A STUDY ON EMPLOYEE MOTIVATION AND JOB

SATISFACTION AT SIDWAL REFRIGERATION INDUSTRIES

PRIVATE LIMITED,
NEW DELHI
Submitted by

RIBIN R M

(Register No: 962620631043)

A Project Report

Submitted to the

FACULTY OF MANAGEMENT STUDIES

in partial fulfillment of the requirements for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI 600 025

MAY-2022
 UDAYA SCHOOL OF ENGINEERING UDAYA NAGAR,

VELLAMODI DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this project titled, “A study on Employee Motivation and

Job satisfaction at Sidwal Refrigeration Industries Private Limited, New

Delhi” is the bonafide work of RIBIN R M (Reg.no:962620631043) who carried

out the research under my supervision. I further confirm that to the best of my

knowledge, the project report here does not form any part of other project report on

the basis of which a degree or award was conferred on an earlier occasion of this

by any other candidate.

Vellamodi Signature of the Guide

Forwarded By

Dr.S.T.ANAND MBA, M.Phil, PhD

Associate professor and Head of the Department

Vivavoice Examination held on.............................

Internal Examiner External Examiner

 DECLARATION

I hereby state that the project report titled “A study on Employee Motivation

and Job satisfaction at Sidwal Refrigeration Industries Private Limited, New

Delhi” submitted for the partial fulfillment for the award of degree of Master of

Business Administration of Anna University, Chennai 600 025 is a record of

independent work carried out by me and the best of my knowledge. I assure you

that a similar work has not been submitted earlier to Anna University or other

Institutions. The content of the report are based on the collected information and

observed by me.

Name of the Candidate : RIBIN R M

Registration Number :962620631043

Academic Year : 2021-2022

Signature of the Student

 ACKNOWLEDGEMENT

It has been such a pleasure, working and bringing out this project thanks and
praises to
THE LORD who not only guides my directions but over rules my mistakes.

I take privilege to express my hearty thanks to my parents for their valuable

support and effort to complete this project.

I express my sincere thanks to the Honorable Chairman SHRI. Er. C.

THAYAPARAN, M.E, who have been having term endorsing fluency on my
professional development.

I am thankful to our Principal in-charge Dr. S. JOTHI BASU, M.E, Ph.D., for
providing me all the facilities and encouragement.

My sincere thanks to Dr. S. T. ANAND, M.B.A., M.Phil, Ph.D., Associate Prof

& Head Department of Management Studies. His valuable suggestions,
constructive criticism and words of encouragement during the compilation of the
project keep me motivated towards the task.

I would also like to extend my thanks to Dr.S.T.ANAND MBA, M.Phil, PhD.,

Associate professor my internal guide was always available to bounce idea and
often bounced several new ones back to me with an infectious alacrity.

I also extend my sincere thanks to all our department staff members.

Last but not least, I thank my friends and everyone who encourage me to complete
this study in a successful manner.
 ABSTRACT
In the current scenario employee motivation and job satisfaction plays a

vital role in the success of any organization. Many researchers have done research

work to find out the effect of job satisfaction and motivation of employees to

improve the productivity of the company . The researcher of this thesis is very

interested in this subject and wanted to enhance knowledge in this topic. This

study is focused on Employee Motivation and job Satisfaction, from the

perspective of employees. The company chosen for the study is Sidwal

Refrigeration Industries Private Limited, New Delhi, were more than 300

employees working in this organization. The project titled for the study is “A

study on Employee Motivation and Job satisfaction”.The core objective of the

study is to identify the factors that motivate the employees and employee’s job

satisfaction level. The primary data is collected through questionnaire. The

secondary data was collected from research papers, website and magazines

through Google. The research design used was descriptive. The tools used for this

study are Percentage Analysis, ANNOVA and Correlation Co-efficient. The major

limitation of the study is that some of the respondents were not answer for the

questions completely due to their busy schedule.The data was collected through

well-structured questionnaire from the employees and simple random sampling

technique is used to select the samples for the study. The sample size was 133. The

study outcome revealed that Employees Motivation factors and Job Satisfaction

level is good in the organization. If they adopt the latest strategies of employee

motivation factors continuously they can give better productivity which results in

the growth of the organization and increases the job satisfaction level
TABLE OF CONTENTS
 LIST OF TABLE

TABLE NO TABLE NAME PAGE

NO
4.1.1 GENDER OF THE RESPONDENT 19

4.1.2 AGE OF THE RESPONDENT 20

4.1.3 EDUCATIONALQUALIFICATION OF THE 21

RESPONDENT
4.1.4 MARTIAL STATUS 22

TABLE REWARD/ RECOGNITIONS ARE IMPARTIAL 23

4.1.5 IN MY COMPANY

4.1.6 PROMOTION IS FAIR AND IMPARTIAL IN MY 25

COMPANY
4.1.7 26
TABLE OF JOB SECURITY
4.1.8 REWARD/ RECOGNITION 27

4.1.9 WELFARE FACILITIES 28

RELATIONSHIP WITH EMPLOYER AND CO-

4.1.10 WORKER 29
4.1.11 CO-WORKERS SHARE THEIR KNOWLEDGE AND 30
ABILITY
4.1.12 RELATIONSHIP BETWEEN EMPLOYEES 31
EMPLOYER BEHAVIOR WITH EMPLOYEES IS
4.1.13 SATISFIED 32
4.1.14 WORK IS ACCORDING TO QUALIFICATION AND 33
 SKILL
EMPLOYEES ARE SATISFIED WITH TOP
4.1.15 MANAGEMENT 34
SATISFACTION WITH WORKING ENVIRONMENT
4.1.16 35
FREEDOM TO DECISION MAKING IN WORK
4.1.17 36
 LIST OF CHARTS

