CHAPTER 1

1.1 INTRODUCTION

An issue which usually generates a great deal of attention from most managers,
administrators, and those involved in human resources management is the issues of how to
successfully motivate employee. While it is true that aspect like staff recruitment, controlling,
managing, leading, and many more are of great importance to the success of an
organization’s employee motivation is generally considered a core element in running a
successful business.

In the organization setting the word “motivation” is used to describe the drive that
impels an individual to work. truly motivated person is one who “watts” to work both
employees and employers are interested in understanding motivation if employees know what
strengthens and weakens their motivation, they can often perform more effectively to find
more satisfaction in their job . Employers want to know what motivates their employees so
that they can get them to work harder. The concept of motivation implies that people choice
the path of action they follow.

When behaviour scientists use the word motivation, they think to its something
steaming from within the person technically. The term 8 has its origin in the Latin
word”mover” which means “to move” thus the word motivation stands for movement. If a
manager truly understands his subordinates motivation. He can channel their “inter-state”
towards command goals.i.e. goals, shared by both the individual and the organization. It is a
well known fact that human beings have great potential but they do not use it fully.When
motivation is absent. Motivation factors are those which make people give more than a fair
day's work and that is usually only about sixty five percent of a person's capacity, obviously,
every manager should be releasing hundred percent of an individual’s to maximize
performance for achieving organizational goals and at the same to enable the individual to
develop his potential and gain satisfaction . Thus every manager should have both interest
and concernabouthow to enable people to perform task willingly and to the best of their
ability. At one time,employees were considered just another input into the production of
goods and services. What perhaps changed this way of thinking about employees was
research, referred to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932
this study found employee are not motivated solely by money and employee behaviour is
linked to their attitudes.

The Hawthorne studies began the human relations approach to management, where by the
needs and motivation of employees becomes the primary focus of managers.

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DEFINITION OF MOTIVATION

Lillis “it is the stimulation of any emotion or desire operating upon one's will and
promoting or driving it to action.

theyencyclopaedias of management '’ motivation refers to degree of readiness of an

organism to pursue some designated goal and implies the determination of the nature and
locus of the force including the degree of readiness.

DUBIN” Motivation is the complex of forces starting and keeping a person at work in an
organization.

GUILLERMAN” It is the stimulation of any emotion or desire operating upon one will band
promoting or driving it to action.

HERZBERG” motivation represents a satisfied need which creates states of tension or

disequilibrium causing the individual to move in a goal directed patterns towards restoring a
state of equilibrium by satisfying the needs.

VITILES” motivation represents an unsatisfied need which creates a state tension

ordisequilibrium causing the individual to make in a goal directed pattern towards restoring s
state of equilibrium by satisfying the need.

MEMORIA”A willingness to expand energy to achieve a goal or reward. It is a force that

activates dormant energies and sets in motion the action of the people. It is the people. This is
the function that kindles a burning passion for action among the human being of an
organization.

MOTIVATION-MEANING

Employee motivation refers to the forces and reasons that inspire employee engage in
their work .Research shows that motivated and productive employees contribute to the
company profitability .Employees work to increase employee motivation because research
indicates that motivated employees lead to increased quality work and improved attendance.

Although employee motivation varies from employee to employee, some motivators

include money, nonmonetary incentives, job promotion, paid time off, feedback and
recognition.

Managers also must consider how frequently they after motivational items and the
number of rewards offered at one time. Offering only one reward demotivates employees,
according to research, who say that one reward only motivates existing top performers,
instead of motivating underperformers.

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TECHNIQUES OF MOTIVATION

 Positive and negative motivation.

 Financial and non-financial motivation.
 Individual and group motivation.
 Extrinsic and intrinsic motivation.

FEATURES OF MOTIVATION

 Motivation is a psychological phenomenon. Motivation is an internal feeling which

means it cannot be forced on employees. The internal feelings such as need, desire,
aspirations etc. Influence human behaviour to behave in a particular manner.
 Motivation produces goal directed behaviour. Motivation induces people to behave
in such a manner so that they can achieve their goal. Motivated person need no
supervision or direction. He will always work in desired manner.
 Motivators can be positive as well as negative. To motivate employee’s managers
use various motivators .some are negative few examples of positive motivators are
promotion, increment, bonus, respect, recognition etc.
 Motivation is a complex process. Motivation is a complex and difficult task. In order
to motivate people a manager must understand various types of human need. Human
needs are mental feelings which can be measured accurately. If manager measures
them accurately then also every person uses different approaches to satisfy his need.
Some get satisfied with monetary incentives, some which non – monetary some with
positive and some with negative motivators. So it is not possible to generalization in
motivation.
 Motivation is a dynamic and continuous process. Human beings are ever-changing.
Human needs are unlimited and go on changing continuously. Satisfaction of one
need gives rise to another so managers have to continuously perform the function of
motivation.
IMPORTANCE OF MOTIVATION

Motivation one of the most important factors determining organizational efficiency.

Every superior in the organization must motivate his subordinates for the right of behaviour.
An important function of personal management is an organization is getting the work done by
the employee’s to achieve the organizational objectives. Motivation is one of the best
methods to include a man on the job to work more effectively to have the best results towards
common objectives.

PROCESS OF MOTIVATION

1. Unsatisfied need. Motivation process begins when there is an unsatisfied need in

human being.
2. Tension. The presence of unsatisfied need gives him tension.

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 3. Drive. This tension creates an urge of drive in the human being an he starts looking
for various alternatives to satisfy the drive.
4. Search behaviour .after searching for alternatives the human being starts behaving
according to chosen option.
5. Satisfied need. After behaving in a particular manner for a long time then he
evaluates that whether the need is satisfied or not.
6. Reduction of tension .after fulfilling the need the human being gets satisfied and his
tension gets reduced.
ADVANTAGES OF MOTIVATION

 Increased productivity
 Higher quality-higher customer satisfaction
 Lower labour turnover
 Lower recruitment and selection costs
 Better communication and teamwork with each other
 Better customer service

DISADVANTAGES OF MOTIVATION

 Motivational rewards may become expected, so when employees achieve them it

does not motive them, and if they don’t achieve them can be motivating
 May be de- motivating for other employees if they are not motivated as much as
other employees
 Financial motivation such as piece rate quality may suffer as they are trying to rush
 Non-financial motivation such as job rotation lacks specialisation and is time –
consuming to change between roles.
TYPES OF MOTIVATION

1. Achievement motivation: it is the drive to pursue and attain goals. An individual

with achievement motivation wishes to achieve objectives and advance up on the
ladder of success. Here, accomplishment is important for its own shake and not for the
rewards that accompany it. It is similar to ‘kaizen’ approach of Japanese management.
2. Affiliation motivation: it is drive relate to people on a social basis .persons with
affiliation motivation perform work better when they are complimented for their
favourable attitudes and co-operation.
3. Competence motivation: it is the drive to be good at something, allowing the
individual to perform high quality work. Competence motivated people seek job
mastery, take pride in developing and using their problem-solving skills and strive to
be creative when confronted with obstacles. They learn from their experience.
4. Power motivation: it is the drive to influence people and change situations. Power
motivated people wish to create an impact on their organization and are willing to
take risks to do so.

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 5. Attitude motivation: attitude motivation is how people think and feel .it is their self
confidence, their belief in themselves, their attitude to life. It is how they feel about
the future and how they react to the past.
6. Incentive motivation: it is where a person or a team reaps a reward from an activity.
It is “you do this and you get that”, attitude. It is the types of awards and prizes that
drive people to work a little harder.
7. Fear motivation: fear motivation coercion’s a person to act against will. It is
instantaneous and gets the job done quickly. It is helpful in the short run.

