AN ORGANISATIONAL STUDY ALONG WITH IMPACT OF EMPLOYEE

MOTIVATION ON TRAINING EFFECTIVENESS – A STUDY WITH

REFERENCE TO ACCSYS DOT COM STORE PVT LTD CHENNAI

A SUMMER PROJECT REPORT

Submitted by
R.SABARISH

(reg.No:210920631031)

Of
LOYOLA INSTITUTE OF TECHNOLOGY
In partial fulfillment of the requirements the award of the
degreeOf

MASTER OF BUSINESS ADMINISTRATION

IN
HUMAN RESOURCE MANAGEMENT

SEPTEMBER 2021
 BONAFIDE CERTIFICATE

Certified that this project report entitled AN ORGANISATIONAL STUDY ALONG

WITH IMPACT OF EMPLOYEE MOTIVATION ON TRAINING
EFFECTIVENESS – A STUDY WITH REFERENCE TO ACCSYS DOT COM
STORE PVT LTD CHENNAI is the bonafide work of R.SABARISH (REG NO
2109206301031) has carried out the research under my supervision. Certified further, that
to the best of my knowledge the work reported here does not form art of any other project
report or dissertation on the basis of which a degree or award was conferred an earlier
occasion on this or any candidate.

SUPERVISOR HEAD OF THE DEPARTMENT

Submitted to project evaluation held on........................................ at LOYOLA INSTITUTE OF

TECHNOLOGY, PALANCHUR, CHENNAI.

INTERNAL EXAMINER EXTERNAL EXAMINER

i
 DECLARATION

R.SABARISH ( REG.NO : 210920631031) Bonafide student of the department of

Management studies, Loyola Institute of Technology, Palanchur, Chennai hereby declare
that the summer internship project work entitled AN ORGANISATIONAL STUDY
ALONG WITH IMPACT OF EMPLOYEE MOTIVATION ON TRAINING
EFFECTIVENESS – A STUDY WITH REFERENCE TO ACCSYS DOT COM
STORE PVT LTD CHENNAI “carried out for the partial fulfilment of the requirements
of the award of the degree of “ MASTER OF BUSINESS ADMINISTRATION” of
Anna University, Chennai is my original work.

Name of the student

PLACE: Chennai (R.SABARISH)

DATE: 210920631031

ii
 ACKNOWLEDGEMENT

First of all, I wholeheartedly thank the almighty for giving me the opportunity and strength to
successfully complete my summer internship project.

I render my sincere gratitude to our founder REV. Fr. Dr. J. E.ARUL RAJ OMI, correspondent
REV. Sr. TERESA and our administrator REV. Sr. NAMBIKKAI MARY who persuades me
to do this summer internship project successfully.

I render my sincere gratitude and special thanks to Dr. SUJATHA JAMUNA ANAND, M.E.,
Ph.D the principal of LOYOLA INSTITUTE OF TECHNOLOGY, for giving the opportunity
to undertake this summer project work.

I express my sincere and heartfelt thanks to our HOD, Dr. I. DANIEL LAWRENCE, M.E,
Ph.D., for advice, suggestion and support to complete the work effectively and efficiently.

I wish to express my gratitude to my internal guide Mr. PRAVEEN MBA., DEPARTMENT

OF MANAGEMENT STUDIES, LOYOLA INSTITUTE OF TECHNOLOGY for giving
the opportunity to work in this summer project. She was supportive throughout the time period
and I thank her for the constant guidance and valuable thoughts to complete this summer
internship project.

And I thanks to all my department faculties to support me to complete my summer project.

I am deeply indebted to CHINNAIYINBABU (MANAGING DIRECTOR) for giving me the

permission to undertake my project in their organization. I would like to thank PAUL ABBINESH

L.S (HR) for his valuable guidance and support for completion of the project. And I submit my
thanks to my parents and family for their support. I extend my heart full thanks to J.K
COMPUTERS for neat execution in printing report.

iii
 ABSTRACT

Most employees need motivation to feel good about their jobs and perform optimally. Some
Employees are money motivated while others find recognition and rewards personally motivating.
Motivation levels within the workplace have a direct impact on employee productivity. Workers who
are motivated and excited about their jobs carry out their responsibilities to the best of their ability
and production numbers increase as a result. Employee motivation has always been a central
problem for leaders and managers. Unmotivated employees are likely to spend little or no effort in
their jobs, avoid the workplace as much as possible, exit the organization if given the opportunity
and produce low quality work. On the other hand, employees who feel motivated to work are likely
to be persistent, creative and productive, turning out high quality work that they willingly undertake.
There has been a lot of research done on motivation by many scholars.
The research methodology involves “ identification selection processing, and analyzation” the
population of the study is 230 employees the sampling frame is used in the study is employee
attendance record. A standardized questionnaire is the research instrument used in the study. The
primary data has been collected through a structured questionnaire. The sampling technique used in
the study is simple random sampling technique with a sample size of 65. The key findings of the
study is salary increments, self confidence, work efficiency, quantity and quality of output.