TABLE NO CHART NAME PAGE

NO
4.1.1 GENDER OF THE RESPONDENT 19

4.1.2 AGE OF THE RESPONDENT 20

4.1.3 EDUCATIONAL QUALIFICATION OF THE 21

RESPONDENT
4.1.4 MARTIAL STATUS 22

TABLE REWARD/ RECOGNITIONS ARE IMPARTIAL 23

4.1.5 IN MY COMPANY

4.1.6 PROMOTION IS FAIR AND IMPARTIAL IN MY 25

COMPANY
4.1.7 26
TABLE OF JOB SECURITY
4.1.8 REWARD/ RECOGNITION 27

4.1.9 WELFARE FACILITIES 28

RELATIONSHIP WITH EMPLOYER AND CO-

4.1.10 WORKER 29
4.1.11 CO-WORKERS SHARE THEIR KNOWLEDGE AND 30
ABILITY
4.1.12 RELATIONSHIP BETWEEN EMPLOYEES 31
EMPLOYER BEHAVIOR WITH EMPLOYEES IS
4.1.13 SATISFIED 32
4.1.14 WORK IS ACCORDING TO QUALIFICATION AND 33
 SKILL
EMPLOYEES ARE SATISFIED WITH TOP
4.1.15 MANAGEMENT 34
SATISFACTION WITH WORKING ENVIRONMENT
4.1.16 35
FREEDOM TO DECISION MAKING IN WORK
4.1.17 36
 CHAPTER 1

INTRODUCTION

1.1 ABOUT THE STUDY

EMPLOYEE MOTIVATION AND JOB SATISFACTION
An employee is an individual who was hired by an employer to do a
specific job. He is a worker who gets paid an hourly wage or monthly salary for a set
job based on his performance.
Employee Motivation is the attitude employees have towards their work. It is the
desire and energy to do a job. It is what pushes them to perform in their job and
achieve their task level which helps to attain individual and as well as organizational
goals.
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but
the satisfaction on the job.Job satisfaction relates to the total relationship between an
individual and the employer for which he is paid.Satisfaction means the simple feeling
of attainment of any goal or objective. Job dissatisfaction brings an absence of
motivation at work.
The importance of employee motivation and job satisfaction is growing all the time in
the companies. Motivation is a set of energetic forces that originate both inside and
outside the individual to initiate work behavior, and to determine the form, direction,
intensity and duration of behavior. It is vital for both employees and employers. As
work is a particular central area of human activity and people spend most of their
adult life in employment, motivation remains inevitable for employees. Motivation is
also important for employers as it is the deciding factor of job satisfaction and job
performance of the employees.

11
1.2 INDUSTRY PROFILE

Refrigeration and air conditioning (RAC) engineers design, install, repair and
maintain the cooling systems. RAC engineers may have to do this for large and
complex building and factories. RAC engineers cater to these needs basically; heating,
cooling, humidifying, dehumidifying, cleaning, ventilating and effectiveness. If one
aspires for a career which is different from others, which helps to sustain energy and
offers one a variety of work in varied locations then this is the right career option for
one. RAC engineers have formed an association, IRHACE (Institute of Refrigeration,
Heating and Air Conditioning) to promote economic well-being and quality of life in
every nation.An air conditioning system consists of components and equipment
arranged in sequential order to control and maintain an indoor environment. The goal
is to provide a healthy and comfortable climate with acceptable air quality while being
energy efficient and cost effective. Air Conditioning and Refrigeration Engineering
covers all types of systems from institutional and commercial to residential.The book
supplies the basics of design, from selecting the optimum system and equipment to
preparing the drawings and specifications. It discusses the four phases of preparing a
project: gathering information, developing alternatives, evaluating alternatives, and
selling the best solution. In addition, the author breaks down the responsibilities of the
engineer, design documents, computer aided design, and government codes and
standards.
Air Conditioning and Refrigeration Engineering provides you with an easy reference
to all aspects of the topic. This resource addresses the most current areas of interest,
such as computer-aided design and drafting, desiccant air conditioning and energy
conservation. It is a thorough and convenient guide to air conditioning and
refrigeration engineering

1.2.1 MARKET SIZE

Sidwal Refrigeration Industries Private Limited is an unlisted private company

12
incorporated on 16 August, 1965. It is classified as a private limited company and is
located in , Delhi. It's authorized share capital is INR 6.00 cr and the total paid-up
capital is INR 4.50 cr.Sidwal Refrigeration Industries's operating revenues range is
INR 1 cr - 100 cr for the financial year ending on 31 March, 2017. It's EBITDA has
decreased by -26.25 % over the previous year. At the same time, it's book networth
has increased by 14.89 %. Other performance and liquidity ratios are available
here.The company is engaged in air conditioning and refrigeration industry.
Roof mounted package air conditioning units (RMPUs), metroHVAC
equipment, Package Airconditioners, water coolers.
The current status of Sidwal Refrigeration Industries Private Limited is - Active.
The last reported AGM (Annual General Meeting) of Sidwal Refrigeration Industries
Private Limited, per our records, was held on 08 September, 2021. Also, as per our
records, its last balance sheet was prepared for the period ending on 31 March, 2021
1.2.2 HISTORY

SIDWAL is an ISO 9001-2015 and ISO/TS 22163:2017 (International

Railways Industries Standards) certified company, promoted by NRI technocrat Mr.
S.S. Sidhu a Mechanical Engineer from the University of Michigan.

SIDWAL entered the Air-conditioning and Refrigeration Industry in 1974. Through

extensive in-house research and development SIDWAL has produced excellent
products acclaimed for their distinguished quality for more than 40 years. The
abundant technical expertise gathered over the years puts SIDWAL in the forefront of
technical innovations with the capacity to supply the most sophisticated Air-
conditioning equipment for any type of application.

