Employee Motivation Complete

CHAPTER-I
INTRODUCTION
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1.1 INTRODUCTION
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.
A salesman occupies an important place in any organization. The success of the selling
organization depends upon the ability and willingness of the sales force to work hard for
achieving the desired results. It can so happen that even organization having the best
selling team could fail to achieve their sales target if the salesmen lack the will to work.
Therefore, ability to work is quite different from willingness to work. It has pointed out
that one can purchase a man’s time and his appetite for work. However, all will agree that
ensuring one’s willingness to work is very necessary to put the firm on the road to
progress and prosperity.
In this context, motivation means inspiring the salesmen to work with zeal and co-operate
with others for the accomplishment of sales objectives. In short, it moves people to take a
desired action. The success of the sales objectives, progress and prosperity of the firm
depend on the motivation of sales force towards achieving the desired goal.
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DEFINITION OF MOTIVATION:
According to S.P Robbins, “Motivation is the willingness to exert high levels of efforts
towards, organizational goals, conditioned by the efforts and ability to satisfy some
individual need”.
According to Dalton McFarland, “Motivation refers to the way in which urges, drives,
aspirations, and strivings or needs direct, control or explain the behaviour of human
beings”.
According to Likert, It is the core of management which shows that every human being
gives him a sense of worth in face to groups which are most important to him. A
supervisor should strike to treat individuals with dignity and recognition of their personal
worth”.
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.
 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.
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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 unfavourable
attitude towards the job which hinders efficiency and productivity. So the use of it
should be kept to its minimum.
RATIONAL VERSUS EMOTIONAL MOTIVATION
 Rational emotion: Traditionally the term rationally is associated with persons

who carefully weight the pros and cons of all the alternatives and then choose the
one that gives them the greatest utility. In the marketing context we can say that
consumes who are ‘rational’ will select the goals after ascertain various objective
criteria such as size, weight, price, etc.
 Emotional motivation: As against this emotional motive are those goals, which
are select on the basis of emotion’s involvement. Usually such goals are selected
purely on personal or subjective criteria such as desire recognition of status, fear,
esteem, love, etc.
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IMPORTANCE OF MOTIVATION:
 Motivation sets in motion the action of the people: In every organization there
are physical, financial and human resources depends on the ability and
willingness of people to work. Motivation put human resources into action.
Motivation builds the will to work among employee and enables the management
to secure the best possible utilization of all resources.
 Motivation improves the efficiency of work performance: Motivation
influences the level of performance of employees, which depends not only on
individual’s abilities but also on his ability to work and willingness to work. Thus,
it helps in increasing productivity, reducing the cost of operations and securing
overall efficiency.
 Ensures achievement of organization goals: Management can achieve the goals
effectively by motivating subordinates to contribute their best efforts towards the
fulfillment of the assigned tasks. If people are not motivated, no purpose can be
served by planning, organizing and staffing functions. By meeting individual
needs through a satisfactory system or rewards, the management can secure the
co-operation subordinates towards the accomplishment of organizational goals.
 Motivation leads to the stability in the workforce: Motivation creates
confidence in the subordinates and secures their loyalty to the organization. The
rate of absenteeism and turnover is reduced; this results in maintaining a stable
force. The skills and experience of employees continue to be available to the
advantage of the organization well as the employees. The organization thereby
builds a better image and is able to attract qualified and competent people.
 Acceptance of organizational changes: organization is created in the society.
Because of changes in the society-changes in technology, value system, etc.
Organization has to incorporate those changes are introduced in the organization;
there is a tendency to resist these changes by the employees. However, if they are
properly motivated, they accept, introduce and implement these changes keeping
the organization on the right track of progress.
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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.
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1.2. OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
 To study on Employee Motivation at VIRTUAL TECHZ PVT LTD.
SECONDARY OBJECTIVE:
 To find out organizational policies motivates for achieving aim and objectives of
employees.
 To analyse the present salary and increment will boost your productivity and
output.
 To identify that employees are satisfied with the incentives provided by the
organization.
 To determine a work environment which motivates employees to perform their
task.
 To increase loyalty against company.
 To study the motivation techniques utilized to stimulate employee growth.
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1.3. 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 know what are the de-motivation factors.
 Motivation is something that moves a person into action and continues him in the
course of action enthusiastically.
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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.
 The organizations can achieve the efficiency also to develop a good
organizational culture.
 The motivation of each employee will lead to the better performance and in turn
satisfies both the employees and the organizations.
 As employee motivation is important for the organization to achieve the desired
goal on time, therefore the employees must be motivated by using various
techniques.
 A good motivational program procedure is essential to achieve goal of the
organization.
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1.5. LIMITATION OF THE STUDY
 Accuracy of the report is completely dependent of the employee’s respondents.

 In depth study could not be conducted because of the limitation time period.
 The respondents were not always open and forth coming, with their views agitates
and not disclosing.
 The changes of biased responses cannot be eliminated through all steps were
taken to avoid the same.
 The Findings of the study cannot be applied to all other fields since it lacks
external validity.
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CHAPTER-II
COMPANY
PROFILE
11
2.1 COMPANY PROFILE
Entrenched with a focus to be a complete Web Designing and a Development

Company, at Mirror Minds we focus on you and your needs! We not only build
informational websites that are CSS/XHTML/PHP built, but those that count on to
increase your bottom line!
Passionate about User Interface and Visual Design, our team of experts perform
everything from programming to search optimization in-house, Photoshop to
Dreamweaver and Illustrator! We also play with XHTML, CSS, PHP, MSQL, Ajax and
spice up with little JavaScript and a lot of usability, accessibility and web standards.
Our role doesn’t stop with that! When it comes to Web Designing, we are not above
bragging! Our ecommerce websites have proven to be some of the best on the web. We
craft websites with usability in mind making the navigational experience simple. This
allows your firm to reach its maximum potential selling products or services online.
Our most valued services include web design & ecommerce website development,
search engine optimization, branding / logo design, as well as other professional
marketing and consultation services.
Since 2009, we have been helping global IT businesses with the help of our momentous
and truly workable IT enabled solutions. Choosing us would ensure you to get your
service/product developed by few of the primo minds in the industry. We are
committing to render the quality services and peerless solutions. All design,
development & digital marketing services we worked are checked for quality before
being delivered to our clients. We endeavor to deliver requested work to you within
committed time frame. Our focal point towards customers’ satisfaction and assurance of
work delivery within the time frame and quality value helps us to get a leading Virtual
Techz. Get in touch with us if you are looking for digital marketing & application
development services.
Our ability to develop code is only the beginning of our capabilities. Being a “custom”
firm, VIRTUAL TECHZ is able to provide our clients with a variety of services. A few
of the services available from VIRTUAL TECHZ include:
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 System Architecture and Design
 Development
 Project Management
 IT Support and Network Administration
 Complete Turnkey Systems
 Testing and Quality Assurance
 Feasibility Studies
 Technical Documentation and Training Services
 Placement and Recruiting Services
Areas of Expertise
Virtual Techz consultants have experience in many different aspects of the development
process. Because we are a custom firm, there are no limits on what projects we can
undertake. It is this ability that has enabled Virtual Techz to accumulate experience in so
many diverse areas. A few of these include:
 Application Design, Development, and Testing (GUI, Database, etc.)