KEYWORDS:
Employee Motivation, Importance, Performance, Techniques and Theories.

iv
 CHAPTER
TABALE OF CONTENTS PAGE NO
NO
CERTIFICATE
BONAFIDE CERTIFICATE I
DECLARATION II
ACKNOWLEDGEMENT III
ABSTRACT IV
LIST OF TABLES V
LIST OF CHART VI
CHAPTER-I INTRODUCTION
1.1 EMLPOYEE MOTIVATION 1-2
1.2 TRAINING EFFICTIVENESS 3-4
1.3 OBJECTIVIES OF THE STUDY 4-5
1.4 NEED OF THE STUDY 5
1.5 SCOPE OF THE STUDY 5
1.6 LIMITATION OF THE STUDY 5
CHAPTER-II REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE 6-8
2.2 COMPANY PROFILE 8-12
2.3 INDUSTRY PROFILE 12-16
CHAPTER-III RESEARCH METHODOLOGY
3.1 SAMPLING FRAME 17
3.2 SAMPLING TECHNIQUE 17
3.3 SAMPLING SIZE 17
3.4 RESEARCH INSTRUMENT 18
CHAPTER-IV DATA ANALYSIS & INTERPRETATION
4.1 PERCENTAGE ANALYSIS 19-28
CHAPTER-V FINDINGS & CONCLUTION
5.1 FINDINGS 29
5.2 SUGGESTIONS 30
5.3 CONCLUTION 31
ANNEXURE BIBLIOGRAPHY 32
QUESTIONNAIRE 33-34

v
 LIST OF TABLES

TABLE NO TITLE PAGE PAGE

NO
SALARY INCREMENTS 19
4.1.1
PRODUCTIVITY 20
4.1.2
21
4.1.3 POLICIES AND
PROCEDURE
22
4.1.4 ABILITIES AND SKILLS

23
4.1.5 INCENTIVES

24
4.1.6 WORK
EFFICIENCY
25
4.1.7 SELF
CONFIDENCE
26
4.1.8 LESSER
SUPERVISION

27
4.1.9 TECHNICAL
KNOWLEDGE AND
SKILLS
28
4.1.10 QUANTITY AND
QUALITY

vi
 LIST OF CHARTS

TABLE TITLE PAGE PAGE NO

NO
SALARY INCREMENTS 19
4.2.1
PRODUCTIVITY 20
4.2.2
21
4.2.3 POLICIES AND
PROCEDURE
22
4.2.4 ABILITIES AND SKILLS

23
4.2.5 INCENTIVES

24
4.2.6 WORK
EFFICIENCY
25
4.2.7 SELF
CONFIDENCE
26
4.2.8 LESSER
SUPERVISION

27
4.2.9 TECHNICAL
KNOWLEDGE AND
SKILLS
28
4.2.10 QUANTITY AND
QUALITY

vii
i
 CHAPTER I

1. INTRODUCTION

1.1 EMPLOYEE MOTIVATION

This study was executed in order to measure the employees’ current satisfaction of
motivational factors and incentives in the company, as well as to use that information to
determine which factors and incentives could be changed, implemented, or eliminated in order to
motivate them to do their best work in the future. Employee motivation, at times, can be an
elusive quest for companies and managers due to the multiplicity of incentives that can influence
employees to do their best work. Furthermore, short-term financial incentives are often seen as
mandatory to foster motivation and are generally viewed very positively by employees in the
workplace. However, recent research has indicated that there are other factors that can
significantly influence motivation and to innovation.

The important task before every manager is to secure optimum performance from each of
his subordinates. The performance of the subordinate, in turn, is determined by his ability to
work and the extent to which he is motivated. Motivation is the process of inducing and
instigating the subordinates to put in their best. Motivation is influenced significantly by the
needs of a person and the extent to which these have been fulfilled. To motivate the subordinates,
the manager must, therefore, understand their needs.

1.1.2 TYPES OF MOTIVATION

Let’s explore the idea of intrinsic and extrinsic motivation more deeply. The idea of
internal and external motivation is easy to grasp. If I do better job because my employer offer me
a bonus, I have been internally motivated. The difference between intrinsic and extrinsic
motivation is more complex and more useful. When you are motivated, either internally or
externally, you are motivated in one of the two ways:

 Intrinsically; Intrinsic motivation occur when you are passionate about a task and
perform it for sheer pleasure of it. The motivator resides within you Only some internal
motivators are truly intrinsic.

1
 Extrinsically; Extrinsic motivates occurs when you perform a task because some force,
either to you (money, rewards, punishment) or to your (a value or a belief that impacts yours
sense of self-worth) drives you perform.

1.1.3 POSITIVE VERSUS NEGATIVE MOTIVATION

 Positive motivation: It seeks to create an optimistic atmosphere in the enterprise.

Positive motivation involves identifying employee potentialities and makes him realize the
possible result by achieving his potentialities. People are said to be motivated positively when
they are shown a reward and the way to achieve it. Such reward may be financial or non-
financial.
 Negative motivation: One can get the desired work done by installing fear in the minds
of people. In this method of motivation, fear of consequences of doing something keeps the
worker in the desired direction. This method has got several limitations. Fear creates frustration,
a hostile state of mind and an unfavorable attitude towards the job which hinders efficiency and
productivity. So, the use of it should be kept to its minimum.

1.1.4 TIPS FOR CREATING MOTIVATING ENVIRONMENT

 Engage: Involving employees is one of the criteria for a intrinsically motivating

environment. From the initial stages of designing a work environment that incorporates choice,
competence and relatedness, engage the team in developing the best process for the group.
 Know your team: since team is made up of many different individuals many different
intrinsic motivators, get to know what their passions in life are, at work and beyond. Knowing
them and lettering them know you is one of the best ways to increase belonging.
 Know your objectives and team goals: It is imperative to know the “facts” of what
must be accomplished. You have goals, and your team has to meet them. These objectives make
up your boundaries and establish the rules for what and when tasks must be completed.
 Make sure you have resources and guides: One of the greatest inhibitors or intrinsic
motivation (actually extrinsic, too) is an organizational and functional barrier. Make sure that
you have the resources-time, materials, etc. available to your team.