1.3 COMPANY PROFILE

Sidwal Refrigeration Materials, India was set up in 1997, India to manufacture

a new range of environment friendly clutch facings. These products use water based

13
process free from asbestos lead organic solvents aramid fiber& ceramic fiber and are
manufactured in compliance with July 2003 European Regulations. With our fiber
glass based technology Sidwal G5 clutch facings offer a longer lifespan as well .As a
leaders in dry friction products we use G5 (Generation 5) clean technology for clutch
facings. Our G5 clutch facings the first range of green clutch facings enable our
customers to considerably reduce atmos.1pheric emissions and improve working
condition. We develop generic products with each facing grade corresponding to the
same formula all over the world.
Sidwal clutch facings provide enhanced driving comfort while offering a longer
lifetime. The company is a supplier to major original equipment manufacturers for
passenger cars utility vehicles, Trucks, Tractors and the three wheeler segment in
India through leading clutch makers.
We constantly endeavor to sustain our technological edge in the industry ensuring the
highest levels of quality and performance. Our R&D simulation testing measurement
and analysis use highly advanced information technology tools with to fully satisfy
constantly changing market requirements while offering cost competitive solution to
our customers.
1.3.1 ABOUT THE SIDWAL GROUP
Sidwalis one of the largest automotive suppliers in the headquartered in Paris,
france. It designs and products components integrated systems and modules for the
automotive industry with a focus on reduction of CO2 emission. Sidwal the group has
124 plants, 21 research centers, 40 development centers, 12 distribution platforms and
employs 68000 people in 28 countries worldwide.
In India Sidwal is headquartered in New Delhi with 5 production sites in New Delhi
and pune and a state of the art research centre in New Delhi. It employs over 3000
people and supplies products
to car makers that include ford, Nissan, Marathi, Hyundai, GM, Fiat, and
Volkswagen& Toyota.
Sidwal Refrigeration materials Indian limited is a joint venture between Sidwal group,

14
France and Anand India .The company was set up in 1997 to manufacturing a range
of 100% environmental friendly clutch facings specially geared to improve driving
comfort while offering a longer lifetime.
1.3.2 BUSINEES ACTIVITY STRUCTURE
Sidwal Refigeration is made up of our business group and an aftermarket
activity Sidwal service. The comfort and driving assistance system business group
develops interface system between the drivers the vehicle and the environment
which help to improve comfort and safety. The power train system business group
develops innovative power train solutions aimed at reducing fuel consumption and
CO2 emission. The visibility system business group design and produces innovative
systems which offer the driver perfect visibility thereby improving the safety of both
driver and passenger.Sidwal service supplies original equipment spares to automakers
and replacement parts to the independent aftermarket. It offers a wide range of
products and services for all aftermarket activities worldwide.
1.3.3 VISION AND MISSION

Vision
“To provide customers the quality eye year products, with an outstanding
design for a responsible price”.
Mission
“To be the leader in the spectacles industry by setting up world class system to
ensure customers satisfaction and business success”.

1.3.4 POLICIES

 Discount and warranty policies

 Service policy

 Exchangepolicy

15
1.3.5 REASON FOR CHOOSING THE COMPANY
SIDWAL has one of the most advanced and modern factories at Faridabad
(Haryana) and Kala-Amb (Himachal Pradesh) having young and dynamic team of
engineers and technicians equipped with the latest Computer Aided Design Systems
and Computer Aided Manufacturing with CNC Sheet Metal Presses, Folding
Machines and Brake Presses. Cooling Coils, Condenser Coils, Blowers, Motors,
PCB’s, FRP moulding, Electrical Panels produced in-house provide the cutting edge
benefit over the competition.Ruggedness and longevity of our products through a
strict quality control and 100% testing in controlled climate test chambers has been
the key strength of SIDWAL. Repeat orders are placed on us due to qualities of
products backed by a strong and prompt service team. We have been able to create an
undisputed reputation in the competitive market.

16
 CHAPTER 2

REVIEW OF LITERATURE

A literature is a body of text that aims to review the critical points of current
knowledge on a particular topic, the literature review usually precedes a research
proposal methodology and results section. Its ultimate goal is to bring the reader up to
date with current literature on a topic and forms the basis for other goals, such as
future research that may be needed in the area.
2.1 RESEARCH REVIEW

According to Dr. WendellLather their article “Employees motivation,

attitudes, and turnover” International Journal of Human Resource Studies-
2014, vol.5, No.)
Motivating employees and keeping them satisfied are some of the ways that managers
and organizations retain employees and provide excellent service. Employees have
attitudes about different aspects of their job, their careers, and their organization. They
are composed of emotion, thought and behaviors. Employee’s turnover starts with an
intension. Turnover intention is caused by occupational stress. Highly level of turn
over intension could be attributed to occupational stresses. The need to enhance
working condition to improve job performance and convince employees not to leave
their job.
According to Miles burke their article “Benefits for increased job
satisfactionIOSR- Journal of Business Management-Vol. 6Issue 2 Nov-Dec2012)
Encourages management to focus on strategies that increase job satisfaction creates
a more productive work force and higher rates of business success. Companies can
save money and increase profits but putting a focus on increasing job satisfaction for
their employees. Improving job satisfaction is grate both from costs and profits for

17
the organization itself, through realized efficiencies and reduces employees turnover,
and also for the employees themselves, though general happiness and satisfaction. The
management can focus on improving employee satisfaction to the benefits of every
one.