Methods of motivation

 Empowerment –giving employees more responsibility and decision making authority

increase their elements of control over the tasks for which they are held responsible
and better equips them to carry out those tasks . As a result, feelings of transaction
arising from being held accountable for something one does not have the resources to
carry out are diminished. Energy is diverted from self – preservation to improved task
accomplishment.
 Creativity and innovation- at many companies, employees with creative ideas do not
express them to management for fear that their input will be ignored or ridiculed.
Company approval and toeing the company line have become so ingrained in some
working environments that both the employee and the organization suffer , when the
power to create in the organization is pushed down from the top to line personnel,
employees who know a job ,product, or service, best are given the opportunity to use
their ideas to improve it.
 Learning – if employees are given the tools and the opportunities to accomplish
more, most will take on the challenge. Companies can motivate employees to achieve
more by committing to perpetual enhancement of employees skills.
 Quality of life – the number of hours worked each week by American workers is on
the rise, and many families have two adults working those increased hours. Under
these circumstances, many workers are left wondering how to meet the demand of
their lives beyond the workplace. Often this concern occurs while at work and may
reduce an employee’s productivity and morale.
 Monetary incentive- for all championing of alternative motivators, money still
occupies a major place in the mix of motivators. The sharing of a company's profits
gives incentive to employees to produce a quality product, perform a quality service,
or improve the quality of a process within the company.
 Other incentives –study after study has found that the most effective motivators of
workers are nonmonetary. The most effective rewards, such as letters of
recommendation and time off from work, enhanced personal fulfilment and self-
respect. In the end, a program that combines monetary reward system and satisfies
intrinsic, self –actualizing needs may be most potent employee motivator.

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THEORIES OF MOTIVATION:

MASLOW’S THEORY: If Maslow’s theory holds, there are some important implications
for management. There are opportunities motivate employees through management style, job
design, company events, and compensation packages, some examples of which follows:
Physiological needs: provide lunch break, rest breaks, and wages that are sufficient to
purchase the essentials of life.

Physiological needs:

Physiological needs are those required to sustain life, such as:

 Air
 Water
 Nourishment
 Sleep

According to Maslow’s theory, if such needs are not satisfied then one’s motivation will arise
from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until
one has met the needs basic to one’s bodily functioning.

SAFETY: once physiological needs are not met, one’s attention turns to safety and security
in order to be free from the threat of physical and emotional harms. Such needs might be full
filled by:

 Living in safe area

 Medical insurance
 Job security
 Financial reserves

According to Maslow’s hierarchy, if a person feels that he or she is in harm’s way, higher
needs will not receive much attention

SOCIAL NEEDS: once a person has met the lower level physiological and safety needs,
higher level needs becomes important, the first of which are social needs. Social needs are
those related to interaction with other people and May includes:

 Need for friends

 Needs for belonging
 Needs to give and receive love

ESTEEM: once a person feels a sense of “belonging”, the needs to feel important arises.
Esteem needs may be classified as internal and external. Internal esteem needs are those
related to self esteem such as self respect and achievement. External esteem needs are those
such as social status and recognition.

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Some esteem needs are:

 Self respect
 Achievement
 Attention
 Recognition
 Reputation
Maslow later refined his model to include a level between esteem needs and self-
actualization: the need for knowledge and aesthetics

SELF ACTUALIZATION:self actualization is the summit of Maslow hierarchy of needs. It

is the quest of reaching one full potential as a person. Unlike lower level needs, this need is
never fully satisfied: as one grows psychologically opportunities to continue to grow.

Self-actualized people tend to have needs such as:

 Truth
 Justice
 Wisdom
 Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized
moments of profound happiness and harmony. According to Maslow only a small percentage
of the population reaches the level of self-actualization.

HERZBERG’S TWO-FACTOR THEORY

However, not all people are driven by the same needs- at any time different people may
be motivated by entirely different factors. It is important to understand the ne4eds being
pursued by each employee. To motivate the employee, the manager must be able to recognize
the need level at which the employee is operating, and use those needs as level of motivation.

The two-factor theory examines the degree to which individuals are satisfied or
dissatisfied at work. Herzberg’s theory provided two lists of needs. For examples, work
conditions related to satisfying psychological needs were determined to be motivation factors.
On the other hand, hygiene factors were related to dissatisfaction and were caused by
discomfort or pain.

MCCLELLAND’S NEED THEORY

McClelland’s need theory focuses on personality and learned needs. He categorized motives
into three manifest needs: need for achievement, needs for affiliation, and needs for power.

 NEED FOR ACHIEVEMENT: The needs for achievement refer to seeking

excellence in performance and difficult, challenging goals. Research indicates the
people with a high need for achievement outperform those with a moderate or low
need for achievement.

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  NEEDS FOR POWER: The need for power is concerned with making an impact on
others, influencing others, changing people or events, and making a different in life.
McClelland further distinguished between socialized power (used for the benefit of
many) and personalized power (used for personal gain)
 NEED FOR AFFILIATION: The need for affiliation emphasizes the establishment
and nurturing of intimate relationship with other people. In contrast, individuals with
a high need for autonomy, as outlined in Murray’s manifest needs theory, value
independence and freedom from constraints. Students will be able to identify the
different between individuals by using an example of telecommuting and by
discussing which individual would be more comfortable with this change in
organization interaction.
ALDERFERG’S THEORY:

To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical

research, Clayton alerter redefined it in his own terms. His rework is called as ERG theory of
motivation. He categorized Maslow’s hierarchy of needs into three simpler and broader
classes of needs:

 EXISTENCE NEEDS: There includes needs for basic material necessities. In short,
it includes an individual’s physiological and physical safety needs.
 RELATEDNESS NEEDS: These include the aspiration individuals have for
maintaining significant interpersonal relationship (be it with family, peers or
superiors), getting public fame and recognition. Maslow’s social needs and external
component of esteem needs fall under this
 GROWTH NEEDS: These include need for self development and personal growth
and advancement. Maslow’s self actualization needs and intrinsic component of
esteem needs fall under this category of needs.

VROOM’S EXPECTANCY THEORY:

The expectancy theory of victor vroom deals with motivation and management. Vroom’s
theory assumes that behaviour is a result from conscious choices is to maximize pleasure and
minimize pain. Together with Edward Lawler and Lyman porter, vroom suggested that the
relationship between people’s behaviour at work and their goals was not as simple as was
first imagined by other scientists. Vroom realized that an employee’s performance is based on
individual factors such as personality, skills, knowledge, experience and abilities. The
expectancy theory says that individuals have different sets of goals and can be motivated if
they have certain expectations.

 VALENCE: Refers to the emotional orientations which people holds with respect to
outcomes (rewards),. The depth of the want of an employee for extrinsic (money,
promotion, free time, benefits) or intrinsic (satisfaction) rewards. Management must
discover what employees appreciate.

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  EXPECTANCY: Employees have different expectations and levels of confidence
about what they are capable of doing. Management must discover what resources,
training, or supervision the employees need.

FACTORS OF MOTIVATION:

HERZBERG’S TWO FACTOR THEORY:

However not all people are driven by the same needs at any time different people may
be motivated by entirely different factors. It is important to understand the needs
being pursued by each employee. To motivate an employee, the manager must be able
to recognize the needs level at which the employee is operating and use those needs as
level of motivation.
The two factor theory examines the degree to which individuals are satisfied or
dissatisfied at work. Herzberg theory provided two lists of needs. For example, work
conditions related to satisfying psychological needs were determined to be motivation
factors. On the other hand, hygiene factors were related to dissatisfaction and were
caused by discomfort or pain.
MOTIVATION FACTORS: Motivation factors leads to positive mental health and
challenges people to grow yet the absence of these factors does not lead to
dissatisfaction.
 GROWTH: this includes actual learning of new skills, with greater possibility
of advancement within the current occupational specially as well as personal
growth.
 WORK ITSELF: the actual content of the job and its positive or negative
effect upon the employee whether the job is characterized as interesting or
boring, varied or routine, creative or stultifying, excessively easy or
excessively difficult, challenging or none demanding.
 RESPONSIBILITY: this includes both the responsibility and authority in
relation to the job; responsibility refers to the employees control over his or
her own job or being given the responsibility for the work of others. Gaps
between responsibility and authority are considered under the company
policies and administration factors.
 ACHIEVEMENT: This includes the personal satisfaction of completing a
job, solving problems and seeing the result of one’s efforts.
 ADVANCEMENT: The actual change in upward status in the company.
Increased opportunity change with no increased in status are considered under
responsibility.
 RECOGNITION: This is the recognition by others for a job well done or
personal accomplishment.
HYGIENE FACTORS:
Job dissatisfaction occurs when the hygiene factors are either not present or not
sufficient. However, because they cannot stimulate psychological growth, they do not
lead to satisfaction.