2
1.1.5 TRAINING EFFECTIVENESS

Training has increased in importance in today's environment where jobs are complex and
change. Rapidly. Companies that pay lip-service to the need for training, by lazily setting aside a
few hours a year, will soon find themselves at the receiving end when talented employees leave
in frustration and other employees find it difficult to beat rivals with new products, sophisticated
designs and improved ways of selling. To survive and flourish in the present day corporate-
jungle, companies should invest time and money in upgrading the knowledge and skills of their
employees constantly. For, any company that stops injecting itself with intelligence is going to
die. The purpose of this chapter is making the student understand the basic principles, areas, and
methods of training currently in use in the corporate circles.

After employees have been selected for various positions in an organization, training
them for the specific tasks to which they have been assigned assumes great importance. It is true
in many organizations that before an employee is fitted into a harmonious working relationship
with other employees, he is given adequate training. Training is the act of increasing the
knowledge and skills of an employee for performing a particular job. The major outcome of
training is learning. A trainee learns new habits, refined skills and useful knowledge during the
training that helps him improve performance. Training enables an employee to do his present job
more efficiently and prepare himself for a higher-level job.

1.1.6 NEEDS OF TRAINING

 Increases knowledge and skills for doing a particular job it bridges the gap between job
needs and employee skills, knowledge and behaviours.
 Focuses attention on the current job it is job specific and addresses particular
performance deficits or problems.
 Concentrates on individual employees changing what employees know, how they work,
their attitudes toward their work or their interactions with their co-workers or supervisors.
 Tends to be more narrowly focused and oriented toward short-term performance
concerns.
 Newly recruited employees require training so as to perform their tasks effectively.
Instruction, guidance, coaching help them to handle jobs competently, without any wastage.
 Training is necessary to prepare existing employees for higher-level jobs.

3
 Existing employees require refresher training so as to keep abreast of the latest
developments in job operations. In the face of rapid technological changes, this is an absolute
necessity.
 Training is necessary when a person moves from one job to another (transfer). After
training the employee can change jobs quickly, improve his performance levels and achieve
career goals comfortably.
 Training is necessary to make employees mobile and versatile. They can be placed on
various jobs depending on organizational needs. Training is needed to bridge the gap between
what the employee has and what the job demands.
 Training is needed to make employees more productive and useful in the long-run.
 Training is needed for employees to gain acceptance from peers (learning a job quickly
and being able to pull their own weight is one of the best ways for them to gain acceptance).

1.1.7 BENEFITS OF TRAINING

 Training makes an employee more useful to a firm. Hence, he will find employment more
easily.
 Training makes employees more efficient and effective. By combining materials, tools
and equipment in a right way, they can produce more with minimum effort.
 Training enables employees to secure promotions easily. They can realise their career
goals comfortably.
 Training helps an employee to move from one organization to another easily. He can be
more mobile and pursue career goals actively.
 Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morale would be high.

1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

An organizational study along with impact of employee motivation on training

effectiveness with reference to Accsys dot com store private limited Chennai.

4
 SECONDARY OBJECTIVE

 To analyze the present salary and increment will boost your productivity and output.
 To find out organizational policies motivates for achieving aim and objectives of
employees.
 To identify that employees are satisfied with the incentives provided by the organization.
 Training ensures for employees to perform work efficiently.
 Training leads self-confidence to employees to regulate the task independently for
accomplish common goal
 Training engages the systematic process on both quantitative and qualitative aspects of
the company.
1.3.1 NEED OF THE STUDY
 To study the level of employee motivation.
 To study level of financial motivation and non-financial motivation.
 To study how superior can influence motivation.
 To study how far the training program is satisfied for the employees.
 How far the newly recruited employees trained.

1.4 SCOPE OF THE STUDY

 The study is intended to evaluate motivation of employees in the organization.

 The human resource management has to identify employee’s motivation too much with
the organization productivity.
 A good motivational program procedure is essential to achieve goal of the organization.
 The study is intended to evaluate modern management techniques in the organization.
 How far the unique ideas to beat the competitors in the market in order to sustain their
customers
1.5 LIMITATION OF THE STUDY
 Respondents were not able to spend adequate time for the purpose, and were required to
allot time after the shift timing.
 Certain employees were biased in answering to the questions.
 Some workers are hesitating to fill up the questions..

5
 CHAPTER II
EMPLOYEE MOTIVATION

2.1 REVIEW OF LITERATURE

According to Lockley (2012) offering training and development programs that effectively
contributes to personal and professional growth of individuals is another effective employee
motivation strategy. At the same time, Lockley (2012) warns that in order for motivational
aspects of training and development initiatives to be increased, ideally, they need to be devised
and implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have
been branded as effective motivational tools. Moreover argues that motivational aspects of
alternative working patterns along with its other benefits are being appreciated by increasing
numbers of organizations, however, at the same time; many organizations are left behind from
benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004),
according to which members of management primarily should be able to maintain the level of
their own motivation at high levels in order to engage in effective motivation of their
subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in
terms of engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of

intangible motivational tools such as celebrations of birthdays and other important dates with the
participation of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is

identifying what motivates each individual employee taking into account his or her individual
differences. In other words, individual differences have been specified by Thomas (2009) as the
major obstruction for management in engaging in employee motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural
differences between employees in particular. Namely, culture can be explained as knowledge,
pattern of behaviour, values, norms and traditions shared by members of a specific group

6
(Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a
major obstruction in the way of successful employee motivation.