 Web Development (Internet/Intranet)
 Web-Enabling Applications
 Engineering, Scientific, and Data Collection
 Semiconductor EDA Applications
 Point-of-Sale and General Business Services Applications
 System Architecture and Implementation
 Client/Server Applications and Distributed Systems
 Systems Integration • Platform Migrations and Code Porting
 Object-Oriented Design and Analysis
 Project Management Consulting
 Technical Documentation and Training
Virtual Techz provides its clients with immediate, proven development resources. By
forming long-term relationships with our clients, we maintain continuity with their
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development efforts. Our staff becomes familiar with their particular development
environments, needs, and methods. This enables Virtual Techz to respond rapidly, as our
client’s needs change.
VIRTUAL TECHZ has experience throughout the complete IC design flow. The
following are
Processes:
 Library Characterization
 Simulation and Modeling
 Floor-planning & Timing Budgeting
 Logic Verification
 Synthesis
 Automatic Place and Route (APR)
 Layout Parasitic Extraction
 In-place Optimization and Back-annotation
 Static/Dynamic Timing Analysis
 Physical Verification
Technologies:
 System-on-Chip (SoC)
 Application Specific Integrated Circuits (ASICs)
 Digital Signal Processors (DSPs)
 Very Large Scale Integration (VLSI)
 Very Deep SubMicron (VDSM)
 Cadence TestBuilder Verification Reuse Methodology (VRM) and
Transaction Verification Modules (TVMs)
Tools:
 Cadence Tools (NC-SIM, Silicon Ensemble, etc.)

 Mentor Tools (DA, DC, Calibre, etc.)
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 Synopsys Tools (PT/DC/LC shells, Arcadia, etc.)
 Other Vendors: SiliconMetrics (CellRater), Silicon Valley Research
(DCP), Ultima (UDC), Avant! (PL, AP, etc.), and others.
Languages:
 RTL, SPICE, VHDL, Vital, Verilog, Verilog PLI (Programming

Language Interface), ALF (Advanced Library Format), Synopsys
Library Format, IBIS (I/O Buffer Information Specification), Mentor’s
Ample Language, Cadence’s Pillar Database, and others.
 C++, C, Assembly, Lisp, Skill, Pascal, FORTRAN, COBOL, Tcl/Tk,
Tix, Perl, Python, Swig, shell scripting, XML, HTML, CGI, Java, JSP,
and others.
Platforms:
 Unix (Solaris, SunOS, HP-UX, Linux, AIX), Windows (XP back to 2.x), DOS,
OS/2, VMS, MacOS
As a custom software development firm, Virtual Techz Software has amassed an

impressive resume of EDA projects. It’s the custom nature of our development projects
that has enabled Virtual Techz to acquire vast experience in many diverse areas of the
design flow. Our experience, in conjunction with our high quality personnel, enables
Virtual Techz to be dynamic enough to tackle almost any EDA project. No matter what
your development challenge, Virtual Techz consultants can be a valuable resource.
System Architecture and Design:
Design is often the most critical phase of any software development effort. In many
cases, the quality of the finished software is directly proportional to the quality of the
initial design. One metaphor is particularly appropriate… Ask yourself this question:
What quality of house would you get if you built it with no blueprints? Custom software
development is an investment. As with any substantial investment, planning is crucial.
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However, there is a trade-off. It is possible to over-design. This leads to lost time and
money. VIRTUAL TECHZ has the experience to strike the proper balance.
Development:
The key to quality development is sharp people with a well thought-out plan. Good
organization allows developers to modularize the development process. This results in
rapid implementation of a system that can be easily tested and expanded for future
versions. VIRTUAL TECHZ provides a highly qualified technical staff with years of
software development experience.
Project Management:
Virtual Techz clients often require additional consulting and managerial support to
supplement their in-house development efforts. Virtual Techz is uniquely qualified to
provide this vital support. The professionals at Virtual Techz have worked on countless
software development efforts, and as a result are well equipped to quickly anticipate and
address problem areas on a given project. Virtual Techz can serve as troubleshooters or,
if need be, assume management of an entire project.
IT Support and Network Administration… Virtual Techz has IT network professionals

familiar with all types of heterogeneous networks. Clients have utilized our services to
design, install, and manage their network systems. Some clients have even outsourced
the IT support for their entire office to Virtual Techz.
Testing and Quality Assurance:
With our experience in the software development field, Virtual Techz can provide an
extremely valuable third-party perspective, when brought in to test/QA another vendor’s
software. System testing is fundamental to the quality of any software. Although many
developers take short-cuts and settle for only testing their software during development
(Alpha-Testing), we at Virtual Techz always encourage our clients to include a distinct
testing phase to any software project. This testing phase allows the system to be tested as
a completed unit, and is usually done by someone other than the developer. In this
manner, additional user feedback on the functionality and usability of the software can be
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integrated prior to initial release. Completion of the testing phase is accomplished
through preliminary use by actual end users of the software in the real world conditions
of the client's site (Beta-Testing).
Android App Development
 From small businesses to enterprises, marketing promotion to gaming, we’ve

produced over 250 high-quality products!
 Analyse your business objective
 Develop and Deploy the mobile application on the Google Play
 Widget Development
Windows App Development
 Stared with iOS apps, won over Android. Windows Mobile were no exceptions
 With over 600+ apps to our credit Nua is undoubtedly one of the most
experienced mobile app development company today
 Not just technical brilliance but we bring to the table creative prowess
 Leveraging mobile technology to create solutions goes beyond developing apps
PHP Web Development
 Our web designers are expert in their skill

 Advantage of PHP is its simplicity and universality
 PHP works on different servers and with different data bases
 The PHP platform is an effective alternative to commercial software for building
and running dynamic and high performance web systems and wed applications
Search Engine Optimization
 SEO helps online based companies to get better ranking in the search engine
 Website analysis, competition check, Keyword analysis
 Internet Marketing (SEO,SMO,SEM) Traffic increase
 On-Site Optimization, Link Building
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 Mobile and Tablet Optimization
CHAPTER-III
REVIEW OF
LITERATURE
18
3.1 LITERATURE REVIEW
The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by
Shields (2007) in terms of its positive contribution in boosting employee morale. Shields
(2007) stresses two specific advantages of such a practice that relate to offering
employees a chance to raise their concerns and put across their points regarding various
aspects of their jobs, as well as, supplying them with the feeling of engagement and
appreciation.
 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 by Llopis (2012).
Moreover, Llopis (2012) 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
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 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 byThomas (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 (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 Lockley (2012) 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, Llopis (2012) 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;
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organizational strategy, and structure and resistance to change, is an empirical
role relating motivation in the organization.
 Likewise, Luthans and Stajkovic (1999) concluded that advancement of human
resources through rewards, monetary incentives, and organizational behavior
modification has generated a large volume of debate in the human resource and
sales performance field.
 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 performance against the
operations-based targets. Goal-directed behavior 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
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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.
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CHAPTER-IV
RESEARCH
METHODOLGY
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4.1RESEARCH METHODOLOGY
Research is a Search of knowledge. A careful investigation or enquiry. A systematic
effort to gain new knowledge. Those are call an ‘Research’.
Research is a movement of knowledge from known to known from the available

