also, it is important to note that a lack of adequate motivation results in low productivity
and vice versa.
This study concludes that employees motivates be it has significant effect and is a predictor of
level of satisfaction in the organisation. The non-managerial employees of organisation are
satisfied more in the aspect of Basic need satisfaction. Therefore, remuneration is slightly
threatened in organizations. The employees enjoy in safety needs satisfaction in the
organisation. It the time slightly disagreement with the retirement benefits in the organisation.
In social need satisfaction, the non-managerial employees derive more satisfaction. In the
esteem need satisfaction, majority employees are found satisfied. Some situation non
managerial employees not satisfied with recognition from supervisor on performance reward.
Organizations are found not able to satisfy the self-actualization needs of their non-managerial
employees.
51
BIBLIOGRPHY
Alderfer, C. P. (1969). An empirical test of a new theory of human needs. Organizational
Behavior & Human Performance, 4(2), 142–175.
Don Hellriege4 John W. Slocum. Jr, Richard W. Woodman, (2001). Organisation Behavior,
Singapore: Thomson Learning.
Douglas T.Hall and Khalil Nougaim (1968) in their study, An Examination of Maslow's
Hierarchy in an Organization Setting.
Ganguli, H.C. and Dayal, Ishwar: Job Satisfaction Scales for Effective Management: Manual
for Managers and Social Scientists, New Delhi: Concept Publishing Company., 1994,
J.C. Wofford, (1971), The Motivational Bases of Job Satisfaction and Job Performance,
Hall D.T. and Nougaim K.E: An Examination of Maslow's Need Hierarchy in the
Organizational Setting, Organizational Behaviour and Performance, Vol. 3, Feb 1968, pp 12 -
35.
Hall, D. T., & Nougaim, K. E. (1968). An examination of Maslow's need hierarchy in an
organizational setting. Organizational Behavior & Human Performance, 3(1), 12–35.
Huizinga, G. (1970). Maslow’s Need Hierarchy in the Work Situation. Groinger: Wolters.
Lawler, E. E., & Suttle, J. L. (1972). A causal correlational test of the need hierarchy concept.
Organizational Behavior & Human Performance, 7(2), 265–287.
Maslow, A (1954) Motivation and Personality, Harper & Row, New York
MC Gregor, D: The Human side of Enterprise, New York: McGraw Hill Book Company.,
1960.
Misra P. and Jain N: Self-esteem, Need Achievement and Need Autonomy as moderators of
the Job PerformanceJob satisfaction relationship, Perspectives in Psychological Researches,
9(2), 1986, pp. 42-46.
Porter L M: Job Attitudes in Management-I. Perceived Deficiencies in Need fulfillment as a
function of job level. Journal of Applied Psychology. Vol. 46, 1962, pp. 375-384. and Job
Attitudes in Management - 11; Perceived importance of Needs as a function of Job level,
Journal of Applied Psychology, Vol. 47, 1963, pp 141-148.
Trexler, J. T., & Schuh, A. J. (1971). Personality dynamics in a military training command and
its relationship to Maslow's motivation hierarchy. Journal of Vocational Behavior, 1(3), 245–
253
Agarwal, RD., (1990). Organization & Management, New Delhi: Tata McGraw Hill.
Wahba M.A. and Bridwell L.G: Maslow Reconsidered: A Review of Research on the Need
Hierarchy Theory, Organization Performance, April. 1976, pp. 2 12-240.
Anderson, H., Singale, M. & Svana, V. 2001. Psychology in the work context. Oxford: Oxford
University Press, 2001.
52
Alavi, H.R., & Askaripur, M.R. The relationship between self-esteem and job satisfaction of
personnel in government organizations. Great Britain: Conwell Press, 2003.
Golshan, N. M., Kaswuri, A.H., Agashahi, B, Amin, M, & Ismail, W.K.W. Effects of
Motivational Factors on Job Satisfaction: An Empirical Study on Malaysian gen-y
administrative and Diplomatic Officers 3rd International Conference on Advanced
Management Science IPEDR vol 19.
Naveed, A., Usman, A. & Bushra, F..Promotion: A Predictor of Job Satisfaction A Study of
Glass Industry of Lahore (Pakistan) International Journal of Business and Social Science,
2011,2(16): 301-305.
Robbins, S.P. and Judge, T.A. Organizational behaviour.12th edition New Jersey: Pearson
Education, Incorporated, 2007.
Saif, K.F., Nawaz, A., Jan, A. & Khan, M.I. Synthesizing the theories of job-satisfaction across
the cultural/attitudinal dimensions. Interdisciplinary Journal of Contemporary Research in
Business, 2012,3 (9): 1382-1396.
Wagner, J.A. & Hollenburg, J.R. 2007. Organisational Behaviour. 3rd ed. Upper Saddle:
Prentice Hall.
53
REFERENCE
Pearson: organisational behaviour
Vinacke E (1962) Motivation as a complex problem, Nebraska Symposium on Motivation