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 PAY: The pay or salary structure should be appropriate and reasonable. It
must be equal and competitive to those in the same industry in the same
domain
 COMPANY POLICIES AND ADMINISTRATION: The feeling about the
adequacy or inadequacy of company organization and management. This
includes poor communication, lack of delegate authority, policies, procedures
and rules
 SUPERVISION: The competency or technical ability of the supervisor’s
willingness to teach or delegate authority, fairness, and job knowledge
 INTERPERSONAL RELATIONS: The relationship between the worker
and his or her superiors, subordinates, and peers. This includes both jobs
related interaction and social interaction within the work environment.
 STATUS: Factors that involve some indication of status private office,
important sounding title, secretary, company car, and other “perks”. Changes
in status would be considered under advancement.
 WORKING CONDITIONS: Factors that involve the physical environment
of the job: amount of work, facilities for performing work, light, tools,
temperature, space, ventilation, and general appearance of the work place.
 JOB SECURITY: The employee’s job tenure and or the company stability or
instability objective signs of the presence or absence of job security, not the
feelings of security
 SALARY: This includes all forms of compensation and focuses on wage or
salary increased or unfulfilled expectation of increases.

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1.4 NEED FOR STUDY

 To study the level of employee motivation

 To study level of financial and motivation non financial motivation
 To study how supervisor can influence motivation
 To know what are the de-motivation factors.

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1.5 OBJECTIVE OF STUDY

Primary objective

 To study the important factors which are needed to motivate the employees,

Secondary objective

 To study the effect of job promotion on employees

 To study the effect of monetary and non monetary benefits of employees provided
by organisation on the employees performance
 To learn the employee satisfaction on the interpersonal relationships exists in the
organization
 To provide the practical suggestion for the improvement of organization’s
performance.

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1.6 SCOPE OF STUDY
 The study is interested to evaluate motivation of employees in the organization.
 A good motivational program procedure is essential to achieve goal of the
organization if efficient motivational programmes of employees are made not
only in this particular organization but also any other organization
 The organization can achieve the efficiency also to develop a good
organisational culture.

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1.7 LIMITATIONS OF STUDY
 Time constraint was one of the limitations during the data collection
 Response received was not free from respondent biases because of their
apprehension that it might affect their career.

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 CHAPTER 2

REVIEW OF LITERATURE

 Nadia Ayub (2011) studied the relationship between work motivation and job
satisfaction. The was undertaken with nine sub scales namely pay, promotion,
supervision, fringe benefits, contingency rewards, operating conditions, co-workers,
nature of work and communication and the study showed { revealed}that there was
positive relationship between work motivation and job satisfaction. The result
highlighted that managers felt motivated by good work environment with colleagues,
interesting assignments, feed back as well as compensation as money. The result also
indicated that there was a significant difference found between gender on work
motivation.

 SangeethaSahu (2009) examined the motivation of executives working in service

sectors, insurance and banking sectors though sixteen motivation related factors
namely working independently, chances for promotion, contact with people, flexible
working hours, health, insurance and other benefits, interesting work, work important
to society, job security, opportunity to learn new skills, high income, recognition from
team members, vacation time, regular hours, working close at home little job stress
and scope for helping others at work. Among them job security was perceived as most
important in work life followed by high income and flexible hours.

 (Hoffman-Miller, 2013) attemted to study theJob satisfaction based on three

components of organizational behaviour like cognitive, affective, and behavioral and
is widely used to determine overall satisfaction in human capital management”. It is
also pointed out that number of factors has influenced the job satisfaction and they
changed over time; the fluctuation could be attributed to changes within the
workplace as well as economic, demographic and social trends .

 Thahier et al (2014), informed that motivating the employees is very important

because motivation of every individual is his willingness to unreservedly work hard

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 for high productivity ; by utilizing the available opportunities to accomplish his
organization’s mission.

 Cho & Perry (2012) who say that individuals are intrinsically motivated when they
seek enjoyment, but add on interest, satisfaction of curiosity, self-expression, or
personal challenge in the work while extrinsically motivated when they engage in
activities to obtain a goal that is separate from the work itself.

 DiPietro et al( 2014)Motivation or employee rewards come in various forms such as

improving working conditions, providing opportunities for growth, and recognizing
employee accomplishments or remuneration, however, using intrinsic motivators like
providing a sense of belonging for the employee and recognition of a job well done
goes a long way in making them excited about their jobs. Similarly, job enrichment17,
empowerment and sharing power help some employees feel motivated at work

 (Burton, 2012) Extrinsic motivation comes about when an activity is done in order to
attain some separable outcome, one does not necessarily enjoy doing the task but
because there is an outcome they want to achieve, they will be motivated to do it.
However, as extrinsic motivation rises, intrinsic motivateion decreases because the
person starts to only look for external rewards instead of working on something for
personal satisfaction.

 Edgar &Geare (2013), employee reactions are a behaviorally oriented response to

employee attitudes, this can be seen when the employee acts above and beyond the
normal duty. Satisfied employees who feel fairly treated by and are trusting of the
organization are more willing to engage in behaviors that go beyond the normal
expectations of their job.

 Lockley (2012) informed the most important motivational strategy that offering
training and development programs only effectively contributes to personal and
professional growth of individuals At the same time, it is also pointed out by the
author that in order to increase initiative, they need to be devised and implemented by
a third party with relevant competency and experience.

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 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.

 steers (1999) employee motivation is the process of enabling or authorizing an

individual to think behave take action control work and decision making in an
autonomous way.

 A number of studies have examined the relationship between motivation and

performance koestner (1999) wrote that if motivation is crucial for initiating behavior
then performance exists at the opposite end of the spectrum and is defined as the
outcome of a motivated act.

 dems k .(2010),the value of human resource productivity is a managerial

concern .employee motivation is the classic response on this matter this has been
utilized for ages by many different entities small and large scale business alike. It
fosters mutual growth in an employer employee relationship indeed motivation
increases productivity.

 Samuel (2010), technology is primary tool that can be used to boost employee
performance , ha writes that improvement in technology accompanied by training of
the employee can significantly increase their levels of performance because it reduces
the stress that comes with doing the job manually.

 Scott (2000) defined ability as the capacity to learn and tasks required. He revealed
that a good mixture of ability, training and experience is the root cause best
performances. He asserts that best performing employees at least have two of the
three factors.

 Rafikulislamahmandzaki HJ. Ismail(2016) has done a research titled “the imployee

satisfaction and motivation”by identifying the motivating factors of employees
working in various Malaysian organization and found that Demographic factors like
gender,race,education,etc. were found to have impact on the ranking of the factors.