place to the required place. According to Clifford wode, ‘Defining and re- defining
problems formulating the hypothesis or just tested solutions. Collecting, organizing and
evaluating data. Making detection and reaching conclusions to determine whether fit the
formulating the hypothesis ‘The purpose of research to find out solutions to the problem,
which has not been discovered by anybody.
4.1.1 RESEARCH DESIGN
Those methods which are used by the researcher during the course of studying are
research problem are termed on research methods.
Definition:
‘Research design is the plan, structure, and strategy of investigation conceived so as to

obtain answer to research question and to control variance.’- BY KERLINGER
From definition it is evident that research design is more or less a blue print of research.
At the outset may be noted that there are several ways of Studying and tackling problem.
There is no signal perfect design.
4.1.2 SOURCES OF DATA
The sources of data collection methods are as follows.
Primary data
The primary data is that which details we collect first time from the market and also used
first time in the research. We also say that the information is first time in the research
decision. To collect the primary data questionnaire is prepared structured non disguise
questionnaire is prepared.
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Secondary data
Secondary data are those data which are already collected by someone for some purpose
and are available for the study; secondary data are already collected by the company`s
records and other library’s books. When the secondary data are sufficient, the researcher
has to be satisfied with the primary sources of data. Secondary data can be used as bases
for comparison with primary data have been collected by questionnaire.
Data collection method:
Researcher instruments is the tool by which the researcher can do research on specific
problems or objective. The most popular researcher instrument for collection data is
‘Questionnaire’ for a particular investigation. It is a simple for a moiled set of questions
presented to respondents for their answers. Due to this flexibility, it is most common
instrument used to collect the primary data. During the pre – testing of questionnaire, I
seen the reaction of respondents and suggestions required to make change in research
instrument.
Questionnaire development: the questionnaire developed for use in this study will be
analyzed they are
Dichotomous: It generate nominal data; it consists of yes or no options where the

respondents have to select any one.
Multiple choices: It contains more than two alternatives where the respondents have to
make a single choice.
Ranking: It consists of various factors where the respondents are free to rank them
according to their preference.
Open ended question: In this the respondents records their ideas in their own words in
the space provided in the questionnaire.
Closed ended question: These type of questions do not allow the respondents to give
answer freely.
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4.1.3 SAMPLING PLAN:
Sampling is a process of obtaining. The information about the entire population by

examine a part of it. The effectiveness of the research depends on the sample size
selected for the survey purpose.
4.1.3.1 SAMPLING METHODS:
The researcher has used probability sampling in which simple random sampling is used.
A simple random sample is a subset of statistical population in which each member of the
subset has an equal probability of being chosen.
4.1.3.2 SAMPLE SIZE:-
For the purpose of proper survey, there is need of perfect research instruments to find out
sample size for more accurate result about Employee Motivation in VIRTUAL TECHZ
Pvt Ltd Chennai. The sample size is 200 respondents.
Population Size:-
The population size is the universe as define in the study is all the direct production
employees whose total strength is 200.
4.1.3.3 SAMPLING TECHNIQUE:
The technique used for selecting the sample is simple random sampling, where each and
every item in the whole population is equal and independent chance of being included in
the sample. The sample selected for the study is representation of the universe as the
sample area.
4.2 SATISTICAL TOOLS:
The tools that will be used for the research of the project will be confirmed after data’s
are collected.
 CHI – SQUARE TEST.
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 SPEARMAN’S RANK CORRELATION.
4.2.1 CHI-SQUARE TEST ANALYSIS:
The chi-square tests a fairly, simple and definitely the most popular of all the other tools,
the chi-square Test is most widely used non-parametric tests in statistical work. It makes
no assumption about being sampled. The quality chi-square describes the magnitude of
discrepancy between theory and observation.
2
( Oij −Eij )
(x ) =
2
Eij
Where
Q – Observed frequency
E – Expected Frequency
The frequency can be calculated from the following equation
Row total∗Column total
E=
Grand total
4.2.2 SPEARMAN’S RANK CORRELATION:
When the variables under considerations are not capable of quantitative measurement but
can be arranged in serial order (ranks) we find correlation between the ranks when we
deal with qualitative characteristics such as honestly hearty, etc. this method is called
spearman’s rank difference method or ranking method of the correlation co-efficient so
obtained is called rank correlation co-efficient and is denoted by r this method was
developed by Charles Edward spearman a British psychologist 1904 spearman’s rank
correlation co-efficient is defined
6d 2
r =1−
n ( n 2−1 )
Spearman’s rank correlation co-efficient is also used when the measurement is given for
both the services.
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CHAPTER-V
DATA ANALYSIS
&
INTERPRETATION
28
TABALE 5.1.1
GENDER OF RESPONDENTS
S.NO FACTORS NO.OF.RESPONDENTS PERCENTAGE
1 Male 110 55%
2 Female 90 45%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 55% of the respondents fall under the
category of males in the organization, 45% of the respondents are of female in the
organization.
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CHART 5.1.1
GENDER OF RESPONDENTS
200
200
180
160
140
110
120
90
100
80
60
40
20 0.55 0.45 1
0
Male Female Total
NO.OF.RESPONDENTS PERCENTAGE
30
TABLE 5.1.2
MARITAL STATUS OF RESPONDENTS
S.NO FACTORS NO.OF.RESPONDETS PERCENTAGE
1 Married 95 48%
2 Un- Married 105 52%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 48% of the respondents are under married,
52% of the respondents are under unmarried.
31
CHART 5.1.2
MARITAL STATUS OF RESPONDENTS
95, 48%
Married
200, 100% Un- Married
Total
105, 52%
32
TABLE 5.1.3
AGE OF RESPONDENTS
S.NO FACTORS NO. OF. RESPONDENTS PERCENTAGE
1 15 – 20 19 9%
2 20 – 30 117 58%
3 30 – 40 49 25%
4 Above 40 years 15 8%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 9% of the respondents are of age 15 - 20,
58% of the respondents are 20 – 30, 25% of the respondents are 30 – 40, 8% of the
respondents are above 40 years.
33
CHART 5.1.3
AGE OF RESPONDENTS
19, 9%
117, 58% 15 - 20
20 - 30
200, 100% 30 - 40
Above 40 years
Total
49, 25%
15, 8%
34
TABLE 5.1.4
DEPARTMENT OF RESPONDENTS
1 Production 37 18%
2 Human Resources 44 22%
3 R&D 32 16%
4 Others 87 44%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 18% of the respondents are under the
department of Production in the organization, 22% of the respondents are under the
department of Human Resources, 16% of the respondents are under the department of
Research & Development, 44% of the respondents are under other departments.
35
CHART 5.1.4
DEPARTMENT OF RESPONDENTS
200
200
180
160
140
120
87
100
80
60 44
37 32
40
20 18% 22% 16% 44% 100%
0
Production Human Resources R&D Others Total
NO. OF. RESPONDENTS PERCENTAGE
36
TABALE 5.1.5
EXPERIENCE OF RESPONDENTS
1 0–1 25 12%
2 1–2 58 29%
3 2–5 79 40%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 12% of the respondents experience in years
0 – 1, 29% of the respondents experience in years 1 – 2, 40% of the respondents
experience in years 2 – 5, 19% of the respondents experience in years above 5 years.
37
CHART 5.1.5
200
200
180
160
140
120
100
79
80
58
60
38
40 25
20 0.12 0.29 0.4 0.19 1