This point has been explained by insisting that certain practices such as engaging in
constructive arguments and dialogues in workplace can prove to be highly motivational for the
representatives of Western culture, whereas the same set of practices can prove to be counter-
productive for employees from Asian countries due to vast cross-cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance
problem for modern employees and stresses its negative impact on the level of employee
motivation. Specifically reasons that unless employees achieve an adequate level of work-life
balance in personal level, management investment on the level of employee motivation can be
wasted

This viewpoint is based on Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for individual needs,
and more basic human needs need to be satisfied in order for the next level needs to serve as
motivators.

In a complex and dynamic environment, leader of the organization used to create the
environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately organizational
performance are enhanced. Smith and Rupp (2003) stated that performance is a role of individual
motivation; organizational strategy, and structure and resistance to change, is an empirical role
relating motivation in the organization.

Likewise, Luthans and Stajkovic (1999) concluded that advancement of human resources
through rewards, monetary incentives, and organizational behaviour modification has generated
a large volume of debate in the human resource and sales performance field.

Likewise, Malina and Selto (2001) conducted a case study in one corporate setting by
using balance score card (BSC) method and found out that organizational outcomes would be
greater if employees are provided with positive motivation. The establishment of operations-
based targets will help the provision of strategic feedback by allowing the evaluation of actual

7
performance against the operations-based targets. Goal-directed behaviour and strategic feedback
are expected to enhance organizational performance (Chenhall 2005).

Kunz and Pfaff (2002) stated no substantive reason to fear an undermining effect of
extrinsic rewards on intrinsic motivation. Decoene and Bruggeman (2006) in their study
developed and illustrated a model of the relationship between strategic alignment, motivation
and organizational performance in a BSC context and find that effective strategic alignment
empowers and motivates working executives. Leaders motivate people to follow a participative
design of work in which they are responsible and get it together, which make them responsible
for their performance.

Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in terms
of firm-level performance. Garg and Rastogi (2006) identified the key issues of job design
research and practice to motivate employees’ performance and concluded that a dynamic
managerial learning framework is required to enhance employees’ performance to meet global
challenges.

Vuori and Okkonen (2012) stated that motivation helps to share knowledge through an
intra-organizational social media platform which can help the organization to reach its goals and
objectives. Den and Verburg (2004) found the impact of high performing work systems, also
called human resource practices, on perceptual measures of firm performance.

Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and
seek to find meaning and purpose in their work, and an aspiration to be part of a community,
hence making their jobs worthwhile and motivating them to do at a high level with a view to
personal and social development.

8
2.2COMPANY PROFILE

COMPANY NAME: ACCSYS DOT COM STORE PVT LTD

Incorporated on :11th June 2018

Directors: 1. C. BABU

2. A.B. SENTHIL KUMAR

Address: #303, 2nd FLOOR, GST ROAD, CHROMEPET, CHENNAI – 600044

Email Id:accsysdotcomstore@gmail.com

Website:www.accsysindia.com

Industry: E- COMMERCE

Accsys Dot Com Store Private Limited is a private incorporated on 11 June 2018. It is
classified as non-govt company and is registered at registrar of companies, Chennai. Its
authorized share capital is Rs. 100,000 and its paid- up capital is Rs. 100,000.it is involved in E-
commerce business activities.

Company they manufacture products like men's fashion, women's fashion, mobile
accessories, men’s watch, women’s watch, school bags, home appliances, groceries, men’s foot
ware, women’s foot ware, sports ware, safety kid, beauty cosmetics etc.

Customer's has website and application to order products. In the website they have given
category, it will display all kind of products in various categories. The customer has various
payment methods such as cash, master card, visa card, debit card, credit card, cheques.

New products were arrived in warehouse they will update about new products and they
will upload the details of the product. That is product code, product description, etc.

9
2.2.1 DIFFERENT DEPARTMENTS IN ACCSYS INDIA PRIVATE LIMITED

Looking beyond a single department and seeing what part everyone plays to achieve this goal is
crucial to its success. Here are often overlooked 5 departments in aAccess India and how they
function together to bring a product to online process.

 Service department
 Finance department
 Information management
 Production and quality assurance department
 Human resource department

2.2.2 THE SERVICE DEPARTMENT

In an Accsysindia, our product would work perfectly all the time. But we are not living in
a perfect world and perfect product performance rarely happens in reality. Products fail to
perform or break down completely. When something goes wrong with a product, the company
sends their service department to fix the situation. In this company service department, typically
populated with employees with backgrounds in electronics and grocery products.

Time is the most important factor to the service team, when a system is broken, they
work to keep the downtime to a minimum to ensure customer satisfaction.

2.2.3 THE FINANCE DEPARTMENT

In Access India Finance department may have made you cringe in the past. Balancing the
budgets in academia is normally equated to begging for grant funding. In our company, financial
experts within a dedicated finance department focus exclusively on the fiscal aspects of running
a company. These include Accounting, controlling and auditing segments. In Access India focus
heavily on planning and organising the company’s finances and producing financial statements
and for the customers it helps to evaluate and approve their credit rating. Once a new customer
starts ordering from a company the finance team will handle the invoices and all issues related to
money trafficking.