 Skudiene, auruskeviciene(2012)has done aresearch titled “the contribution of

corporate social responsibility to internal employee motivation” to explore the impact

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 of aesthetics on employee satisfaction and motivation.findings and there are potential
connections between artifacts (as an expression of organizational culture) and
employee satisfaction ,identity,mood,creativity and motivation.aesthetics seems to be
particularly important to employees working with the business segment because of
face to face interaction between employees and customers. It appears that the “visual
telenor”influences employees identification with the organization.
 Geofferyc.lloyd(2010) has done a research titled “fostering an environment of
employees contribution to increase commitment and motivation” purpose mastery
goals and intrinsic motivation have separately been found predict employee turnover
and turnover intention, respectively. The purpose of the present study was to examine
their relative and combined influence on turnover intention in terms of a direct model
and moderated model.design/methodology/approach-a cross sectional survey was
conducted among employee representing more than 400 organization from a wide
range of industrial sectors .the theoretical or subject scope of the paper was to
integrate motivational antecedents for employee turnover.

 Lyndon jones(1978)has done a research titled “work structuring for employee

motivation” in their study employee surveys,such as a job dimension survey, can be
useful since they provide a different viewpoint in analysing a job situation (see
appendix a). Employee interviews a representative sample of the work force may be
interviewed individually ,in pairs, or in small groups. Critical incident interviewing is
used to extract more data about personal responses to work content; this involves
getting a person to talk about his perception of particularly good or bad work
experiences. Adroitness at probing for relevant information takes great care and
practice.

 Anthony di primio (1988) has done a research titled “how to encourage employee
motivation” in their study everyone works in expectation of some reward, and welfare
is one of them .in order to understand the impact of employee benefits on employee
work motivation and productivity, questionnaires were sent to corporations which had
undertaken employee benefit programmes. Some of the significant results of this
study are. Employee benefit programmes have greater impact on work motivation
than on productivity; there is a cognitive gap between management and worker on the
importance of employee benefit programmes; different genders have different benefit
demands; unmarried employee, more than married employee, perceive that employee
benefit have a greater impact on job performance. Employee with different education
levels and positions perceive different employee benefit impact; and employee benefit
programmes have greater influence on younger employees job performance.

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 CHAPTER III
RESEARCH METHODOLOGY

Research methodology is a scientific and systematic way to solve research problems.

A researcher has to design his methodology it may be understood as a science of studying how
research is done scientifically. In it we study the various steps that are generally adopted by a
researcher in studying his research problem along with the logic behind them. It is necessary
for the researcher to know not only the research methods and techniques but also the
methodology.

Researchers not only need to know how to develop certain indices or tests, how to
calculate the mean, the mode, the median or the standard deviation or Chi- Square, cut also
how to apply particular research techniques, which are relevant and which are not, and what
would they mean and indicate and why. Researchers also need to understand the assumptions
underlying various techniques and they need to know the criteria by which they can decide
that certain techniques and procedures will be applicable to certain problems and not to others.

All this means that it is necessary for the researcher to design his methodology for his
problem as the same may differ from problem to problem.

3.1. RESEARCH DESIGN

A research design is a plan of action to be carried out. In connection with a
Research project. A research design is a guideline for the research to keep track of the action
and known whether the research is moving in right direction in order to achieve their goals.

The researcher’s study is based on diagnostic research design, which are generally
descriptive in nature and describes the cause effect relationship. The study explains the cause
for the existing demand and future demand.

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DESCRIPTIVE RESEARCH DESIGN

Descriptive research design is also known as explanatory design. It simply

describes something such as demographic characteristics of consumers who use the product.
This method is undertaken in many circumstances. This study is typically guided by an initial
hypothesis.

3.2 SOURCE OF DATA

Data is information generally collected by the researcher is called data. Data
collection is the process of obtaining valuable and reliable information for the purposes of
research study. The researcher should bear in mind the sources of information to be used in
the study.

The sources of information are:

 Primary Data
 Secondary Data

PRIMARY DATA

Primary data are measurements observed and recorded as part of original study. The
first-hand information bearing on the study has been collected by the researcher, through the
questionnaire method.

Such data facilitate original investigation and observation leading to use full and
valuable result.

SECONDARY DATA

When an investigator uses the data that has already been collected by others are called
secondary data.

21
 Secondary data is collected by different source of newspaper. Journals,website,
magazine, etc.

3.3 GEOGRAPHICAL AREA

This study is conducted in Neyveli Lignite Corporation.

3.4 SAMPLE DESIGN

A sample of 100 respondents was taken using random sampling. The researcher
contacted the respondents personally and brief summary of the nature of the study and details
in the questionnaire were narrated to them.

3.5 RESEARCH INSTRUMENT

In this research a standard questionnaire is used as a research instrument.

3.6 QUESTIONNAIRE
Questionnaire is the medium of communication between the investigator and
respondents. Thus, a questionnaire designed and framed by the research,consist of a list of
question pertaining to study.
The questionnaire was prepared after counseling with the officer, employee relations
of the HR department of. Lignite Corporation.

3.7 INTERVIEW METHOD

Interview method is more effective in getting information about person believes,
feelings, future plans, past and private behaviour etc. Face to face interview method is used in
this study for the purpose of identify the respondentsemployees motivationand impact on job
satisfaction in Neyveli lignite corporation .

3.8 STATISTICAL TOOLS USED:

For the purpose of present study percentage analysis was used.

Simple Percentage Method
Regression and correlation method

22
PERCENTAGE ANALYSIS

Percentage are special kind of rations that express the relationship of one variable in
comparison to another percentage with a common base can provided meaningful
interpretations from the information analyzed percentage method is used for data analysis.

No. Of respondents
Percentage = x 100
Total sample taken

23
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Table 4.1 Table showing the details of the designation of the respondents

NO.OF
S.NO DESIGNATION PERCENTAGE
RESPONDENTS
1 Executives 22 22

2 Non-executives 54 54
Non- union
3 supervisor
24 24

TOTAL 100 100

60
54

50

40

30
designation
24
22
20

10

0
executives non-executives non-union supervisor

Fig.4.1 Graph showing the percentage of designation of the respondents

Interpretation:

24
 From the above table, it is revealed that 22 percent of the respondents were under the
designation of executives, 24% were as non- union supervisor. 54% of the respondent were as
non-executives. Hence, it is concluded that majority of the respondents were non-executives.

TABLE: 2

GENDER CLASSIFICATION

Table 4.2 Table showing the details for the gender of the respondents

NO.OF
S.NO GENDER PERCENTAGE
RESPONDENTS

1 Male 57 57

2 Female 43 43

TOTAL 100 100

60 57

50
43
40

30
gender

20

10

0
male female

Fig. 4.2 Graph showing the percentage of the gender of the respondents

Interpretation:

25
 From the above table it is revealed that 57 percent of the respondents were under the
male category and 43 percent of the respondents were found to be female. Hence, sit is
concluded that majority of the respondents were male only.

TABLE:3

Table 4.3 Table showing the details for the age wise classification of the
respondents

S.NO AGE NO.OF RESPONDENTS PERCENTAGE

Up to20
1 23 23
years
2 21-30 years 36 36
3 31-40 years 18 18
41-50
4 18 18
years
5 51-60 years 5 5
TOTAL 100 100

40
36
35

30

25 23

20 18 18 age

15

10

5
5

0
below 20 years 21-30 years 31-40 years 41-50 years 51-60 years

Fig. 4.3 Graph showing the percentage of the age wise classification ofthe
respondents

Interpretation:
From the above table, it is concluded that 23 percent of the respondents were found up
to the age of 20 years and 36 percent of them were found under the age of 31-40 years. Next
to this, 18 percent of them were found under the age of 41-50 years and 5 percent were found

26
under 51-60 years. Hence majority of the respondents were found to be in the range of 21-30
years.

TABLE: 4

Table 4.4 Table showing the details for the education qualification of the
respondents

Education NO. OF
S.NO PERCENTAGE
qualification RESPONDENTS
1 SSLC 50 50
2 HSC 14 14
3 UG 18 18
4 PG 14 14
Others(Diploma
5 4 4
)
TOTAL 100 100

60

50
50

40

30
Education qualification

20 18
14 14

10
5

0
SSLC HSC UG PG Diploma

Fig. 4.4 Graph showing the percentage of the education qualification of the
respondents

Interpretation:

27
 From the above table, it is seen that regarding the educational qualification of the
respondents, 50 percent of them were having the qualification of SSLC standard and 14
percent of the respondents were having the educational qualification of HSC. 14 percent of
them were graduate and 4 percent of them were post graduate. Hence maximum respondents
were having educational qualification of SSLC standard.