According to Miriam T Abbah in their article “Employee motivation”

ISOR Journal Of Business Management (IOSR-JBM)-VOL 16, Issue 4ver, I,
Apirl2014,pp 01-o8
This paper conclude that employee motivation is an intricate and sophisticicated
subject however contemporary managers must face and deal with it to obtain
organizational success
According to Dina Maria Lute in their article “job motivation “The
impact of Rewards on employee job satisfaction in Bank International journal of
BusinessManagementvol 6,issue 2,nov-dec 2012 ,pp 09-15
Job satisfaction and work performance in Romanian trade enterprise. The result
showed that motivation was too often associated with high salaryand too little with
non financial rewards in Romanian enterprise. The hypothesis of the study indicated
the employee’s motivation level connected to employee’s job performance and
employee’s satisfaction level. Besides employees satisfaction level connected with
employee’s job performance and different facts of the employee’s satisfaction
influence the overall satisfaction level of employees. There was no direct and
divergent link between employee job satisfaction and the performance of the
organization in which they worked.
According to AdeyinkaTella in their article “Work motivation, Job
satisfaction and Organizational commitment of Library personal in Academic
and Research Libraries in Oyo State. Nigeria 2009)
Library personal must acknowledge that mental health is better anchored in intrinsic
motivational factors within one’s control. The need to assume responsibility for one’s
career, especially in a depressed economy, cannot be over emphasized

18
 According toNirav Dave in their article “job satisfaction of the Teacher of
Higher Education Institution” 2010
This article includes discussion on different perspectives regarding job satisfaction of
teacher oh higher education institutes. It has been found that job satisfaction of faculty
members is very critical aspects for all higher educational institutes and it affects
performance of employees and quality of education in all higher education institutes
According to Nadia Ayub in their article “Employee motivation and Work
Performance. A Comparatively Study of Mining Companies In Ghana –Journal
of Industrial Engineering and Management vol 3, no, 3
The was undertaken with 9 sub scales namely pay ,promotion , supervision, fringe
benefits, contingency rewards, operating conditions, co- workers , nature of work and
communication. The study showed 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 feedback as well as
compensation as money .The result also indicated that there was a significant gender
difference on variables of work motivation.
Eisenberger, Roades, &Caneron (1999) conducted three studies that
examined the relationships for high performance with perceived self-determination
and intrinsic motivation. Study 1 found that pay for meeting a performance criterion
had positive effects in students’ perceived self determination and competence,
expressed task enjoyment, and free time spent performing the task (Eisenberger et al.,
1999). Study 2 established that perceived self-determination mediated positive
relationships between employees’ performance reward expectancies and perceived
organizational support, mood at work, and job performance(Eisenberger et al., 1999).
Study 3 demonstrated that performance reward expectancy was positively related to
employees’ expressions of interest in their ongoing work activities (Eisenberger et al.,
1999). The above studies conclude that people understand the use of reward in
everyday life, which involves the reward giver’s control over the recipient, the person,

19
group, or institution providing the reward (Eisenberger et al.,1999).
Laschinger, Finegan, and Shamian (2001) conducted a study to test
empowerment. They used a random sample of 412 staff nurses. The study was based
off of Kanter’s theory of organizational empowerment that argues that work
environments that provide access to information, support, resources, and opportunity
to learn and develop, empowers, and influences employee work attitudes,
productivity, and organizational effectiveness. Kanter suggests that as a result,
employees are more satisfied with their work and sense that management can trust
that they can do whatever is necessary to ensure high quality outcomes (Laschiner et
al., 2001). ResultsfromLaschinger et al. (2001) study agree with Kanter’s study and
suggest that fostering work environments that enhance perceptions of empowerment
willenable positive effect on organizational members.

Results of Drake et al (2007) study agree with Spreitzers’ model that the two
key aspects of a firm’s control system are performance feedback and reward systems.
These two aspects have a significant aspect on perceived employee empowerment,
task motivation and performance. The Drake, Wong, and Salter study found that,
“financial feedback has a significant and positive effect on perceived impact, while
performance based rewards have significant and negative effects on self-
determination and perceived competence” (p. 85). Organizations should carefully
consider the techniques that they use to increase feelings of empowerment
amongemployees.

In order for individuals to perform at a high level there needs to be some way
to measure the performance, and a way to give feedback that is empowering.
“There is a strong case that situational empowerment by itself is unlikely to promote
performance unless supported by appropriate feedback”(Leach, Jackson, & Wall,
2001, p. 873). When individual performance does not have the appropriate feedback
and rewards, employees will not feel empowered to perform at a high level and meet

20
the other objectives and goals of the organization.
Bandura (as cited in Walumbwa et al., 2008) suggests that self-efficacy
plays an important role in task related performance. He believes that self-efficacy
beliefs influence an individual’s choice of goals and goal directed activities, emotional
reactions, and persistence in the face of challenge and obstacles (2008). Results of the
Walumba et al. study found, “transformational leadership relates to follower
identification with work unit and self-efficacy, which interacts with means efficacy to
predict individual performance” (p.12).
Vecchio, Justin, & Pearce found that, “both transactional and transformation
leadership had a negative interactive relationship for predicting the outcome of job
performance. The vision of the leader and intellectual stimulation were more
positively correlated with employee performance when the leaders were using low
contingent rewards” (2008, p. 71). Transformational leadership is a relatively new
leadership style that may positively relate to attitudes, behavior, and performance of
employees. Vecchio et al. study implies that the vision of the leader and intellectual
stimulation is a more important fact for increasing performance versus using a high
amount of external rewards to predict the outcome of job performance.

The Wegge et al. (2006) study used employees that worked at a call center
where task variety is repetitive. Results from the study found that there was a
correlation between motivating potential and job satisfaction, motivating potential and
organizational citizenship behavior, and motivating potential and turnover (Wegge et
al., 2006). The experiments from the Wegge et al study also found that motivating
potential and organizational identification correlated moderately (r=.36). “For
customer service representatives who were highly identified with their organization, a
good task design ensured better well being” (Wegge et al., 2006, p. 76). In both of the
experiments in the study, there was replicated strong relationships that exist between
organizational identification and several identification indicators of work motivation
and well being in the call center setting (Wegge et al., 2006). “A high organizational

21
identification corresponded with high work motivation (high job satisfaction, OCB,
personal accomplishment, and low turnover), and better employee well being, which
consisted of lower health complaints, lower emotional exhaustion, and
depersonalization” (p. 78).
Bandura (as cited in Walumbwa et al., 2008) suggests that self-efficacy
plays an important role in task related performance. He believes that self-efficacy
beliefs influence an individual’s choice of goals and goal directed activities,
emotional reactions, and persistence in the face of challenge and obstacles (2008).
Results of the Walumba et al. study found, “transformational leadership relates to
follower identification with work unit and self-efficacy, which interacts with means
efficacy to predict individual performance” (p.12)