0
0-1 1.2 2.5 Above 5 years Total
38
TABALE 5.1.6
INCOME OF RESPONDENTS
1 Below 10,000 24 12%
2 10,000 – 15000 47 24%
3 15,000 - 20,000 88 44%
4 Above 20,000 41 20%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 12% of the respondents in below income
10000, 24% of the respondents are 10000 – 15000, 44% of the respondents are 15000 –
20000, 20% of the respondents are above 20000.
39
CHART 5.1.6
200
200
180
160
140
120
100 88
80
60 47
41
40 24
20 0.12 0.24 0.44 0.2 1
0
Below 10,000 10,000 - 15000 15,000 - 20,000 Above 20,000 Total
40
TABLE 5.1.7
WORKING YEARS OF RESPONDENTS
1 0 - 5 Years 90 45%
2 5 - 10 Years 69 34%
3 10 - 15 Years 27 14%
4 More Than 15 Years 14 7%
Total 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 45% of respondents working in the
organization 0 – 5 years, 34% of respondents working in the organization 5 – 10 years,
14% of respondents working in the organization 10 – 15 years, 7% of respondents
working in the organization more than 15 years.
41
CHART 5.1.7
WORKING YEARS OF RESPONDENTS

200
200
180
160
140
120
90
100
69
80
60
40 27
14
20 0.45 0.34 0.14 0.07 1
0
0 - 5 Years 5 - 10 Years 10 - 15 Years More Than 15 Total
Years
42
TABLE 5.1.8
SALARY INCREMENTS GIVEN TO EMPLOYEES DO THEIR

JOBS VERY WELL MOTIVATES
1 Strongly agree 85 42%
2 Agree 80 40%
3 Neither (or) nor disagree 30 15%
4 Disagree 5 3%
5 Strongly disagree 0 0%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 42% of the respondents are strongly agree
with the salary increments given to their jobs very well motivates, 40% of the
respondents are agree, 15% of the respondents are neither agree (or) nor disagree, 15% of
the respondents are disagree, 0% of the respondents are strongly disagree.
43
CHART 5.1.8
SALARY INCREMENTS GIVEN TO EMPLOYEES DO THEIR

JOBS VERY WELL MOTIVATES
200
200
180
160
140
120
100 85 80
80
60
30
40
20 0.42 0.4 0.15 5 0.03 0 0 1
0
Strongly agree Agree Neither (or) Disagree Strongly TOTAL
nor disagree disagree
44
TABLE 5.1.9
FINANCIAL INCENTIVES MOTIVATES EMPLOYEES MORE

THAN NON FINANCIAL INCENTIVES
2 Agree 50 25%
4 Disagree 40 20%
TOTAL 200 100%
INTERPRETATION:
with financial incentives motivates employees more than non financial incentives, 25% of
the respondents are agree, 10% of the respondents are neither agree (or) nor disagree,
20% of the respondents are disagree, 15% of the respondents are strongly disagree.
45
CHART 5.1.9
FINANCIAL INCENTIVES MOTIVATES EMPLOYEES MORE

THAN NON FINANCIAL INCENTIVES
200
200
180
160
140
120
100
80 60
50
60 40
30
40 20
20 0.3 0.25 0.1 0.2 0.15 1
0
46
TABLE 5.1.10
EMPLOYEE THINK MOTIVATES THE EMPLOYEE MOST
S.NO FACTORS NO OF RESPONDENTS PERCENTAGE
1 Achievement 74 37%
2 Recognition 36 18%
3 Responsibility 40 20%
4 Advancement 50 25%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 37% of the respondents are employee think
motivates the employee most says that achievement, 18% says that recognition, 20% says
that responsibility, 25% says that advancement.
47
CHART 5.1.10
EMPLOYEE THINK MOTIVATES THE EMPLOYEE MOST

200
200
180
160
140
120
100
74
80
50
60 40
36
40
20 0.37 0.18 0.2 0.25 1
0
Achievement Recognition Responsibility Advancement TOTAL
NO OF RESPONDENTS PERCENTAGE
48
TABLE 5.1.11
SALARY THE MOST IMPORTANT ATTRIBUTE TOWARDS

EMPLOYEE MOTIVATION
1 Yes 153 77%
2 No 47 23%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 77% of the respondents are said yes for
salary is the most important attribute towards employee motivation, 23% of the
respondents are said no.
49
CHART 5.1.11
SALARY THE MOST IMPORTANT ATTRIBUTE TOWARDS

EMPLOYEE MOTIVATION
200
200
180
153
160
140
120
100
80
47
60
40
0.77000000000000
20 1 0.23 1
0
Yes No TOTAL
50
TABLE 5.1.12
MANAGEMENT INTERESTED IN MOTIVATING THE

EMPLOYEES
2 Agree 70 35%
3 Neither agree 35 17%
4 Disagree 5 3%
TOTAL 200 100%
INTERPRETATION:
with management interested in motivating the employees, 35% of the respondents are
agree, 17% of the respondents are neither agree (or) nor disagree, 3% of the respondents
are disagree, 0% of the respondents are strongly disagree.
51
CHART 5.1.12
MANAGEMENT INTERESTED IN MOTIVATING THE

EMPLOYEES
200
200
180
160
140
120
90
100
70
80
60
35
40
20 0.45 0.35 0.17 5 0.03 0 0 1
0
Strongly agree Agree Neither agree Disagree Strongly TOTAL
disagree
52
TABLE 5.1.13
INCENTIVES MOTIVATES THE EMPLOYEES MORE
1 Financial 146 73%
2 Non-financial 54 27%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 73% of the respondents says that financial
type of incentives motivates the employees more, 27% of the respondents says that non-
financial type of incentives motivates the employees more.
53
CHART 5.1.13
INCENTIVES MOTIVATES THE EMPLOYEES MORE
200
200
180
160 146
140
120
100
80
54
60
40
0.73000000000000
20 1 0.27 1
0
Financial Non-financial TOTAL
54
TABLE 5.1.14
PERFORMANCE APPRAISAL ACTIVATES HELPFUL IN

MOTIVATING
2 Agree 80 40%
4 Disagree 10 5%
TOTAL 200 100%
INTERPRETATION:
with performance appraisal activates helpful in motivating, 40% of the respondents are
agree, 15% of the respondents are neither agree (or) nor disagree, 5% of the respondents
55
CHART 5.1.14
PERFORMANCE APPRAISAL ACTIVATES HELPFUL IN