10: 1-45.
Linus, O. (2006). Business Research Methodology. Lagos: Grey Resources Edition.
Maslow, A. (1954). Motivation and Personality. New York: New York Harper& Row.
Ojo, R., (2003). “Fundamentals of Research Methods” Lagos: Standard, Publications
Obikeze, S. O. (2005). Personnel Management. Onitsha: Book point ltd.
Website
https://www.tcckerala.com/
https://www.ibef.org/industry/chemical-industry-india.aspx
https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administration/ARMSTRONGS%
20HANDBOOK%20OF%20HUMAN%20RESOURCE%20MANAGEMENT%20PRACTI
CE/19%20-%20Motivation.pdf
https://www.google.com/search?q=organasitaion+behaviour+book+by+author&rlz=1C1SQJ
L_enIN862IN862&oq=organasitaion+behaviour+book+by+author&aqs=chrome.69i57j0i8i1
0i13i30.18326j1j4&sour ceid=chrome&ie=UTF-8
54
APPENDIX
Sir/ Madam I am pursuing Masters in Public Administration from Indira Gandhi National Open
University, Trivandrum. In connection with the academic requirements, I am taking up a
research study on “Maslow’s Theory of Motivation its relevance and application among Non-
Managerial Employees”. Your kindly cooperation is solicited in getting the questionnaire
filled. The data gathered will be kept confidential and used for the academic purpose and will
not be used for any other purpose.
Sooraj MR
QUESTIONNAIRE
Age: 20 to 30 years 30 to 40 years 40 to 50 years > 50 years
Gender: Male Female
Education: SSLC Plus Two ITI Diploma Graduation
Any Others; Please specify………….
Salary: Less than 20,000 20,000 to 30,000 30,000 to 40,000
40,000 to 50,000 50,000 to 70,000 70,000 & Above
Work Experience: 0-5-year 5-10-year 10-15-year 15-20 year
Q
Above 20 U years
E
Please indicate the preference by √ selection, where 1 indicate highest level of Agreement and
S
5 the lowest.
T
Sl. I Strongly Agree Neutral Disagree Strongly
No O Agree Disagree
Physiological Need N
1 Are you getting sufficient
N salary
package for your job? A Determine
the level of Satisfaction?
I
2 Is the remuneration Ryou earn
adequate to provide better
E living
conditions to your family?
3 Pay package offered should
favourably compare with that of
other similar organisations.
4 Periodical revision of pay scales
are necessary to meet increased
cost of living
5 Individual incentive schemes
have great impact on the
performance of employees.
Safety/Security Need
6 What is your level of satisfaction
on the equipment supplied by the
company for your work?
55
7 What is your perception level
regarding the retirement benefits
offered by your company?
8 Management should give a good
deal of I attention to the physical
working conditions of their
employees.
9 Your opinion about the safety
measures incorporated in the
organisation.
10 Your level of satisfaction with
regard to job security in your
organisation especially in the
light of changing Govt. policies.
Social Need
11 How would you rate the
mechanisms for the redressal of
employee grievances in your
organisation?
12 What is your perception
regarding the nature of
relationship between superior
and subordinate?
13 Indicate your level of
satisfaction in achieving co-
operation from co-workers.
14 Management could show more
interest in the employees by
sponsoring of after your work.
15 Supervisors ought to work hard
to develop a friendly working
atmosphere among their
employees
Esteem Need
16 Express your view with regard to
the opportunities available for
career development.
17 Organisation should have a
built-in mechanism for
recognition and reward for better
performance.
18 How do you feel about your
supervisor's recognition of your
performance?
19 What is the degree of liberty in
decision making available to you
in the organisation?
56
Self-actualization Need
20 Organisation should have a
commitment to achieve the
potentials of their employees.
21 There should be opportunities
for self-development
22 Organisation should provide
opportunities for self-fulfilment
contributing to self-worth
23 Employment should offer
chances to accomplish one's
dreams
-Thank you for your co-operation-