22
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 TITLE OF THE PROJECT

The title of the project is “A study on Employee Motivation and Job
satisfaction at Sidwal Refrigeration Industries Private Limited, New Delhi”.
3.2 OBJECTIVES OF THE STUDY
To identify the factors that motivates the employees
To measures the level of satisfaction of employees with respect of the company.
Motivation techniques utilized to stimulate employee growth.
To discover the various expectations that determine the satisfaction level of
employees.
3.3 SCOPE OF THE STUDY
This study helps to make better working environment.
This research is useful for the management to know the satisfaction level of
employees.
This study helps to make a management decision to the company
This study helps to make a promotion policy.
3.4 POPULATION OF THE STUDY
Sidwal Refrigeration private limited, New Delhi include 300 employees
3.5 RESEARCH DESIGN
The research design for the study is descriptive. Descriptive research studies are these
which are concerned with describing the characteristic of a particular individual.
3.6 SAMPLING TECHNIQUE
As far as the present study is concerned, the researcher has collected the data required
from the sample population by Simple Random Sampling Technique under
Probability Sampling method.

23
3.7 SAMPLE SIZE
Data is collected from 133 employees of Sidwal Refrigeration private limited.
3.8 SAMPLE UNIT
The study was conducted at Sidwal Refrigeration Industries Private Limited, New
Delhi.
3.8.1 METHOD OF DATA COLLECTION
The study primarily depends on primary and secondary data.
Primary data
Primary data is collected through well-structured questionnaire and from HR manager.
Direct interview
Direct observation
Secondary data
On the other hand, are those which have already been collected by someone
else and which have already being passed through the statistical process. The methods
of collecting primary and secondary data differ since; primary data are to be originally
collected, while in the case of secondary data, the nature of data collection work is
merely that of compilation.
3.9 STATISTICAL TOOLS FOR ANALYSIS
Percentage
ANOVA table
Correlation coefficient
3.10 LIMITATIONS OF THE STUDY
The main source of data for the study was primary data with the help of self
administered questionnaires. So there are chances of biased information provided by
the respondents.
It is difficult to elicit response from employees who do night shift.
Difficult to get exact information because some of the employees are reluctant to
share the information.
Some responders have not answered the questions seriously.

24
Most of the employees were busy with their tight work and they don’t be disturbed.
Within a limited time period a lot of information had to be collected.

25
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATIONS

4.1 PERCENTAGE ANALYSIS

4.1.1 This table is shows the gender classifications of the respondents

Gender Frequency Percentage

Male 112 84.2

Female 21 15.8

Total 133 100

4.1.1 This chart shows the gender classification of the respondents

Gender
120
100
Frequency

80
60
40
20
0
Disagree Strongly disagree
Gender

Inference:

The above table shows that the gender variation of the respondents. Here 84.2% of the
respondents belong to male category and 15.8% of the respondents belong to female
category. Which means in the concern male population is high.

26
4.1.2 This table shows the age wise classification of the respondents

AGE Frequency Percentage

20-25 35 26.3

25-30 43 32.3

30-35 44 33.1

35-40 8 6

40 above 3 2.3

Total 133 100

4.1.2 This chart shows the age wise classification of the respondents

Age
50

40

30
Frequency

20

10

0
Disagree Strongly disagree

Age

Inference:

The above table gives the 33% of respondent belongs to the age group 30-35 and 2.

27
%of the respondent belongs to the age group of above 40.Here the majority of
respondent belong to the age group of above 30-35.

4.1.3 This table shows the education wise classification of the respondents:

Education Frequency Percentage

Qualification

SSLC 2 1.5

HSC 14 10.5

Diploma 72 54

UG 38 29

PG 7 5.3

Total 133 100

4.1.3 This chart shows the education wise classification of the respondents

E.Q
80

60
Frequency

40

20

0
Disagree Strongly disagree

E.Q

28
Inference:

The above table shows that the education qualification 54.1% of the respondent are
diploma & post graduation and others are none of them study majority of respondent
are diploma qualification.
4.1.4 This table shows the marital status wise classification of therespondents

Marital status Frequency Percentage

Single 56 42

Married 77 58

Total 133 100

4.1.4 This chart shows the marital status wise classifications of the respondents

M.S
80

60
Frequency

40

20

0
Disagree Strongly disagree
M.S

29
Inference:
The above table shows that the marital status variation of the respondents. Here 77%
of the respondents belong to married category and 56% of the respondents belong to
single category. Which means in the concern married population is high.

4.1.5 This table shows the Reward/ Recognitions are impartial in mycompany.

Factors No. of respondents Percentage

Strongly Agree 53 40

Agree 48 36

Neutral 19 14

Disagree 10 8

Strongly disagree 3 2

Total 133 100

30
 4.1.5 This chart shows the reward / Recognitions are impartial in my company

45

40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows that the rewards/ recognitions are impartial in my
companyby the respondents. It is clear that the majority that is 40% of the respondents
strongly agree that the rewards and recognitions are impartial in my company, 36% of
the respondents agree, 14% of the respondents are neutral,8% of the respondents
disagree and 2% of the respondents strongly disagree that the rewards/recognitions are
impartial in my company. Hence the table proves by the respondents that the
rewards/recognitions are impartial in my company.