MOTIVATING
200
200
180
160
140
120
100 80
70
80
60
30
40
10
20 0.35 0.4 0.15 0.05 0 0 1
0
disagree
56
TABLE 5.1.15
CAREER DEVELOPMENT OPPORUTNITIES MOTIVATES THE

MOST
2 Agree 90 45%
4 Disagree 3 1%
TOTAL 200 100%
INTERPRETATION:
with the career development opportunities motivates the most, 45% of the respondents
are agree, 16% of the respondents are neither agree (or) nor disagree, 1% of the
respondents are disagree, 0% of the respondents are strongly disagree.
57
CHART 5.1.15
CAREER DEVELOPMENT OPPORTUNITIES MOTIVATES THE

MOST
200
200
180
160
140
120
90
100
75
80
60
32
40
0.38000000000000
20 1 0.45 0.16 3 0.01 0 0 1
0
disagree
58
TABLE 5.1.16
PERIODICAL INCREASE IN SALARY MOTIVATES EMPLOYEES

THE MOST
2 Agree 80 40%
4 disagree 2 1%
TOTAL 200 100%
INTERPRETATION:
with the periodical increase in salary motivates employees the most, 40% of the
59
CHART 5.1.16
PERIODICAL INCREASE IN SALARY MOTIVATES EMPLOYEES

THE MOST
200
200
180
160
140
120
100 84 80
80
60
34
40
20 0.42 0.4 0.17 2 0.01 0 0 1
0
Strongly agree Agree Neither agree disagree Strongly TOTAL
disagree
60
TABLE 5.1.17
SATISFIED WITH THE SUPPORT GETTING FROM

THE HUMAN RESOURCE DEPARTMENT
2 Agree 82 41%
4 Disagree 20 10%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 28% of the respondents are satisfied with
the support getting from the Human Resources department that strongly agree, 41% of
the respondents are agree, 21% of the respondents are neither agree (or) nor disagree,
61
CHART 5.1.17
SATISFIED WITH THE SUPPORT GETTING FROM

THE HUMAN RESOURCE DEPARTMENT
200
200
180
160
140
120
100 82
80
56
60 42
40 20
20 0.28 0.41 0.21 0.1 0 0 1
0
disagree
62
TABLE 5.1.18
EMPLOYEES MOTIVATED WITH THE JOB THAT PROVIDES

VARIEITY, INTEREST AND STIMULATION
2 Agree 82 41%
4 Disagree 20 10%
TOTAL 200 100%
INTERPRETATION:
with employees motivates with the job that provides variety, interest and stimulation,
41% of the respondents are agree, 32% of the respondents are neither agree (or) nor
disagree, 10% of the respondents are disagree, 1% of the respondents are strongly
disagree.
63
CHART 5.1.18
EMPLOYEES MOTIVATED WITH THE JOB THAT PROVIDES

VARIEITY, INTEREST AND STIMULATION
200
200
180
160
140
120
100 82
80 64
60
32
40 20
0.32000000000000
20 0.16 0.41 1 0.1 2 0.01 1
0
disagree
64
TABLE 5.1.19
EMPLOYEES GET MOTIVATED BY BEING GIVEN SCOPE TO

ORGANISE OWN APPROACH TO WORK
2 Agree 79 39%
4 Disagree 20 10%
TOTAL 200 100%
INTERPRETATION:
with employees get motivated by being given scope to organize own approach to work,
disagree.
65
CHART 5.1.19
EMPLOYEES GET MOTIVATED BY BEING GIVEN SCOPE TO

ORGANISE OWN APPROACH TO WORK
200
200
180
160
140
120
100 79
80
50
60 40
40 20
0.39000000000000 11
20 0.2 1 0.25 0.1 0.06 1
0
disagree
66
TABLE 5.1.20
SATISFIED WITH THE BREAKS AND LEAVES GIVEN IN THE

ORGANIZATION
1 Highly dissatisfied 73 36%
2 Satisfied 80 40%
3 Neither satisfied 37 19%
4 Dissatisfied 10 5%
TOTAL 200 100%
INTERPRETATION:
From the above table it It is clearly inferred thatt36% of the respondents are highly
satisfied with the breaks and leaves given in the organization, 40% of the respondents are
satisfied, 19% of the respondents are neither satisfied, 19% of the respondents are
dissatisfied, 0% of the respondents are highly dissatisfied.
67
CHART 5.1.20
SATISFIED WITH THE BREAKS AND LEAVES GIVEN IN THE

ORGANIZATION
200
80
73
37
10
0.36 0.4 0.19 0.05 0 0 1
Highly dissatisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied TOTAL
68
TABLE 5.1.21
MANAGEMENT MOTIVATES AND RECOGNIZE MAKES USE OF

ANY ABILITIES AND SKILLS
2 Agree 70 35%
4 Disagree 5 2%
TOTAL 200 100%
INTERPRETATION:
with management motivates and recognize makes use of any abilities and skills, 35% of
the respondents are agree, 18% of the respondents are neither agree (or) nor disagree, 2%
of the respondents are disagree, 0% of the respondents are strongly disagree.
69
CHART 5.1.21
MANAGEMENT MOTIVATES AND RECOGNIZE MAKES USE OF

ANY ABILITIES AND SKILLS
200
200
180
160
140
120
90
100
70
80
60
35
40
20 0.45 0.35 0.18 5 0.02 0 0 1
0
70
TABLE 5.1.22
EMPLOYEES ENCOURAGED TO DEVELOP NEW AND MORE

EFFICIENT WAY TO DO WORK
2 Agree 80 40%
4 Disagree 2 1%
TOTAL 200 100%
INTERPRETATION:
with the employees encouraged to develop new and more efficient way to do work, 40%
of the respondents are agree, 17% of the respondents are neither agree (or) nor disagree,
71
CHART 5.1.22
EMPLOYEES ENCOURAGED TO DEVELOP NEW AND MORE

EFFICIENT WAY TO DO WORK
200
200
180
160
140
120
100 85 80
80
60
33
40
20 0.42 0.4 0.17 2 0.01 0 0 1
0
72
TABLE 5.1.23
TYPES OF INCENTIVES MOTIVATES MORE
1 Incentives 90 45%
2 Promotion 80 40%
3 Appreciation letters 30 15%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 45% of the respondents are says that
incentives motivates more, 40% of the respondents are says that promotion motivates
more, 15% of the respondents are says that appreciation letters.
73
CHART 5.1.23
TYPES OF INCENTIVES MOTIVATES MORE
90, 45%
200, 100%
Incentives
Promotion
Appreciation lettes
TOTAL
80, 40%
30, 15%
74
TABLE 5.1.24
SATISFIED WITH THE INCENTIVES PROVIDED BY THE

ORGANIZATION
2 Satisfied 92 46%
4 Dissatisfied 3 1%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 38% of the respondents are highly satisfied
with the incentives provided by the organization, 46% of the respondents are satisfied,
15% of the respondents are neither satisfied, 1% of the respondents are dissatisfied, 0%
of the respondents are highly dissatisfied.
75
CHART 5.1.24
SATISFIED WITH THE INCENTIVES PROVIDED BY THE