TABLE: 5

Table 4.5 Table showing the details of the marital status of the respondents

Education
S.NO NO. OF RESPONDENTS PERCENTAGE
qualification
1 Married 65 65
2 Un married 35 35
TOTAL 100 100

70

60

50

40

marial status
30

20

10

0
married Unmarried

Fig. 4.5 Graph showing the percentage of the marital status of the
respondents

28
Interpretation:
From the above table, it is seen that 65 percent of the respondents were got married
and 35 percent were found unmarried. Hence, it is concluded that majority of the respondents
were married.

TABLE: 6

Table 4.6Table showing the details for the experience of the respondents

S.N NO. OF
Experience PERCENTAGE
O RESPONDENTS
1 Up to 5 years 11 11
2 6-10 years 35 35
3 11-15 years 21 21
4 16-20 years 16 16
Above 20
5 18 18
years
TOTAL 100 100

29
 40

35
35

30

25
21
20 18 Experience
16
15
11
10

0
Below 5 years 6-10 years 11-15 years 16-20 years Above 20 years

Fig. 4.6 Graph showing the percentage of the experience of the

respondents

Interpretation:
From the above table, it is clear that 11 percent of the respondents were having
experience up to 5 years, 35 percent of the respondents were having experience up to 6-10
years, 21 percent of the respondents were having experience up to 11-15 years, 16 percent of
the respondents were having experience up to 16-20 years, 18 percent of the respondents
were having experience greater than 20 years. Hence, it is concluded that most of the
respondentsare 6-10 years.

TABLE: 7

TABLE 4.7 Table showing the details for the monthly income of the
respondents

monthly NO. OF
S.NO PERCENTAGE
income RESPONDENTS
Up to 25
1 34 34
years
2 26-30 years 10 10
3 31-35 years 18 18
Above 25
4 38 38
years

30
 TOTAL 100 100

40 38

35 34

Fig. 4.7 30
Graph
showing 25 the
20 18 monthly income percentage
of the 15 monthly
income 10
10
of the
5

0
Below25 years 26-30 years 31-35 years Above 25 years

respondents

Interpretation:
The above table shows the monthly income of the respondents which represent that 34
percent respondent’s monthly income were below 25 years, 10 percent of respondent’s
monthly income were 26-30 years 10%, 18 percent of respondent’s monthly income were 31-
35 years, 38 percent of respondent’s monthly income were above 25 years 38%. Hence, it is
concluded that most of the respondents are above 25 years.

TABLE: 8

Table 4.8 Table showing the details of the learning opportunity

classification of the respondents

Learning NO. OF
S.NO PERCENTAGE
opportunities RESPONDENTS
Strongly
1 35 35
agree
2 Agree 18 18
3 Neutral 18 18
4 Disagree 29 29
Strongly
5 0 0
disagree

31
 TOTAL 100 100

40
35
35

30 29

25

20 18 18
Learning opportunities
15

10

5
0
0
Strongly agree Agree Neutral Disagree Strongly
disagree

Fig. 4.8 Graph showing the percentage of the learning opportunity

classification of the respondents

Interpretation:
The above table shows the information about the respondentslearning opportunities
classification that 35 percent of respondent were strongly agreed, 18 percent of respondent
were agreed, 18 percent of respondent were found neutral, 29 percent of respondent were
disagreed, Hence, it is concluded that majority of the respondents are strongly agreed the
opportunities that is available for learning.

TABLE: 9

Table4.9 Table showing the details for the right opportunitypersonal

growth of the respondents

Right
S.N opportunities NO. OF
PERCENTAGE
O for personal RESPONDENTS
growth
Strongly
1 31 31
agree
2 Agree 31 31
32
 3 Neutral 20 20
4 Disagree 18 18
Strongly
5 0 0
disagree
TOTAL 100 100

40
35
35
31
30

25
21
20 18
16 right opportunities
15

10

0
strongly agree agree neutral disagree stongly
disagree

Fig. 4.9 Graph showing the percentage of the right opportunities for
Personal growth of the respondents

Interpretation:
The above table shows the information about the respondent’s right opportunitiesthat
31 percent of respondent were strongly agreed, 31 percent of respondent were agreed, 20
percent of respondent were neutral, 18 percent of respondent were disagreed. Hence it is
concluded that major part of the respondents is strongly agreed.

TABLE: 10

Table4.10 Table showing the details ofall possible ways to know my

abilities, capabilities, present performance and prospect for improvement

S.N Prospect for NO. OF

PERCENTAGE
O improvement RESPONDENTS
Strongly
1 32 32
agree
2 Agree 20 20
3 Neutral 11 11

33
 4 Disagree 30 30
Strongly
5 7 7
disagree
TOTAL 100 100

35
32
30
30

25

20
20

15 Prospect for improvement

11
10
7
5

0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.10 Graph showing the percentage of the prospect for improvement
classification of the respondents

Interpretation:
The above table shows prospect for respondent’s improvement classification that 32
percent of respondent were strongly agreed, 20 percent of respondent were agreed, 11 percent
of respondent were neutral, 30 percent of respondent were disagreed, 7 percent of respondent
were strongly disagreed. Hence it is concluded that majority of the respondents are strongly
agreed.

TABLE: 11

Table4.11 Table showing the details for the decision-making classification

of the respondents

Decision NO. OF
S.NO PERCENTAGE
making RESPONDENTS
1 Strongly 13 13

34
 agree
2 Agree 26 26
3 Neutral 30 30
4 Disagree 29 29
Strongly
5 2 2
disagree
TOTAL 100 100

2
13

29

26

30

strongly agree agree neutral disagree stongly disagree

Fig. 4.11 Graph showing the percentage of the decision-making

classification of the respondents

Interpretation:
The above table shows the information about the thatrespondents’ decision making
that 13 percent of respondent were strongly agreed, 26 percent of respondent were agree, 30
percent of respondent were neutral, 29 percent of respondent were disagree, 21 percent of
respondent were strongly disagree. Hence it is concluded that majority of the respondents are
agreed.

TABLE: 12

Table 4.12 Table showing the details for the society is good classification of
the respondents

S.N Society is NO. OF PERCENTAGE

35
 O good RESPONDENTS
Strongly
1 27 27
agree
2 Agree 24 24
3 Neutral 21 21
4 Disagree 28 28
Strongly
5 0 0
disagree
TOTAL 100 100

strongly agree
agree
neutral
disagree
stongly disagree

Fig. 4.12 Graph showing the percentage of the society is good classification
of the respondents

Interpretation:
From the above table it is revealed that 27 percent of respondent were strongly
agreed, 24 percent of respondent were agreed, 21 percent of respondent were neutral, 28
percent of respondent were disagreed. Hence it is concluded that major part of the
respondents is strongly agree.

TABLE: 13

Table4.13 Table showing the details for the getting maximum pleasure
classification of the respondents

36
 GETTING
S.N NO. OF
MAXIMUM PERCENTAGE
O PLEASURE RESPONDENTS
Strongly
1 38 38
agree
2 Agree 15 15
3 Neutral 21 21
4 Disagree 19 19
Strongly
5 7 7
disagree
TOTAL 100 100

stongly disagree 7

disagree 19

neutral 21

agree 15

strongly agree 38

0 5 10 15 20 25 30 35 40

GETTING MAXIMUM PLEASURE

Fig. 4.13 Graph showing the percentage of the getting maximum pleasure
classification of the respondents

Interpretation:
From the above table says that getting maximum pleasure of the respondents that 38
percent of respondent were strongly agree, 15 percent of respondent were agree, 21 percent of
respondent were neutral, 19 percent of respondent were disagree, 7 percent of respondent
were strongly disagreed. Hence it is concluded that majority of the respondents are strongly
agreed.