2.2.4 THE INFORMATION TECHNOLOGY DEPARTMENT

10
 In Accsysindia, this department plays a pivotal, although often unappreciated, role in
product development. This provides the tools to ensure every department receives information at
the right time and at the right place. In our company most employees and customers only
acknowledge the IT DEPARTMENT’S presence when a computer crashes. Our company IT
team is more than simply a support desk, often including project managers, data scientists,
engineers and developers.

2.2.5 THE PRODUCTION AND QUALITY ASSURANCE DEPARTMENT

Access India turns raw material or other inputs into final products following a series of
processes. This involves the purchasing of the raw materials and effective planning of a long line
of production processes. In our company it monitored to make sure every product is produced
correctly including the correct amount of the product, the correct quality standards of the
product, and so on.

In access India quality assurance dept take responsibility for defining the procedures for
achieving and improving consistent product quality. This constantly working to enhance the
existing production processes and introducing new processes.

2.2.6 THE HUMAN RESOURCE DEPARTMENT

In Access India Human Resource Dept plays a role within business that is responsible for
all things worker-related. In our online regulation HR that stays on top of new legislation guiding
how workers need to be treated during the hiring, working, and firing process. It considered as
business strategists to be the most important of all company resources.

That’s because employees can gain new skills, thereby increasing the size of a company’s
competitive advantage over time. Other resources simply don’t have that capacity.

2.2.7 The list of tasks that handle by our HR Dept oversees is quite lengthy.

 Recruiting
 Background checks
 Relocation

11
 Training and professional development
 Payroll management
 Legal
 Employee relations etc.,

A well functioning of HR department Access India ensures that a business has all of the right
employees it needs, at the right time, at an affordable cost, and it helps support the continued
development of company workers, providing the company with an appreciating human asset.

2.2.8 MISSION OF ACCSYS INDIA:

Our mission is to be a leading MCA provider providing superior quality products and
services at competitive prices. We want be a globally innovative and competitive business
providing 100% genuine services to our customers. We are committed to total customer
satisfaction by providing quality products and services.

2.2.9 VISION OF ACCSYS INDIA:

Our vision is unique, but it’s helpful to see how popular brands express their future goals.

 To accelerate the world’s transition to sustainable energy.

 To serve our customers better, to always be relevant in their lives, and to form lifelong
relationships.
 Our vision is to be Earth’s most customer-centric company; to build a place where people
can come to find and discover anything they might want to buy online.
 To create a better everyday life for the many people.

12
2.3 INDUSTRY PROFILE

2.3.1 Online shopping all over the world

In 1990, Tim Berners-Lee created the first World Wide Web server and browser in UK. It
opened for commercial use in 1991. In 1994 other advances took place, such as online banking
and the opening of an online pizza shop by Pizza Hut. During that same year, Netscape
introduced SSL encryption of data transferred online, which has become essential for secure
online shopping. Also

E-Commerce is the sales channel of the future. The characteristics of the global electronic
market constitute a unique opportunity for companies to more efficiently reach existing and
potential customers by replacing traditional retail stores with web-based business (Limayem,
Khalifa, &Frini, 2000). There are two forms of E-Commerce, one is business to business and
another is business to consumer. The Business to consumer is also called online shopping.

Online shopping indicates electronic commerce to buy products or services directly from
the seller. through the Internet, Internet-based or Click and Order business model has replaced
the traditional Brick and Mortar business model. More people than before are using the web to
shop for a wide variety of items, from house to shoes to airplane tickets. Now people have
multiple options to choose their products and services while they are shopping through an online
platform.

Online shopping has unique characteristics. Huseynov and Yıldırım (2014) emphasized
that the lack of physical interaction tends to be the critical impediment in online retail sales
followed by the privacy of individual information and security of financial transactions over the
Internet. Demangeot and Broderick (2010) also revealed that perceived case of use does not
affect the behavioural pattern in this case rather influenced by security and privacy issues. No
relationship is built between the customer and the online shop in the presence of perceived online
risk even if a customer spent hours on the Internet (Zuroni Goh, 2012).

13
2.3.2 Background of online shopping

In 1994, the German company Inters hop introduced its first online shopping system. In
1995. Amazon launched its online shopping site, and in 1996, eBay appeared.

Originally, electronic commerce was identified as the facilitation of commercial

transactions. electronically, using technology such as Electronic Data Interchange (EDI) and
Electronic Funds Transfer (EFT). These were both introduced in the late 1970s, allowing
businesses to send commercial documents like purchase orders or invoices electronically. The
growth and acceptance of credit cards, automated teller machines (ATM) and telephone banking
in the 1980s were also forms of electronic commerce. Another form of e-commerce was the
airline reservation system typified by Sabre in the USA and Travicom in the UK.

From the 1990s onwards, electronic commerce would additionally include enterprise
resource planning systems (ERP), data mining and data warehousing. In 1990, Tim Berners-Lee
invented the World Wide Web browser and transformed an academic telecommunication
network into a worldwide everyman everyday communication system called internet/www.
Commercial enterprise on the Internet was strictly prohibited by NSF until 1995. Although the
Internet became popular worldwide around 1994 with the adoption of Mosaic web browser, it
took about five years to introduce security protocols and DSL allowing continual connection to
the Internet. By the end of 2000, many European and American business companies offered their
services through the World Wide Web. Since then people began to associate a word
"Ecommeree" with the ability of t purchasing various goods through the Internet using secure
protocols and electronic payment services.

2.3.3 Timeline: -

 1979: Michael Aldrich invented online shopping in UK.