ORGANIZATION
75, 37.5%
Highly dissatisfied
Satisfied
200, 100% Neither satisfied
Dissatisfied
92,46% Highly dissatisfied
TOTAL
30, 15%
3; 1%
76
TABLE 5.1.25
FACTORS MOTIVATES MOST
1 Salary increase 60 30%
2 Promotion 50 25%
3 Leave 20 10%
4 Motivational talks 40 20%
5 Recognition 30 15%
TOTAL 200 100%
INTERPRETATION:
From the above table it is clearly inferred that 30% of the respondents are said salary
increase motivates most, 25% of the respondents are said promotion motivates most, 10%
are said leave motivates most, 20% are said motivational talks motivates most, 15% are
said recognition motivates most.
77
CHART 5.1.25
FACTORS MOTIVATES MOST
200
200
180
160
140
120
100
80 60
50
60 40
30
40 20
20 0.3 0.25 0.1 0.2 0.15 1
0
Salary increase Promotion Leave Motivational Recognition TOTAL
talks
78
TABLE 5.1.26
SATISFIED WITH THE PRESENT SALARY AND INCENTIVES

PROVIDED BY THE ORGANIZATION
2 Satisfied 86 43%
TOTAL 200 100%
INTERPRETATION:
with the present salary and incentives provided by the organization, 43% of the
respondents are satisfied, 20% of the respondents are neither satisfied, 10% of the
respondents are dissatisfied, 1% of the respondents are highly dissatisfied.
79
CHART 5.1.26
SATISFIED WITH THE PRESENT SALARY AND INCENTIVES

PROVIDED BY THE ORGANIZATION
200
200
180
160
140
120
100 86
80
52
60
40
40 20
20 0.26 0.43 0.2 0.1 2 0.01 1
0
80
TABLE 5.1.27
AWARE WITH POLICES AND PROCEDURE TO THE COMPANY

AND FIND SATISFACTORY
2 Satisfied 80 40%
TOTAL 200 100%
INTERPRETATION:
with policies and procedure of the company, 40% of the respondents are satisfied, 32% of
the respondents are neither satisfied, 10% of the respondents are dissatisfied, 1% of the
respondents are highly dissatisfied.
81
CHART 5.1.27
AWARE WITH POLICES AND PROCEDURE TO THE COMPANY

AND FIND SATISFACTORY
200
200
180
160
140
120
100
80
80 63
60
34
40
20
0.32000000000000
20 0.17 0.4 1 0.1 3 0.01 1
0
82
TABLE 5.1.28
FEEL THAT YOUR JOB HAS ENOUGH LEARNING

OPPORTUNITES WHICH WILL HELP YOU IN CAREER
ADVANCEMENT
2 Agree 70 35%
4 Disagree 30 15%
TOTAL 200 100%
INTERPRETATION:
with this job has enough learning opportunities which will help in career advancement,
disagree.
83
CHART 5.1.28
FEEL THAT YOUR JOB HAS ENOUGH LEARNING

OPPORTUNITES WHICH WILL HELP YOU IN CAREER
ADVANCEMENT
200
200
180
160
140
120
100
80 70
60 50
30 30
40
20
20 PERCENTAGE; 100%
15% 35% 25% 15% 10%
0
Strongly agree Agree Neither (or) nor Disagree Strongly TOTAL
disagree disagree
84
TABLE 5.1.29
RIGHT OPPORTUNITIES IN THE ORGANIZATION FOR

PERSONAL GROWTH AND PROMOTION
2 Agree 80 40%
4 Disagree 21 11%
TOTAL 200 100%
INTERPRETATION:
with that there are right opportunities for my personal growth and promotion, 40% of the
85
CHART 5.1.29
RIGHT OPPORTUNITIES IN THE ORGANIZATION FOR

PERSONAL GROWTH AND PROMOTION
200
200
180
160
140
120
100 80
80
56
60 40
40 21
20 0.2 0.4 0.28 0.11 3 0.01 1
0
86
5.2 STATISTICAL TOOLS
AND PROBLEMS
87
5.2.1 CHI-SQUARE TEST
AIM
To the test significant relationship between experience and income of the respondents.
HYPOTHESIS:
Null hypothesis H0: There is significant difference between the experience and income of
the respondents
ALTERNATIVE HYPOTHESIS H1:
There is significant relationship between the experience and income of the respondents.
The observed frequency (o) is the value obtained from the collected data and the expected
frequency is obtained from the equation.
Row total∗Columntotal
E=
Grand t otal
The next step the corresponding value of O and E are calculated using the formula in
equation.
88
TABLE-1
1 0–1 25 12%
2 1–2 58 29%
3 2–5 79 40%
Total 200 100%
89
CHI-SQUARE TEST
TABLE-2
1 Below 10,000 24 12%
2 10,000 - 15000 47 24%
3 15,000 - 20,000 88 44%
4 Above 20,000 41 20%
Total 200 100%
90
OBSERVED FREQUENCY (O)
EXPERIENCE/ BELOW 10,000- 15,000- ABOVE TOTA

INCOME 10,000 15,000 20,000 20,000 L
0–1 17 3 2 3 25
1–2 3 15 30 10 58
2–5 3 19 35 22 79
Above 5 years 1 10 21 6 38
24 47 88 41 200
91
EXPECTED FREQUENCY (E)
EXPERIENCE/ BELOW 10,000- 15,000- ABOVE

INCOME 10,000 15,000 20,000 20,000
0-1 3 5.875 11 5.125
1-2 6.96 13.63 25.52 11.89
2-5 9.48 18.565 34.76 16.195
Above 5 years 4.56 8.93 16.72 7.79
92
CHI-SQUARE TABLE
O E O-E (O-E)2 (O-E)2/E
17 3
14 196 65.333333
3 5.875
-2.875 8.26563 1.4069149
2 11
-9 81 7.3636364
3 5.125
-2.125 4.51563 0.8810976
3 6.96
-3.96 15.6816 2.2531034
15 13.63
1.37 1.8769 0.1377036
30 25.52
4.48 20.0704 0.7864577
10 11.89
-1.89 3.5721 0.3004289
3 9.48
-6.48 41.9904 4.4293671
19 18.565
0.435 0.18922 0.0101926
35 34.76
0.24 0.0576 0.0016571
22 16.195
5.805 33.698 2.0807672
1 4.56
-3.56 12.6736 2.7792982
10 8.93
1.07 1.1449 0.1282083
21 16.72
4.28 18.3184 1.0955981
6 7.79
-1.79 3.2041 0.4113094
TOTAL 89.399074
93
FORMULA
CHI - SQUARE
WHERE,
O = Observed Frequency
E = Expected Frequency
Row total∗Column total