TABLE: 14

37
 Table 4.14 Table showing the details for the adequate authority
classification of the respondents

S.N ADEQUATE NO. OF

PERCENTAGE
O AUTHORITY RESPONDENTS
Strongly
1 36 36
agree
2 Agree 22 22
3 Neutral 6 6
4 Disagree 30 30
Strongly
5 6 6
disagree
TOTAL 100 100

40
36
35
30
30

25
22
20
GETTING MAXIMUM PLEASURE
15

10
6 6
5

0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.14 Graph showing the percentage of the adequate authority

classification of the respondents

Interpretation:
From the above table, it is seen that adequate authority classification of the
respondents that 36 percent of respondent were strongly agreed, 22 percent of respondent
were agree, 6 percent of respondent were neutral, 30 percent of respondent were disagree, 6
percent of respondent were strongly disagree. Hence it is concluded that majority of the
respondents are strongly agree.

38
 TABLE: 15

TABLE 4.15: Table showing the details for the delegation of authority
classification of the respondents

NO. OF
S.N DELEGATIONOFAUTHO PERCENTA
RESPONDEN
O RITY GE
TS
1 Strongly agree 9 9
2 Agree 17 17
3 Neutral 31 31
4 Disagree 33 33
5 Strongly disagree 10 10
TOTAL 100 100

35

30

25

20
33
31
15

10 17

9
5 7

0
strongly agree agree neutral disagree stongly disagree

DELEGATION OF AUTHORITY

Fig. 4.15 Graph showing the percentage of the delegation of authority

classification of the respondents

Interpretation:
From the above table, it is seen that delegationauthority classification of the
respondents that 9 percent of respondent were strongly agreed, 17 percent of respondent were
agree, 31 percent of respondent were neutral, 33 percent of respondent were disagree, 1..
Hence it is concluded that major part of the respondents is disagree.

39
 TABLE: 16

TABLE 4.16 Table showing the details for the responsibility classification
of the respondents

S.N NO. OF
RESPONSIBILITIES PERCENTAGE
O RESPONDENTS
1 Strongly agree 25 25
2 Agree 35 35
3 Neutral 17 17
4 Disagree 12 12
5 Strongly disagree 11 11
TOTAL 100 100

40
35
35

30
25
25

20
17
RESPONSIBILITIES
15
12
10
7
5

0
strongly agree agree neutral disagree stongly
disagree

Fig. 4.16 Graph showing the percentage of the responsibility classification

of the respondents

Interpretation:
From the above table shows that responsibility of the respondents that 25 percent of
respondent were strongly agreed, 35 percent of respondent were agree ,percent of respondent
were neutral , 12 percent of respondent were disagreed, 11 percent of respondent were
strongly disagreed. Hence it is concluded that major part of the respondents is agree.

40
 TABLE: 17

TABLE17: Table showing the details for the getting bored on the job
classification of the respondents

GETTING
NO. OF
S.NO BORED ON PERCENTAGE
THE JOB. RESPONDENTS
Strongly
1 22 22
agree
2 Agree 27 27
3 Neutral 21 21
4 Disagree 25 25
Strongly
5 5 5
disagree
TOTAL 100 100

22

25

27

21

strongly agree agree neutral disagree stongly disagree

Fig. 4.17 Graph showing the percentage of the getting bored on the job
classification of the respondents

Interpretation:
From the above table it is revealed that percent of respondent were 22 strongly
agreed, 27 percent of respondent were agree, 21 percent of respondent were neutral, 25
percent of respondent were disagree, 5 percent of respondent were strongly disagree. 5%

41
percent of the respondents were agree that getting bored on the job. Hence it is concluded that
major part of the respondents is agree.

TABLE: 18

TABLE 4.18 Table showing the details for the appropriate work
classification of the respondents

S.N APPROPRIATE NO. OF

PERCENTAGE
O WORK RESPONDENTS
1 Strongly agree 28 28
2 Agree 19 19
3 Neutral 16 16
4 Disagree 28 28
Strongly
5 9 9
disagree
TOTAL 100 100

30
28 28

25

20 19

16
15
APPROPRIATE WORK
10
7

0
strongly agree agree neutral disagree stongly
disagree

Fig. 4.18 Graph showing the percentage of the appropriate work

classification of the respondents

Interpretation:
From the above table, it is seen that respondents appropriate work that 22 percent of
respondent were strongly agree, 19 percent of respondent were agree, 16 percent of
respondent were neutral, 28 percent of respondent were disagree, 9 percent of respondent
were strongly disagree. Hence it is concluded that majority of the respondents are disagree.

42
 TABLE: 19

TABLE 4.19 Table showing the details for the level of motivation of the
respondents

S.N LEVEL OF NO. OF

PERCENTAGE
O MOTIVATION RESPONDENTS
1 Strongly agree 17 17
2 Agree 48 48
3 Neutral 7 7
4 Disagree 16 16
Strongly
5 12 12
disagree
TOTAL 100 100

60

50
48

40

30

20
17 16
12
10
7

0
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5

LEVEL OF MOTIVATION

Fig. 4.19 Graph showing the percentage of the level of motivation

classification of the respondents

Interpretation:
From the above table, it is seen that respondents’ level of motivation that 17 percent
of respondent were strongly agreed, 48 percent of respondent were agree, 7 percent of
respondent were neutral, 16 percent of respondent were disagree, 12percent of respondent
were strongly disagree. Hence it is concluded that majority of the respondents are agree.

43
 TABLE: 20

TABLE 4.20 Table showing the details for the problem classification of the
respondents

S.N NO. OF
PROBLEM PERCENTAGE
O RESPONDENTS
Strongly
1 35 35
agree
2 Agree 25 25
3 Neutral 12 12
4 Disagree 28 28
Strongly
5 0 0
disagree
TOTAL 100 100

stongly disagree; 7; 7%

strongly agree; 35; 33%

disagree; 28; 26%
strongly agree
agree
neutral
disagree
stongly disagree

neutral; 12; 11%

agree; 25; 23%

Fig. 4.20 Graph showing the percentage of the problem classification of the
respondents

Interpretation:
From the above table, it is seen that respondent’s problem classification that 35
percent of respondent were strongly agreed, 25 percent of respondent were agree, 12 percent

44
of respondent were neutral, 28 percent of respondent were disagreed. Hence it is concluded
that majority of the respondents are agree.

TABLE: 21

TABLE 4.21 Table showing the details for the satisfied with the present
salary classification of the respondents

SATISFIED
S. WITH THE NO. OF
PERCENTAGE
NO PRESENT RESPONDENTS
SALARY
Strongly
1 39 39
agree
2 Agree 32 32
3 Neutral 6 6
4 Disagree 16 16
Strongly
5 7 7
disagree
TOTAL 100 100

19
39

strongly agree
agree
neutral
disagree
6 stongly disagree

32

Fig. 4.21 Graph showing the percentage of the satisfied with the present
salary classification of the respondents

Interpretation:
The above table shows that respondents’ satisfaction about salary that 39 percent of
respondent were strongly agree, 32 percent of respondent were agree, 6 percent of respondent

45
were neutral, 16 percent of respondent were disagree, 7 percent of respondent were strongly
disagree. Hence it is concluded that majority of the respondents are agree.

TABLE: 22

TABLE 4.22 Table showing the details for the organization is found Fair
classification of the respondents

S.N ORGANIZATION NO. OF

PERCENTAGE
O IS FOUND FAIR RESPONDENTS
1 Strongly agree 35 35
2 Agree 22 22
3 Neutral 24 24
4 Disagree 18 18
Strongly
5 1 1
disagree
TOTAL 100 100

40

35

30

25

20
35 ORGANIZATION IS FOUND FAIR
15
24
22
10
18

5
7
0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.22 Graph showing the percentage of the organization is found Fair
classification of the respondents

Interpretation:
The above table shows that respondent’ organization is found fair that 35 percent of
respondent were strongly agree, 22 percent of respondent were agreed, 24 percent of
respondent were neutral, 18 percent of respondent were disagree, 1 percent of respondent
were strongly disagree. Hence it is concluded that majority of the respondents are agree.