 1981: Thomson Holidays, UK is first B2B online shopping
 1982: Minutely was introduced nationwide in France by France Telecom and used for online
ordering
 1984: Tesco is first B2C online shopping and Mrs. Snowball, 72, is the first online home
shopper.

14
 Although e-Commerce operation first started in late 90s to deliver gifts to Bangladeshi
friends and family members by NRBS (Mohiuddin.2014), the first real local e-commerce or m-
commerce operation was launched by CellBazaar.com in 2006 through WAP service accessed
only by mobile phones (Zainudeen. Samarajiva, & Sivapragasam. 2011).

The growth rate of e-commerce was prolonged in Bangladesh from 2000 to 2008. During that
period, there were some e-commerce websites, but there was no system for an online transaction
(Mahmood, 2015). Hardly few people knew about those sites for the high cost of Internet,
telephone connections, few credit card holders (Hasan, 2014) and lower penetration rate. The
opening up of online payment systems, mobile payment systems, inter-banking payment
gateways in the 90s by Bangladesh Bank propelled the growth of e-commerce in Bangladesh.

The continuous investment of succeeding governments in the country's ICT infrastructure to

fulfill the vision of digital Bangladesh pulled down the Internet cost and spread the availability in
each 492 Upazilas of Bangladesh. The initiative of Bangladesh Government to provide a stable
Internet backbone to connect all government offices through the Internet, to encourage a well-
grounded telecommunication sector, and opening IT parks are all leading indicators that point to
the online shopping industry growth potential. Tables 4 and 5 show the Internet usage and
penetration rate of Bangladesh.

Online stores usually enable shoppers to use "search" features to find specific models, brands
or items. Online customers must have access to the Internet and a valid method of payment in
order to complete a transaction, such as a credit card, an Interac-enabled debit card, or a service
such as PayPal. For physical products (e.g., paperback books or clothes), the e-tailor ships the
products to the customer; for digital products, such as digital audio files of songs or software, the
e-tailor usually sends the file to the customer over the Internet. The largest of these online
retailing corporations are Alibaba, Amazon.com, and eBay.[¹]Online shopping is a form of
electronic commerce which allows consumers to directly buy goods or services from a seller
over the Internet using a web browser or a mobile app. Consumers find a product of interest by
visiting the website of the retailer directly or by searching among alternative vendors using a
shopping search engine, which displays the same product's availability and pricing at different e-
retailers. As of 2020, customers can shop online using a range of different computers and
devices, including desktop computers, laptops, tablet computers and smart phones.

15
 An online shop evokes the physical analogy of buying products or services at a regular
"bricks and-mortar" retailer or shopping centre; the process is called business-to-consumer (B2C)
online shopping. When an online store is set up to enable businesses to buy from other
businesses, the process is called business-to business (B2B) online shopping. A typical online
store enables the customer to browse the firm's range of products and services, view photos or
images of the products, along with information about the product specifications, features and
prices.

16
 CHAPTER III

3.1RESEARCH METHODOLOGY

Research methodology is a scientific approach which is adopted for conducting a

research. It tells as a science of analysis how research is done systematically.

3.3.1 DESCRIPTIVE STUDY

Descriptive research design is concerned with the research studies which portrayal of the
characteristics of a group or individual or a situation.

3.3.2 POPULATION

Population consist of the whole group of people that is the research interested and the
result of the research can be generalized. In my research the entire population of the company is
230 employees.

3.3.3SAMPLING FRAME

After defining the target Population we must assemble a list of all eligible sampling units,
referred to as a sampling frame. In the current study the employee attendance record is the
sampling frame.
3.3.4 SAMPLING TECHNIQUES

Sampling is a process used in statistical analysis in which a predetermined number of

observations are taken from a larger population. In the current study simple random sampling
technique is employed in the study.

3.3.5 SIMPLE RANDOM SAMPLING TECHNIQUES

A simple random sampling is a subset of statistical population in which each member of

the subset has an equal probability of being chosen.

3.3.6 SAMPLE SIZE

Sample size means the number of sampling units selected from the population for
investigation. In my current study the sample size of entire population is 65.

17
3.3.7RESEARCH INSTRUMENT

Research instrument are measurement tool designed to obtain data on a topic of interest.
Research instrument consists of questionnaire, surveys, interviews, checklists. The research
instrument in my study is questionnaire. Study employs standardized questionnaire.

3.3.8 VALIDITY

Validity refers to the extent to which the conclusions drawn from the experiment are true.
Validity consists of four types.
3.3.9 CONTENT VALIDITY
Content validity refers to how well a test measures the behaviour for which it is intended.
3.3.10 CRITERION VALIDITY

Criterion validity is an estimate of the extent to which a measure agrees with a gold
standard the major problem in criterion validity testing, for questionnaire-based measures.

3.3.11 DISCRIMINANT VALIDITY

Discriminant validity tests whether concepts or measurements that are not supposed to be
related are actually unrelated.

3.3.12 CONVERGENT VALIDITY

Convergent validity refers to the degree to which two measures that theoretically should be
related.

18
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
4.1Percentage Analysis

TABLE 4.1.1 SALARY INCREMENTS

S.NO FACTORS RESPONDENTS PERCENTAGE

1 Strongly agree 32 49.2

2 Agree 30 46.2

3 Disagree 2 3.1

4 Strongly disagree 1 1.5

Total 65 100

CHART 4.1.1SALARY INCREMENTS

INFERENCE

Above diagram shows that 49.2% of respondents are Strongly agree with salary
increments and 46.2% of respondents are Agree with salary increments and 3.1% of respondents
are Disagree with salary increments and 1.5% of respondents are Strongly disagree with salary
increments.