∑=
Grand total
DEGREE OF FREEDOM
=(R-1)*(C-1)
= (4-1)*(4-1)
=3*3
=9
Tabulate value at degree of freedom at 5% of significant level = 2.366
Calculate value of chi – square = 89.399
Here,
Calculate value > Tabulated value (i.e) calculate value is greater < Tabulated value
So, H1 is accepted and H0 is rejected.
RESULT:
Hence there is a significant level between the experience of the respondents and
income of the respondents.
94
5.2.2 SPEARMAN’S RANK CORRELATION
Calculation of spearman’s rank correlation co-efficient.
The observed value of factors regarding the satisfied with the present salary
and incentives provided by the organization.
S.NO FACTORS NO.OF.RESPONDENTS RANK(X)
1 Highly dissatisfied 52 2
2 Satisfied 86 1
3 Neither satisfied 40 3
4 Dissatisfied 20 4
The observed value regarding the aware with polices and procedure to the
company and find satisfactory.
S.NO FACTORS NO.OF.RESPONDENTS RANK(Y)
2 Satisfied 80 1
3 Neither satisfied 63 2
4 Dissatisfied 20 4
95
CALULATION OF CORRELATION:
RANK(X) RANK(Y) D=X-Y D2
2 3 -1 1
1 1 0 0
3 2 1 1
4 4 0 0
5 5 0 0
TOTAL 2
6 ∑ d2
r =1−
n(n 2−1)
6 (2)
r =1−
5(25−1)
12
r =1−
120
r =0.9
RESULT:
Also r =0.9 indicates a high positive correlation between the satisfied with the
present salary and incentives provided by the organization & and aware with polices and
procedure to the company and find satisfactory.
96
CHAPTER-VI
FINDINGS
&
CONCLUTION
97
6.1 FINDINGS:
 It is clearly inferred that 55% of the respondents fall under the category of males
in the organization, 45% of the respondents are of female in the organization.
 It is clearly inferred that 48% of the respondents are under married, 52% of the
respondents are under unmarried.
 It is clearly inferred that 9% of the respondents are of age 15 - 20, 58% of the
respondents are 20 – 30, 25% of the respondents are 30 – 40, 8% of the
respondents are above 40 years.
 It is clearly inferred that 18% of the respondents are under the department of
Production in the organization, 22% of the respondents are under the department
of Human Resources, 16% of the respondents are under the department of
Research & Development, 44% of the respondents are under other departments.
 It is clearly inferred that 12% of the respondents experience in years 0 – 1, 29% of
the respondents experience in years 1 – 2, 40% of the respondents experience in
years 2 – 5, 19% of the respondents experience in years above 5 years.
 It is clearly inferred that 12% of the respondents in below income 10000, 24% of
the respondents are 10000 – 15000, 44% of the respondents are 15000 – 20000,
20% of the respondents are above 20000.
 It is clearly inferred that 45% of respondents working in the organization 0 – 5
years, 34% of respondents working in the organization 5 – 10 years, 14% of
respondents working in the organization 10 – 15 years, 7% of respondents
working in the organization more than 15 years.
 It is clearly inferred that 42% of the respondents are strongly agree with the salary
increments given to their jobs very well motivates, 40% of the respondents are
agree, 15% of the respondents are neither agree (or) nor disagree, 15% of the
 It is clearly inferred that 30% of the respondents are strongly agree with financial
incentives motivates employees more than non financial incentives, 25% of the
respondents are agree, 10% of the respondents are neither agree (or) nor disagree,
98
20% of the respondents are disagree, 15% of the respondents are strongly
disagree.
 It is clearly inferred that 37% of the respondents are employee think motivates the
employee most says that achievement, 18% says that recognition, 20% says that
responsibility, 25% says that advancement.
 It is clearly inferred that77% of the respondents are said yes for salary is the most
important attribute towards employee motivation, 23% of the respondents are said
no.
 It is clearly inferred that 45% of the respondents are strongly agree with
management interested in motivating the employees, 35% of the respondents are
 It is clearly inferred that 73% of the respondents says that financial type of
incentives motivates the employees more, 27% of the respondents says that non-
financial type of incentives motivates the employees more.
performance appraisal activates helpful in motivating, 40% of the respondents are
 It is clearly inferred that 38% of the respondents are strongly agree with the career
development opportunities motivates the most, 45% of the respondents are agree,
16% of the respondents are neither agree (or) nor disagree, 1% of the respondents
 It is clearly inferred that 42% of the respondents are strongly agree with the
periodical increase in salary motivates employees the most, 40% of the
 It is clearly inferred that 28% of the respondents are satisfied with the support
getting from the Human Resources department that strongly agree, 41% of the
99
employees motivates with the job that provides variety, interest and stimulation,
41% of the respondents are agree, 32% of the respondents are neither agree (or)
nor disagree, 10% of the respondents are disagree, 1% of the respondents are
strongly disagree.
employees get motivated by being given scope to organize own approach to work,
39% of the respondents are agree, 25% of the respondents are neither agree (or)
nor disagree, 10% of the respondents are disagree, 6% of the respondents are
strongly disagree.
 It is clearly inferred that36% of the respondents are highly satisfied with the
breaks and leaves given in the organization, 40% of the respondents are satisfied,
19% of the respondents are neither satisfied, 19% of the respondents are
management motivates and recognize makes use of any abilities and skills, 35%
of the respondents are agree, 18% of the respondents are neither agree (or) nor
disagree.
 It is clearly inferred that 42% of the respondents are strongly agree with the
employees encouraged to develop new and more efficient way to do work, 40% of
the respondents are agree, 17% of the respondents are neither agree (or) nor
disagree.
 It is clearly inferred that 45% of the respondents are says that incentives motivates
more, 40% of the respondents are says that promotion motivates more, 15% of the
respondents are says that appreciation letters.
 It is clearly inferred that 38% of the respondents are highly satisfied with the
incentives provided by the organization, 46% of the respondents are satisfied,
15% of the respondents are neither satisfied, 1% of the respondents are
100
 It is clearly inferred that 30% of the respondents are said salary increase motivates
most, 25% of the respondents are said promotion motivates most, 10% are said
leave motivates most, 20% are said motivational talks motivates most, 15% are
said recognition motivates most.
 It is clearly inferred that 26% of the respondents are highly satisfied with the
present salary and incentives provided by the organization, 43% of the
respondents are satisfied, 20% of the respondents are neither satisfied, 10% of the
respondents are dissatisfied, 1% of the respondents are highly dissatisfied.
 It is clearly inferred that 17% of the respondents are highly satisfied with policies
and procedure of the company, 40% of the respondents are satisfied, 32% of the
respondents are neither satisfied, 10% of the respondents are dissatisfied, 1% of
the respondents are highly dissatisfied.
 It is clearly inferred that 15% of the respondents are strongly agree with this job
has enough learning opportunities which will help in career advancement, 35% of
the respondents are agree, 25% of the respondents are neither agree (or) nor
disagree, 15% of the respondents are disagree, 10% of the respondents are
strongly disagree.
 It is clearly inferred that 20% of the respondents are strongly agree with that there
are right opportunities for my personal growth and promotion, 40% of the
101
6.2 SUGGESTIONS:
The suggestion for the findings from the study are follows
 In order to improve the productivity company needs to add some more additional
motivation policy
 The easy way to motivate employees by offering monitory awards and effective
appraisal system.
 Nonfinancial incentive plans should also be implemented; it can improve the
productivity level of the employees.
 Organization should give importance to communication between employees and
gain co-ordination through it.
 Skills of the employees should be appreciated.
 Better career development opportunities should be given to the employees for
their improvement.
 If the centralized system of management is changed to a decentralized one, then
there would be active and committed participation of staff for the success of the
organization.
102
6.3 CONCLUSION:
The study is carried out to determine the employees’ motivation level towards
VIRTUAL TECHZ PVT LTD. The company need to provide proper motivation to
employees their fore the employees can be develop their career as well company output
well also increase. The performance appraisal activities really play a major role in
motivating the employees of the organization. It is a major factor that makes an employee
feels good in is work and result in his satisfaction too. The organization can stills
concentrate on specific areas which are evolved from this study in order to make the
motivational programs more effective. Internal as well external factor a influence the
employee’s are working mindset so the company needs to create peaceful environment.
103
BIBLOGRAPHY
104
BIBLIOGRAPHY
BOOKS:
 ASWTHAPPA, Human Resource and personnel management,