Sooraj M R
57

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A Study on Maslow’s Theory of Motivation its relevance and application among Non-

Managerial Employees’ with special reference to Travancore Cochin Chemicals ltd.

Dr. Ronie Thomas

Assistant Professor and Head

(Dept. of Politics and Public Administration)

St. John’s College

Anchal, Kollam 691306

Master of Arts (Public Administrations)

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

Dr. Ronie Thomas

SL. NO CHAPTER PAGE NO

2 Review of literature 21-28

4 Data Analysis and Interpretation 34-46

5 Findings, Suggestion and Conclusion 47-51

SL. NO TITLE PAGE NO.

4.1 Age wise profile of the respondents 35

Gender wise profile of the respondents

Opinion of non-managerial employees about

Opinion of non-managerial employees about

Opinion of non-managerial employees about

SL. NO TITLE PAGE NO.

Age wise profile of the respondents

Opinion of non-managerial employees about the

Opinion of non-managerial employees about the

Opinion of non-managerial employees about the

Opinion of non-managerial employees about the

Abraham Maslow’s Hierarchy of Needs Theory

This theory presents businesses particularly in the area of management, an understanding of

Self-actualization needs: is a worker’s desire to attain self-satisfaction and individual growth.

Critique of the Theory

Other Theories of Motivation

Herzberg’s Two-Factor Theory/Motivator-Hygiene

Herzberg’s Two-factor theory, also known as Motivator-Hygiene, emanated from a study

McClelland’s Need Achievement Theory

The Equity Theory

Value – Percept Theory

Vroom’s Expectancy Theory

4. Petrochemicals: Chemicals derived from petroleum are petrochemicals. Two common

1958 - Chlorine Liquefaction Plant

1960 - Capacity enhanced to 30 tpd further to 40 tpd.

Established new plant for manufacture of Sodium Hydrosulphate 3 tpd capacity

1967 - 7 tpd Sodium Hydrosulphate

60 tpd Caustic Fusion Plant

4 tpd Iron free Sodium Sulphate

1998 - New CCF Plant in place of existing 60 tpd.

2005 - Addition 25 tpd, 2006 - Addition 25 tpd

Hall and Nougaim undertook an examination of Maslow's need hierarchy in an organizational

Alderfer's (1969) study is both interesting and important, as it provides an alternative to

Statement of the problem

Scope of the study

• To analyze how this is affected employee satisfaction.

The main objectives of the study are,

1. To assess the level of satisfaction among non-managerial employees.

3. To identify the factors causing motivation among the non-managerial employees.

4. To analyze the impact of motivation on employee’s satisfaction.

This study is designed as a cross sectional type.

39 Respondent employees have been collected data from the company.

Limitation of the study

Graph No. 4.1: Age wise profile of the respondents

Table No. 4.2

Graph No. 4.2: Gender wise profile of the respondents

Graph No. 4.3

Graph No. 4.4

Work Experience of the respondents