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TABLE 4.1.2 PRODUCTIVITY

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 8 12.3
2 Agree 28 43.1
3 Disagree 24 36.9
4 Strongly disagree 5 7.7
Total 65 100

CHART 4.1.2 PRODUCTIVITY

INFERANCE

Above diagram shows that 12.3% of respondents are Strongly agree with productivity
and 43.1% of respondents are Agree with productivity and 36.9% of respondents are Disagree
with productivity and 7.7% of respondents are Strongly disagree with productivity.

20
TABLE 4.1.3 POLICIES AND PROCEDURE

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 16 24.6

2 Agree 29 44.6

3 Disagree 5 7.7

4 Strongly disagree 15 23.1

Total 65 100

CHART 4.1.3 POLOCIES AND PROCEDURE

INFERANCE

Above diagram shows that 24.6% of respondents are Strongly agree with policies and
procedure and 44.6% of respondents are Agree with policies and procedure and 7.7% of
respondents are Disagree with policies and procedure and 23.1% of respondents are Strongly
disagree with policies and procedure.

21
TABLE 4.1.4 ABILITIES AND SKILLS

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 26 40.0

2 Agree 32 49.2

3 Disagree 5 7.7

4 Strongly disagree 2 3.1

Total 65 100

CHART 4.1.4 ABILITIES AND SKILLS

INFERENCE

Above diagram shows that 40.0% of respondents are Strongly agree with abilities and
skills and 49.2% of respondents are Agree with abilities and skills and 7.7% of respondents are
Disagree with abilities and skills 3.1% of respondents are Strongly disagree with abilities and
skills.

22
TABLE 4.1.5 INCENTIVES

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 29 44.6

2 Agree 30 46.2

3 Disagree 3 4.6

4 Strongly disagree 3 4.6

Total 65 100

CHART 4.1.5 INCENTIVES

INFERENCE

Above diagram shows that 44.6% of respondents are Strongly agree with incentives and
46.2% of respondents are Agree with incentives and 4.6% of respondents are Disagree with
incentives and 4.6% of respondents are Strongly disagree with incentives.

23
TABLE 4.1.6 WORK EFFICIENCY

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 24 36.9

2 Agree 32 49.2

3 Disagree 6 9.2

4 Strongly disagree 3 4.7

Total 65 100

CHART 4.1.6 WORK EFFICIENCY

INFERANCE

Above diagram shows that 36.9% of respondents are Strongly agree with work efficiently
and 49.2% of respondents are Agree with work efficiently and 9.2% of respondents are Disagree
with work efficiently and 4.7% of respondents are Strongly disagree with work efficiently.

24
TABLE 4.1.7 SELF CONFIDENCE

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 32 49.2

2 Agree 25 38.4

3 Disagree 4 6.2

4 Strongly disagree 4 6.2

Total 65 100

CHART 4.1.7 SELF CONFIDENCE

INFERANCE

Above diagram shows that 49.2% of respondents are Strongly agree with self confidence
and 38.4% of respondents are Agree with self confidence and 6.2% of respondents are Disagree
with self confidence and 6.2% of respondents are Strongly disagree with self confidence.

25
TABLE 4.1.8 LESSER SUPERVISION

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 4 6.2

2 Agree 9 13.8

3 Disagree 21 47.7

4 Strongly disagree 31 32.3

Total 65 100

CHART 4.1.8 LESSER SUPERVISION

INFERANCE
Above diagram shows that 6.2% of respondents are Strongly agree with lesser
supervision and 13.8% of respondents are Agree with lesser supervision And 47.7% of
respondents are Disagree with lesser supervision and 32.3% of respondents are Strongly disagree
with lesser supervision.

26
TABLE 4.1.9 TECHNICAL KNOWLEDGE AND SKILLS

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 32 49.2

2 Agree 25 38.5

3 Disagree 5 7.7

4 Strongly disagree 3 4.6

Total 65 100

CHART 4.1.9 TECHNICAL KNOWLEDGE AND SKILLS

INFERANCE

Above diagram shows that 49.2% of respondents are Strongly agree with technical
knowledge and skills and 38.5% of respondents are Agree with technical knowledge and skills
and 7.7% of respondents are Disagree with technical knowledge and skills and 1.5% of
respondents are Strongly disagree with technical knowledge and skills.

27
TABLE 4.1.10 QUANTITY AND QUALITY

S.NO FACTORS NO OF RESPONDENTS PERCENTAGE

1 Strongly agree 17 26.2

2 Agree 32 49.2

3 Disagree 13 20.0

4 Strongly disagree 3 4.6

Total 65 100

CHART 4.1.10 QUANTITY AND QUALITY

INFERANCE

Above diagram shows that 26.2% of respondents are Strongly agree with quantity and
quality and 49.2% of respondents are Agree with quantity and quality and 20.2% of
respondents are Disagree with quantity and quality and 4.6% of respondents are Strongly
disagree with quantity and quality.