46
 TABLE: 23

TABLE 4.23 Table showing the details for the working condition
classification of the respondents

S.N WORKING NO. OF

PERCENTAGE
O CONDITIONS RESPONDENTS
Strongly
1 24 24
agree
2 Agree 23 23
3 Neutral 17 17
4 Disagree 35 35
Strongly
5 1 1
disagree
TOTAL 100 100

30

25 24
23

20
18
17

15
WORKING CONDITIONS
10

1
0
strongly agree agree neutral disagree stongly
disagree

Fig. 4.23 Graph showing the percentage of the working condition

classification of the respondents

Interpretation:
From the above table, it is seen that respondents working condition that 24 percent of
respondent were strongly agree, 23 percent of respondent were agreed, 17 percent of
respondent were neutral, 35 percent of respondent were disagree, 1 percent of respondent
were strongly disagree. Hence it is concluded that majority of the respondents are disagree.

47
 TABLE: 24

TABLE 4.24 Table showing the details for the welfare facility provided
classification of the respondents

WELFARE
S.N NO. OF
FACILITIES PERCENTAGE
O PROVIDED RESPONDENTS
Strongly
1 20 20
agree
2 Agree 31 31
3 Neutral 22 22
4 Disagree 21 21
Strongly
5 6 6
disagree
TOTAL 100 100

35
31
30

25
22
21
20
20

15 WELFARE FACILITIES PROVIDED

10

5
5

0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.24 Graph showing the percentage of the welfare facility provided
classification of the respondents

Interpretation:
From the above table, it is revealed that 20percent of the respondents strongly agreed,
31 percent of respondent were agree, 22 percent of respondent were neutral, 21 percent of
respondent were disagree, and 6 percent of respondent were strongly disagree welfare

48
facilities provided by organization. Hence we can come to conclusion that majority of the
respondents are agree.

TABLE: 25

TABLE 4.25 Table showing the details for the aware of the companies
classification of the respondents

AWARE OF
S.N NO. OF
THE PERCENTAGE
O COMPANIES RESPONDENTS
Strongly
1 35 35
agree
2 Agree 24 24
3 Neutral 13 13
4 Disagree 23 23
Strongly
5 5 5
disagree
TOTAL 100 100

40
35
35

30

25 24
23

20
AWARE OF THE COMPANIES
15 13

10

5
1
0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.25 Graph showing the percentage of the aware of the companies
classification of the respondents

Interpretation:
From the above table, it is revealed that 35 percent of the respondents strongly agree,
24 percent of respondent were agreed, 13 percent of respondent were neutral, 23 percent of
respondent were disagree, and 5 percent of respondent were strongly disagree aware of the

49
organization. Hence we can come to conclusion that majority of the respondents are agree
35%.

TABLE: 26

TABLE 4.26: Table showing the details for the good relationship with
supervisor classification of the respondents

GOOD
S.N RELATIONSHIP NO. OF
PERCENTAGE
O WHIT RESPONDENTS
SUPERVISOR
1 Strongly agree 26 26
2 Agree 13 13
3 Neutral 17 17
4 Disagree 39 39
5 Strongly disagree 5 5
TOTAL 100 100

45

40 39

35

30
26
25

20 GOOD RELATIONSHIP WHIT

17 SUPERVISOR
15 13

10

5
1
0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.26 Graph showing the percentage of the good relationship with
supervisor classification of the respondents

Interpretation:

50
 The above table shows that respondents’ satisfaction about salary that 39 percent of
respondent were strongly agree, 32 percent of respondent were agree, 6 percent of respondent
were neutral, 16 percent of respondent were disagree, 7 percent of respondent were strongly
disagree. Hence it is concluded that majority of the respondents are agree.

TABLE: 27

TABLE 4.27 Table showing the details for the supervisor always assisting
problem classification of the respondents

SUPERVISOR
ALWAYS NO. OF
S.NO ASSISTING PERCENTAGE
RESPONDENTS
PROBLEM
Strongly
1 33 33
agree
2 Agree 23 23
3 Neutral 21 21
4 Disagree 21 21
Strongly
5 2 2
disagree
TOTAL 100 100

35 33

30

25 23
21 21
20

15 supervisor always assisting prob-

lem

10

5
1
0
strongly agree neutral disagree stongly
agree disagree

Fig. 4.27 Graph showing the percentage of the supervisor always assisting
problem classification of the respondents

Interpretation:

51
 From the above table says about supervisor always assisting problem with
respondents that 33 percent of respondent were strongly agree, 23 percent of respondent were
agree, 21 percent of respondent were neutral, 21 percent of respondent were disagree, 2
percent of respondent were strongly disagree. Hence it is concluded that majority of the
respondents are agree.

TABLE: 28

TABLE 4.28 Table showing the details for the goal is always motivating me
a lot classification of the respondents

GOAL IS
S.N ALWAYS NO. OF
PERCENTAGE
O MOTIVATING RESPONDENTS
ME A LOT
1 Strongly agree 16 16
2 Agree 16 16
3 Neutral 25 25
4 Disagree 33 33
Strongly
5 10 10
disagree
TOTAL 100 100

goal is always motivating me a lot

33
25
16

16

10

st r o n gl y a gr ee agr ee neu t ral d i sagr ee st o n g l y d i sagr ee

Fig. 4.28 Graph showing the percentage of the goal is always motivating me
a lot classification of the respondents

Interpretation:

52
 From the above table says about goal is always motivating me a lot classification of
therespondents that 16 percent of respondent were strongly agreed, 16 percent of respondent
were agree, 25 percent of respondent were neutral, 33 percent of respondent were disagree,
1.. Hence it is concluded that majority of the respondents are disagree.

TABLE: 29

TABLE 4.29 Table showing the details for the good performance
classification of the respondents

S.N GOOD NO. OF

PERCENTAGE
O PERFORMANCE RESPONDENTS
1 Strongly agree 25 25
2 Agree 29 29
3 Neutral 12 12
4 Disagree 34 34
Strongly
5 0 0
disagree
TOTAL 100 100

40

35

30

25

20
34 good performance
15 29
25
10

12
5

0 1
strongly agree agree neutral disagree stongly
disagree

Fig. 4.29 Graph showing the percentage of the good performance

classification of the respondents

Interpretation:

53
 From the above table says about good performance classification of therespondents
that 25 percent of respondent were strongly agree, 29 percent of respondent were agree, 12
percent of respondent were neutral, 34 percent of respondent were disagree. Hence it is
concluded that majority of the respondents are disagree.

TABLE: 30

TABLE NO 4.30 Table showing the details for the appraisal and career
development classification of the respondents

APPRAISAL
S.N NO. OF
AND CAREER PERCENTAGE
O DEVELOPMENT RESPONDENTS
1 Strongly agree 17 17
2 Agree 18 18
3 Neutral 19 19
4 Disagree 35 35
Strongly
5 11 11
disagree
TOTAL 100 100

40

35

30

25

20
35 APPRAISAL AND CAREER DE-
VELOPMENT
15

10 19
17 18

0 1
strongly agree neutral disagree stongly
agree disagree

Fig. 4.30 Graph showing the percentage of the appraisal and career
development classification of the respondents

Interpretation:

54
 From the above table says about appraisal and career development classificationof
therespondents that 17 percent of respondent were strongly agreed, 18 percent of respondent
were agree, 19 percent of respondent were neutral, 35 percent of respondent were disagree,
11 percent of respondent were strongly disagree. Hence it is concluded that majority of the
respondents are disagree.