 ’’ TATA McGraw Hil, 2003.
 RADHA ‘‘Human resource management’’ Himalaya publication.
 C.R.KOTHARI,’’ Research Methodology,’’ New Age International
PUBLISHERS.SECOND REVISED EDITION, 2004.
WEBSITES:
www.srenterprises.com
www.hrblogs.com
www.wikipedia.com
www.scribd.com
www.inc.com
105
ANNEXURE
106
STUDY ON EMPLOYEE MOTIVATION AT VIRTUAL TECHZ PVT
LTD
QUESTIONNAIRE
Personal Details:
1. Name :
2. Gender :
 Male
 Female
3. Marital status :
 Married
 Un-married
4. Age :
 15-20
 20-30
 30-40
 Above 40 years
5. Department into organization.
 Production
 Human resources
 R&D
 Others
6. Experience in years.
 0-1
 1-2
 2-5
 Above 5 years
7. Monthly income.
 Below 10,000
 10,000-15,000
 15,000-20,000
 Above 20,000
8. From how many years you are working in this organization.
 0-5 years
 5-10 years
 10-15 years
 More than 15 years
107
9. The salary increments given to employees who do their jobs very well
motivates them.
 Strongly agree
 Agree
 Neither agree (or) nor disagree
 Disagree
 Strongly disagree
10. Financial incentives motivates employees more than non financial incentives.
 Strongly agree
 Agree
 Disagree
11. As an employee what do you think motivates the employee most?
 Achievement
 Recognition
 Responsibility
 Advancement
12. Is salary the most important attribute towards employee motivation.
 yes
 No
13. Is management interested in motivating the employees.
 Strongly agree
 Agree
 Disagree
14. Types of incentives motivates the employees more.
 Financial
 Non financial
15. Is performance appraisal activates helpful in motivating.
 Strongly agree
 Agree
 Disagree
16. Does the career development opportunities motivates you the most?
 Strongly agree
 Agree
 Disagree
108
17. Does the periodical increase in salary motivates employees the most?
 Strongly agree
 Agree
 Disagree
18. Are you satisfied with the support you are getting from the Human Resource
Department?
 Strongly agree
 Agree
 Disagree
19. Are employees motivated with the job that provides variety, interest and
stimulation.
 Strongly agree
 Agree
 Disagree
20. Does employees get motivated by being given scope to organise own
approach to work?
 Strongly agree
 Agree
 Disagree
21. Are you satisfied with the lunch break, rest breaks and leaves given in the
organization.
 Highly satisfied
 Satisfied
 Neither satisfied
 Dissatisfied
 Highly dissatisfied
22. Does management motivates and recognize makes use of any abilities and
skills.
 Strongly agree
 Agree
 Disagree
109
23. Does employees encouraged to develop new and more efficient way to do
your work.
 Strongly agree
 Agree
 Disagree
24. Which type of incentives motivates you more?
 Incentives
 Promotion
 Appreciation letters
25. How far you are satisfied with the incentives provided by the organization?
 Satisfied
 Dissatisfied
26. Following factors which motivates you most?
 Salary increase
 Promotion
 Leave
 Motivational talks
 Recognition
27. Are you satisfied with the present salary and incentives provided by the
organization.
 Satisfied
 Dissatisfied
28. Are you aware with policies and procedure to the company and find
satisfactory.
 Satisfied
 Dissatisfied
29. Do you feel that your job has enough learning opportunities which will help
you in career advancement.
 Strongly agree
 Agree
 Disagree
110
30. Do you think there are right opportunities in the organization for my
personal growth and promotion.
 Strongly agree
 Agree
 Disagree
Give your valuable suggestion to improve motivation among employees.
111

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CHAPTER-I

Only some internal motivators are truly intrinsic.

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

RATIONAL VERSUS EMOTIONAL MOTIVATION

 Rational emotion: Traditionally the term rationally is associated with persons

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

 To study on Employee Motivation at VIRTUAL TECHZ PVT LTD.

 To study the level of employee motivation.

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

 Accuracy of the report is completely dependent of the employee’s respondents.

Entrenched with a focus to be a complete Web Designing and a Development

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As a custom software development firm, Virtual Techz Software has amassed an

System Architecture and Design:

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Testing and Quality Assurance:

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Search Engine Optimization

The role of facilitating quality subordinate-superior communication at various levels

Research is a movement of knowledge from known to known from the available

4.1.1 RESEARCH DESIGN

‘Research design is the plan, structure, and strategy of investigation conceived so as to

4.1.2 SOURCES OF DATA

The sources of data collection methods are as follows.

Data collection method:

Dichotomous: It generate nominal data; it consists of yes or no options where the

Sampling is a process of obtaining. The information about the entire population by

4.1.3.1 SAMPLING METHODS:

4.1.3.2 SAMPLE SIZE:-

4.1.3.3 SAMPLING TECHNIQUE:

4.2 SATISTICAL TOOLS:

 CHI – SQUARE TEST.

4.2.1 CHI-SQUARE TEST ANALYSIS:

S.NO FACTORS NO.OF.RESPONDENTS PERCENTAGE

1 Male 110 55%

Total 200 100%

MARITAL STATUS OF RESPONDENTS

S.NO FACTORS NO.OF.RESPONDETS PERCENTAGE

2 Un- Married 105 52%

Total 200 100%

MARITAL STATUS OF RESPONDENTS

S.NO FACTORS NO. OF. RESPONDENTS PERCENTAGE

Total 200 100%

S.NO FACTORS NO. OF. RESPONDENTS PERCENTAGE

2 Human Resources 44 22%

Total 200 100%

NO. OF. RESPONDENTS PERCENTAGE

S.NO FACTORS NO. OF. RESPONDENTS PERCENTAGE

4 Above 5 years 38 19%

Total 200 100%

20 0.12 0.29 0.4 0.19 1

NO. OF. RESPONDENTS PERCENTAGE

S.NO FACTORS NO. OF. RESPONDENTS PERCENTAGE

1 Below 10,000 24 12%

2 10,000 – 15000 47 24%

3 15,000 - 20,000 88 44%

4 Above 20,000 41 20%