4.1.6 This table shows the promotion is fair and impartial in my company.

31
 Factors No. of respondents Percentage

Strongly Agree 48 36

Agree 53 40

Neutral 10 8

Disagree 19 14

Strongly disagree 3 2

Total 133 100

4.1.6 This chart shows the promotion is fair and impartial in my company.

45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows that the promotion is fair and impartial in my
companyby the respondents. 40% of the majority respondents only agree that the
promotion is fair and impartial in my company, 36% of the respondents strongly agree,
8% of the respondents are neutral, 14 % of the respondents disagree and 2% of the

32
respondents strongly disagree that the promotion is fair and impartial in my company.
Hence the table proves by the respondents that the majority of the respondents only
agree to it.
4.1.7 Table of Job security

Factors No. of respondents Percentage

Strongly Agree 35 26

Agree 42 32

Neutral 22 17

Disagree 18 14

Strongly disagree 16 11

Total 133 100

4.1.7 This chart shows the job security.

50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

33
Inference:

The above table and chart shows the job security for the employees in the companyof
the respondents. It is clear that the majority that is 32% of the respondents only agree
that there is job security in the company, 26% of the respondents strongly agree, 17%
of the respondents are neutral, 14 % of the respondents disagree and 11% of the
respondents strongly disagree that there is no job security in the company. Hence the
table proves there is only 32% job security in the company.
4.1.8 This table shows the Reward/ Recognition

Factors No. of respondents Percentage

Strongly Agree 45 34

Agree 65 49

Neutral 12 9

Disagree 5 4

Strongly disagree 6 4

Total 133 100

4.1.8 This chart shows the Reward/ Recognition.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

34
Inference:

The above table and chart shows that rewards/ recognitions are given to the
employees by the company for their contribution and achievementof the respondents.
It is clear that the majority that is 49% of the respondents only agree that the rewards
and recognitions are given by the company for achievement and contribution, 34% of
the respondents strongly agree, 9% of the respondents are neutral, 4% of the
respondents disagree and 4% of the respondents strongly disagree that the
rewards/recognitions are not given by the company. Hence the table proves by the
respondents that 49% of the respondents only agree to the rewards/recognitions given
by the company for their achievement.

4.1.9 This table shows the welfare facilities

Factors No. of respondents Percentage

Strongly Agree 75 56

Agree 35 26

Neutral 11 8

Disagree 7 5

Strongly disagree 7 5

Total 133 100

35
 4.1.9 This chart shows the welfare facilities.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows the welfare facilities provided by the companyof the
respondents. It is clear that the majority that is 56% of the respondents strongly agree
that there if good welfare facilities in my company, 26% of the respondents agree, 8%
of the respondents are neutral, only 5% of the respondents disagree and only 5% of
the respondents strongly disagree that there is no welfare facilities in the company.
Hence the table proves by the respondents that the company welfare facilities are
excellent.
4.1.10 This table shows the relationship with employer and co-worker

Factors No. of respondents Percentage

Strongly Agree 18 13

Agree 48 36

Neutral 35 26

Disagree 25 19

Strongly disagree 7 5

Total 133 100

36
 4.1.10 This chart shows the relationship with employer and co-worker.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:

The above table and chart shows the relationship between the employer and employee
in the companyof the respondents. It is clear that the majority that is 36% of the
respondents only agree that there is good relationship between the employees and
employer in the company, 13% of the respondents only strongly agree, 26% of the
respondents are neutral, 19% of the respondents disagree and only7% of the
respondents strongly disagree that there is no good relationship between the employer
and employees in the company. Hence the table proves by the respondents that there
is only 36% of the respondents agree there is good relationship between the
employees and employer.
4.1.11 This table shows the Co-workers share their knowledge and ability.

Factors No. of respondents Percentage

Strongly Agree 53 39

Agree 54 41

Neutral 16 12

37
 Disagree 6 5

Strongly disagree 4 3

Total 133 100

4.1.11 This chart shows the co-worker share their knowledge and ability.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows the support given by the employees to their co-
workers in the companyof the respondents. It is clear that the majority that is 41% of
the respondents only agree that employees help to their co-workers in the company,
39% of the respondents strongly agree, 12% of the respondents are neutral, 5% of the
respondents disagree and only 3% of the respondents strongly disagree that the
employees won’t help each other in their work. Hence the table proves by the
respondents that the 41% only agree to it.
4.1.12 This table shows the relationship between employees

Factors No. of respondents Percentage

Strongly Agree 56 42

Agree 64 47

38
 Neutral 6 5

Disagree 5 4

Strongly disagree 2 2

Total 133 100

4.1.12 This chart shows the relationship between employees.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows the relationship between the employees in the
companyof the respondents. It is clear that the majority that is 47% of the respondents
agree that there is healthy relationship between the employees in the company, 42%
of the respondents strongly agree, 5% of the respondents are neutral, 4% of the
respondents disagree and 2% of the respondents strongly disagree that there in bad
relationship between the employees in the company. Hence the table proves by the
respondents that the there is good relationship between employees in the company.

39
 4.1.13 This table shows the employer behavior with employees is satisfied

Factors No. of respondents Percentage

Strongly Agree 25 18

Agree 36 28

Neutral 48 36

Disagree 18 14

Strongly disagree 6 4

Total 133 100

4.1.13 This chart shows the employer behavior with employees is satisfied.

50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows the employer behavior with the employees in the
companyof the respondents. It is clear that the majority that is only 28% of the
respondents agree the employer behavior with employee in the company is good, 18%

40
of the respondents agree, 36% of the respondents are neutral, 8% of the respondents
disagree and 2% of the respondents strongly disagree that the behavior of the
employer is not good. Hence the table proves by the respondents that the behavior of
the employer is not in a standard level.

4.1.14 This table shows the work is according to qualification and skill

Factors No. of respondents Percentage

Strongly Agree 43 32

Agree 59 44

Neutral 20 15

Disagree 9 7

Strongly disagree 2 2

Total 133 100

4.1.14 This chart shows the work is according to qualification and skill.

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree

41
Inference:

The above table and chart shows the work to the employees is only according to the
qualification and skill in the companyof the respondents. It is clear that the majority
that is 44
% of the respondents only agree that work is given to the employees according to skill
and qualification in the company, 32% of the respondents strongly agree, 15% of the
respondents are neutral, 7% of the respondents disagree and 2% of the respondents
onlystrongly disagree to it. Hence the table proves by the respondents that the work
given to employees is based on their skill and qualification.
4.1.15 This table shows the Employees are satisfied with top management

Factors No. of respondents Percentage

Strongly Agree 40 30

Agree 60 45

Neutral 10 8

Disagree 8 6

Strongly disagree 15 11

Total 133 100

42
 4.1.15 This chart shows the employees are satisfied with top management.