Table : 4.5 : Table showing the value of Linear Regression analysis between
the employees motivation and the employees job satisfaction
Dependent Independent Regression Co Standard “t” Value
Variable Variable efficient Error
(Beta)Value
Job Constant
Satisfaction 19.724 2.905 6.789**
Employee
0.188 0.086 2.178*
motivation
R Value 0.46

R2 Value 0.36
Number of
100
Samples
F ratio 4.744*
Durbin Watson
1.865
Value

**-Significance at 1% level and *-Significance at 5% level

To analyze the impact of employee motivation on job satisfaction among the

respondents linear regression analysis was carried out and value of F- ratio was found to be

4.744 which indicated that the result of the regression model is statistically significant as the

“p” value is less than the significant level (P=0.05). The Beta Coefficients (0.188) for the

independent variable was also calculated and confirmed the importance of the variables

considered in this study. It is also seen that the coefficient of determinant R 2 value was found

to be 0.36. This means that the changes and the unit increase in the independent variable

55
 taken up in this study explain the changes of 36 percent in the job satisfaction among the

employees in the selected sector and further the variable “employee’s motivation” was also

highlighted as a significant predictor for improving the job satisfaction positively. In addition,

the Durbin –Watson Test value was found to be 1.865 which is found within the accepted

limit (i.e.) 0 to 4 of which the value within 2 revealed that there was no auto correlation. As

per this study, as the value was found with in 2, it was confirmed that there was no

autocorrelation between the factors taken up for consideration.

Table : 4.6 : Table showing the inter correlation between the employees motivation and
the employees job satisfaction

Correlations
Employee Motivation Employee Satisfaction
Employee Motivation 1 0.415*
Employee Satisfaction 1
*. Correlation is significant at the 0.05 level (2-tailed).

The various variables taken up for employees motivation and the employee

satisfaction was computed and inter correlated so as to find out the extent of relationship

among these factors. The results are given in the above table. The correlation results show

that considered two factors were positively correlated with each other at 5% level of

significance. The correlation value was found to be (r= 0.415) between the employees

motivation and the job satisfaction which is found within the moderate limit and concluded

that there was no multicolliniarity found between the factors.

56
 CHAPTER-5

5.1FINDINGS

1. 54% of the employee’s designation is non- executives.

2. The majority 57% of the respondents are male.
3. The majority 36% of the respondents belong to the age group of 21-30 year.
4. The majority 50% of the respondents is SSLC.
5. 65% of the respondents are married.
6. 35% of the respondents are coming under the experiences of 6-10 years.
7. The majority 34% of the respondent’s monthly income is above 25 years.
8. The majority 35% of the respondents are strongly agreed the right opportunities for
learning.
9. 31% of the respondents are strongly agreed the right opportunities for personal
growth.
10. The majority 32% of the respondents are strongly agreed the prospect for
improvement.
11. 30% of the respondent are strongly agreed the prospect for improvement.
12. The majority 28% of the respondent were disagreed with society classification.
13. Maximum 38% of the respondents are strongly agreed with getting maximum
pleasure.
14. 36% of the respondents are strongly agreed with adequate authority classification.
15. The majority 33% of the respondents are disagreed with delegation of authority
classification.
16. Most of the 35% of the employees are agreed with responsibility classification.
17. 27% of the respondents are agreed with getting bored on the job.
18. 54% of the respondents are non-executives
19. Majority 48% of the respondents are agreed with their level of motivation.

57
20. 35% of the respondents are strongly agreed problem in their salary.
21. 39% of the employees are strongly agreed with their salary.
22. Majority 35% of the employees are strongly agreed with organisation found fair.
23. Majority 35% of the respondents are disagreed with working condition.
24. 31% of the respondents are agreed with welfare facilities provided by an organisation.
25. 35% of the respondents are strongly agreed with aware of the companies.
26. Majority 39% of the respondents are disagreed good relationship with supervisor.
27. Most of 33% of the employees are strongly agreed with supervisor always assisting
problem in organisation
28. 33% of the respondents are disagreed with goal motivation.
29. Majority 29% of the employees are agreed with good performance.
30. 35% of the respondents are disagreed with appraisal and career development.

58
5.2 SUGGESTIONS:

 Most of the employees agree that the motivation activities are helpful to get job
satisfaction, so the company should try to improve the motivation System, so that they
can improve their job satisfaction

 The Organization should give importance to communication between the Employees

and gain co-ordination through it.

 The appraisal and career development system in the organisation needs to be revised
and upgraded for better motivational level of Employees.

 Better society opportunities should be given to the employees for their improvement.

59
5.3 CONCLUSION:

The present study on employee motivation and impacts on job satisfaction in --------------
----------, has attempted to highlight so many factors which will help to motivate the
Employees. The study was conducted among 100 Employees of the organisation and
collected information through structured questionnaire. The study has concluded that the
Respondents are moderately motivated in the organisation. The job satisfaction 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 his work and results in his satisfaction too. The
organization can still concentrate on specific areas which are evolved from this study in order
to make the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going to benefit out
it. Steps should be taken to improve the motivational programs procedure in the future. The
suggestions of this report may help in this direction.

60
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 Questionnaire
Part (A)

DEMOGRAPHIC INFORMATION
1) Designation: a) Executives: b) non-Executives: c) non- unionised
supervisor:
2) Gender : a)male: b)female :
3) Age : a)up to 25-30 years : b)30-35 years : c)35-40 years : d) 40-45 years
e) above 50 years :
4) Education qualification : a)SSLC: b)HSC: c)UG: d)PG: e)others
(please specify):
5) Marital status :a)married : b)un-married:
6) Experience :a) to 5-10 years : b)10-15 years: c)15-20 years: d)20-25
years: e)above 25 years:
7) Monthly income(in rupees): a)up to Rs.25,000: b)Rs.25,000-30,000:

c)Rs30,000-35,0000: d)Rs.35,000-40,000:

Part (B)

64
(The factors and variables pertaining to motivation and the satisfaction are given below.
It is kindly requested to give your opinion based on the 5 point scale 1. Strongly agree
(SA),
2. Agree (A), 3.Neutral (N), 4. Disagree (DA), 5.strongly disagree (SD)).

S.No Statement SA A N DA SD
Employee Motivation
1 I feel that my job has enough learning
opportunities which will help me in career
advancement.
2 I think there are right opportunities in this
organization for my personal growth and
promotion.
3 My organization helps me in all possible ways to
know my abilities, capabilities, present
performance and prospect for improvement.
4 In our organization we are given a chance to
present our ideas & the same are given due
weightage in decision making.
5 The prestige of my organization in the society is
good.
6 I feel that i am getting maximum pleasure from my
work.
7 I feel that there is adequate authority and
responsibility attached to my present job.
8 Delegation of authority to encourage juniors is
quite common in my organization.
9 My job content and responsibilities are appropriate
(not over loaded or not under loaded) for me.
10 My organization tries to make the job more
challenging which prevents us from getting bored
on the job.
11 I think that appropriate work is given to me
according to my skill and potential.
12 I believe that leadership also influences the level of
motivation.
13 Have you faced any problem or grievance as an
employee in this organisation?
Employee satisfaction

14 I am satisfied with the present salary and increment

given by my management
15 I think that financial or financially related reward

65
 system in my organization is found fair and
satisfactory.
16 I feel that working conditions are clean, pleasant &
safe in my organization.
17 I feel that my welfare facilities provided by the
company are adequate and provide satisfaction to
me.
18 I am aware of the company’s policies and
procedure and I find those are found satisfactory.
19 My relation with my superior is good

20 Whenever I am having problem, my supervisor

always assisting me in solving the problem
21 My organization’s goal is always motivating me a
lot
22 I am recognized and praised for my good
performance.
23 There is a clear and effective system of
performance appraisal & career development in my
company.

66