28
 CHAPTER V

5.1 FINDINGS
 Most of the respondents are strongly agree with salary increments will motivate them more.
 Most of the respondents are agree with the training is needed to makes them more productive.
 Most of the respondents are aware of the policies and procedure maintained in Accsys dot
com store Pvt Ltd.
 Most of the respondents are agree with management motivates and recognize make use of
abilities and skills.
 Most of the respondents are satisfied with incentives provided by the organization.
 Most of the respondents agree with Trained workers can work more efficiently.
 Most of the respondents agree that training improves more self confidence among them.
 Most of the respondents strongly disagree that trained workers need lesser supervision.
 Most of the respondents strongly agree that Training develops technical knowledge and skills
which remains with them.
 Most of the respondents agree that training results in an increase of quantity and quality of
output.

29
5.2 SUGGESTIONS
Every work of the employees must be recognized and rewarded accordingly, so that it would
encourage the employees to work more effectively and efficiently. This would automatically
result in improvement of the employees and organization as well.

Most of the employee agrees that the employee motivation is helpful to get management
improvement, so that company should try to improve more training programs. Non- financial
incentive plans should also be implemented, it can improve the productivity level of the
employees.

Better carrier development opportunities should be given to the employees for their
improvement

Then there would be active and committed participation of staff for the success of the
organization.

I suggested that the management should identify the organisation it may help to improve
their performance.

30
5.3 CONCULTION

A study after the careful analysis, it shows that most of the respondents are inducing
motivators in this organization. By providing modern management techniques the inducing hr
manager are also become organisation. So that they get potential development and the
organization also attains profit in future. By this study it is clear that various function influence
organisation and productivity of the employees. The performance being measured against such
factors as job knowledge, quality of output, initiative, abilities and skills, supervision,
dependability, co- operation.

It also helps in developing strength, and rectifies weakness of the employees ACCESS
DOT COM STORE PRIVATE LIMITED have been conducting training program for the past
three years. From the study it has been identified that the training program is able to identify
employee’s potential and find the motivating factors of employees.

ACCSYS INDIA has been running successfully and has created a good name among its
customers and society.

31
 BIBLIOGRAPHY
BOOKS
 C. B. Gupta, (1996) Human resource management, sultan chand&sons.
 K. Aswahthappa (2001), Human resource and personnel management.
 Dr. C. R. Kothari, (2008) Research methodology.
 Dr. P. c. Pardeshi (2005) Human resource management,

WEBSITES
 WWW.google.com
 WWW.citehr.com
 WWW.scribd.com
 WWW.accsysindia.com

REFERENCE
 Dr. Nikos Kakkos, Dr. Panagiotis Trivellas, Kaliopi Fillipou, 2010. Exploring the link
Between job motivation, work stress and job satisfaction, Evidence from the banking industry.
7th International Conference on Enterprise Systems, Accounting and Logistics (7th ICESAL
2010), Rhodes, Greece pp 211-230.
 Ed Snyder, BS, CBET, and Margy Grasberger, MS 2004. From a Clinical Engineering
Perspective...Understanding Motivation and Employee Satisfaction, Biomedical Instrumentation
& Technology, pp 283-287.
 Ahmad, Z.K. and Bakar, R.A. (2003), “The association between training and
organizational commitment among the white -collar workers in Malaysia”, International Journal
of Training and Development, Vol. 7 No. 3, pp. 166-85.
 Basset-Jones, N. and Lloyd, G.F. (2005), “Does Herzberg’s motivation theory have
staying power?”, The Journal of Management Development, Vol. 24, pp. 929-43.

32
 QUESTIONNAIRE
IMPACT OF EMPLOYEE MOTIVATION ON TRAINING EFFECTIVENESS
Dear Sir/Madam,
I am R. Sabarish final year MBA student from Loyola Institute of technology. I would be
grateful if you could fill the questionnaire. The responses would be held confidential and used
for academic purpose only. Thank you in advance.
Demographic Profile
Employee Name (optional) :

I. Gender
a. Male b. Female
II. Age (in years)
a. 20-30 b. 30-40
c. 40-50 d. 50 & Above
III. Educational Qualification
a. Diploma b. UG
c. PG d. Others
IV. Work Nature
a. Marketing b. Store
c. Finance d. HR
V. Work Experience
a. Less than 10 years b. 10-20 years
c. 20-30 years d. More than 30 years
Please use the scale and fill the questionnaire

1 = Strongly agree 2 = Agree

3 = disagree 4 = Strongly disagree
S.NO ITEMS SCORE
The salary increments given to employees who do their jobs very well motivates
1.
them.
Whether the employees are satisfied with incentives provided by the
2.
organization.
3. Is salary the most important attributes towards employee motivation
4. Is management interested in motivating the employees
5. Does the periodical increase in salary motivates employees the most
Are you satisfied with the support you are getting from the human resource
6. department

7. Does management motivates and recognize make use of any abilities and skills

33
8. Are you aware with policies and procedure to the company
Do you feel that jobs has enough learning opportunities which will help you in
9.
career advancement
Do you think there are right opportunities in the organization for my personal growth
10.
and promotion
11. Do you think the training program motivating employees
12. Do you think training improves self confidence
13. Does your performance has improved after the training
I am satisfied with the arrangements made by the organization during training
14.
program
I am satisfied with the motivation given to the participants during training
15. program

16. Training develops technical knowledge and skills which remains with him
17. Training is needed to make employees more productive and useful in long-run
18. Trained workers can work more efficiently
19. Trained workers need lesser supervision
20. Training results in an increase of quantity and quality of output
21. Training is necessary to prepare existing employees for higher – level jobs
22. Training is necessary when a person moves from one job to another job
23. Training enables management to face the pressure of changing environment

24. Training enables an employee to adapt changes in the work procedure and
methods
25. Newly recruited employees require training to perform their tasks effectively

34