50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:
The above table and chart shows that whether the employees are satisfied with
the top management of the companyof the respondents. It is clear that the majority that
is 45% of the respondents only agree that the employees are satisfied with the top
management, 45% of the respondents agree, 8% of the respondents are neutral, 6% of
the respondents disagree and 11% of the respondents strongly disagree with the
satisfaction of the top management. Hence the table proves by the respondents the
employees are satisfied with the top management.
4.1.16 This table shows the satisfaction with Working Environment

Factors No. of respondents Percentage

Strongly Agree 65 49

Agree 45 34

Neutral 6 4

Disagree 7 5

Strongly disagree 10 8

Total 133 100

43
 4.1.16 This chart shows the satisfaction with working environment.

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly disagree

Inference:
The above table and chart shows the employees satisfaction with the working
environment of the company of the respondents. It is clear that the majority that is
49% of the respondents strongly agree that they are satisfied with the working
environment,34% of the respondents agree, 4% of the respondents are neutral, 5% of
the respondents disagree and 8% of the respondents strongly disagree with the
satisfaction of the working environment. Hence the table proves by the respondents
the employees are satisfied with the working environment.
4.1.17 This table shows the Freedom to decision making in work

Factors No. of respondents Percentage

Strongly Agree 42 44

Agree 58 31

Neutral 20 15

Disagree 8 6

Strongly disagree 5 4

Total 133 100

44
 4.1.17 This chart shows the freedom to design making in work.

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly
disagree

Inference:

The above table and chart shows thatthe employees are given freedom to take
decision to complete their workof the respondents. It is clear that the majority that is
44% of the respondents strongly agree that they are given freedom to take decision to
complete their work, 31% of the respondents agree, 15% of the respondents are
neutral, 6% of the respondents disagree and only4% of the respondents strongly
disagree with the decision making process. Hence the table proves by the respondents
the employees given full freedom to take their decision in completing their work.

4.2 ANNOVA TABLE

TESTING ON HYPOTHESIS
Ho= There is no significant difference between Education qualification& job
satisfaction level
H1=There is a significant difference between Education qualification& job
satisfaction level

45
 EQ Mean SD Fvalue P value

SSLC 20 1.414 1.680 .159

+2 17.50 2.210
Diploma 16.53 2.403
UG 16.42 2.406
PG 16.29 2.356

4.1.18 Analysis of variance (ANOVA) (Education Qualification &job satisfaction

Denote by significance @5% level Interpretation:
Inference:

Since P value is < 0.01 then reject Ho is rejecting at 5% level of significance.

Hence concluded that there is a significant difference Education Qualification Job
satisfaction.
CORRELATION COEFFICIENT:

Correlation is a study of the linear relationship between two variables and express in
prices manner. The changes in value of one variable will affect the value of the other
variable then both the variables are correlated.
Ho= There is no significant difference between Motivates the employee&
Relationship between Employer&Employee
H1=There is a significant difference between Motivates the employee& Relationship
between Employer&Employee

X (Motivates the Employee) 56 64 6 5 2

Y (Relationship between the employer and 18 48 35 25 7

46
 x y ( − ) ( − ) ( − ) ( − ) ( − )( − )

56 18 29.4 -8.6 864.36 73.96 -256.84

64 48 37.4 21.4 1398.76 457.96 800.36

6 35 -20.6 8.4 424.36 70.56 -173.04

5 25 -21.6 -1.6 466.56 2.56 34.56

2 7 -24.6 -19.6 605.16 384.16 482.16

= 133 = 133 (̅)2 = ( − )2 = ( − ̅)( − ) =

− 3759.2 989.2 891.2

̅= ∑ = = 26.6

∑
= = = 26.6

= 0.4621

Interpretation:

So there is a positive correlation co-efficient between motivates the employee &

relationship between employer & employee. Significances level is 1%.

47
 CHAPTER –5

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS
Majority of the respondents belonged to the age group between 30-35 years (33%)
Majority of the respondents belonged to the gender male (84%)
Most of the respondents Qualification belong to Diploma (54%)
Majority of the respondents are married (58%)
40% of the employees strongly agree with Reward /recognitions are impartial in my
company
40% of the employees agree with the promotion is fair and impartial in the company
32% of the employees only agree with I feel secured with my job
49% of the employees agree with I am more motivated to do my job when I feel am
recognized & appreciation for my contribution to the organization
36% of the employees agree with smooth relation with your employer& co-workers
41% of the employees agree with my co-workers share their knowledge & ability
with others
31% of the employees agree with use my own judgment
41% of the employees agree with my coworkers get along with each other
36% of the employees are neutral with over all behavior of your employer
44% of the employees are neutral with qualification skills
45% of the employees agree with employees are satisfied with the top management
49% of the employees strongly agree with employees get appreciation &rewards if
the desired work/target are accomplished
56% of the employees disagree with welfare facilities provided to the employees by
the organization are satisfactory

48
5.2 SUGGESTIONS

Job security has long been one of the most positive aspects of Sidwal Refrigeration
Industries Private Limited If an employee is fired from the job his whole family
suffers a lot. So once an employee in hired before firing an ample opportunity and
systematic procedure should be followed in the organization. Very specific during
covid-1p no employee should be fired.
To increase the productivity and communicate the message of an organization there
must be good and healthy relationship between employer and employee, employee
and co-workers then only the organization can achieve their goals and an employee
can attain his individual goal. So the relationship in the organization between the
employees and employer should be strengthen.
Hence the company needs to introduce special scheme related to reward, gratuity,
promotion &other related benefits to enhance the employee’sjob satisfaction level.
To encourage competitive culture in Sidwal Refrigeration limited seniority based and
skill should be considered in the promotion polices.
5.3 CONCLUSION
A study on employee motivation& job satisfaction of respondents in Sidwal
Refrigeration private limited made the researcher to understand the various factor
affecting the employee motivation & job satisfaction of respondents in the Sidwal
Refrigeration private limited. As far as possible with in the given limits the study is
completed with the motivation& satisfaction of many people. While analyzing the
various determinants of motivation& job satisfaction it was noted that all individual
does not derive the same degree of satisfaction thought they perform the same job in
the same environment and at the same time .Therefore it appears that besides the
natures of the job environment there are some variables that affect the job satisfaction.
It is the employees who determine the development of the organization .Hence
retaining the staff and high level of motivation& job satisfaction is very important fact
an a organization. Through the study the researcher found some fact and with the help

49
of her theoretical knowledge identified some gray area put forward some suggestions
to improve upon, which is the key success of the organization.

50
REFERENCES BIBLIOGRAPHY:
Mamoria C.B, Personal Management, 5th edition, New Delhi , Tata McGraw Hill
Publishing company limited 2008
Mena Panday, Himalaya Publishing House, 1988
Kothari C.R. Research Methodology ,methods of techniques 2nd edition ,New
Delhi
,new Age International (p)ltd, publishers ,2004
Aswathappa, K. Human Resource and Personal Management
Sekaranuma, “Research methods for business a skill building approach “, 4th
edition New Delhi Wiley India (P) ltd 2007
Russ-Eft, D., &PreskilEvaluation in organization, New York basis books 2001
Temple B & YOUNG “Qualitative research and translation dilemma,” New
York 2nd edition 2004
William G Zikmund, Barry J Babine, Jon scar,, AtanuAdhikari, Mitch Griffin,
Business Research methods, a south Asian perspective, 8th engage learning
New Delhi 2012 9.Khuzaeni, MS. Idrus, Djumahir, solemn, “The influence of work
culture work stress tothe job satisfaction and employees motivation in the
state treasury service office in Jakarta ,Indonesia” IOSR Journal of business
management 9IOSR-JBM0 e-ISSN:2278- 487X march-Apr.20130
James L 1989, Integrating work environment perceptions. Explorations in to the
measurement of meaning. International journal management 9IOSR-JBM0 e-ISSN:
2278- 487X march-Apr.20130

51
JOURNALS AND ARTICLES:
Dr. Wendell Lather their article “Employees motivation, attitudes, and turnover”
International Journal of Human Resource Studies- 2014, vol.5, No. 2)
Miles burke their article “Benefits for increased job satisfaction IOSR-Journal of
Business Management-Vol. 6Issue 2 Nov-Dec2012)
Miriam T Abbah in their article “Employee motivation” ISOR Journal Of Business
Management (IOSR-JBM)-VOL 16,Issue 4ver,I,Apirl2014,pp 01-o8
Dina Maria Lute in their article “job motivation “The impact of Rewards on
employee job satisfaction in Bank International journal of Business
Management vol 6,issue 2,nov-dec 2012 ,pp 09-15
Dr. Wendell Lather their article “Employees motivation, attitudes, andturnover”
International Journal of Human Resource Studies- 2014, vol.5, No. 2)
Miles burke their article “Benefits for increased job satisfaction IOSR-Journal
of Business Management-Vol. 6Issue 2 Nov-Dec2012)
Miriam T Abbah in their article “Employee motivation” ISOR Journal Of
Business Management (IOSR-JBM)-VOL 16,Issue 4ver,I,Apirl2014,pp 01-o8
Dina Maria Lute in their article “job motivation “The impact of Rewards on
employee job satisfaction in Bank International journal of Business
Management vol 6,issue 2,nov-dec 2012 ,pp 09-15

WEBLIOGRAPHY:
www.deccangroup.com
www.ekkigroup.com
www.pumpbazar.com
www.pointpumps.com
www.pumpkart.com
www.kaevelpumps.com
www.indusryweek.com
www.wikipedia.com

52
www.study.com
www.materialsmanagement.inf

53
APPENDIX QUESTIONNAIRE
“A STUDY ON EMPLOYEE MOTIVATION AND JOB SATISFACTION AT
SIDWAL REFRIGERATION INDUSTRIES PRIVATE LIMITED, NEW
DELHI”
Respected sir/Madam

This study is intended as a part of my MBA program, the accomplishment of which I

would like to gather some information from you all. The information collected will be
kept confidential for my academic research purpose only .I will be grateful if you
spent some time to fill it up.
PART A

PERSONAL DETAILS:

Name:

Age

20-25 yrs b) 25-30 yrs c) 30-35 yrs d) 35-40 yrs e) Above 40 yrs

Gender

a) Male b) Female

Marital Status

a) Single b) Married

Education Qualification

54
a) SSLC b) +2 c) Diploma d) UG e) PG

PART B FACTORS THAT MOTIVATES THE EMPLOYEE

S.NO QUESTION SA A N DA SDA

1 Reward /recognitions are impartial in my company

2 Promotion in my company are fair &impartial

3 I feel secured with my job

4 I am more motivated to do my job when I feel I am

recognized & appreciation for my contribution to
the organization.
5 Whether the available statutory &non
statutory welfare facilities your company motivates
yours
Self-confident

RELATIONSHIP BETWEEN EMPLOYEER & EMPLOYEE

S.NO QUESTION SA A N DA SDA

1 How do you feel the smooth relation with your

employer& co workers
2 My co-workers share their knowledge &ability
with others
3 I have freedom to use my own judgment

4 I like the way my co-workers get along with

55
 each other

JOB SATISFACTION LEVEL

S.NO QUESTION SA A N DA SDA

1 Your work is according to your qualification & skills

2 Employees are satisfied with the top management

3 Employees get appreciation & rewards if the

desired work /target are accomplished

4 Welfare facilities provided to the employees by the

organization are satisfactory

5 How do you feel the working environment

56