A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL

REFERENCE TO WINNER DAIRY (P) LTD AT

SATHIYAMANGALAM, GINGEE.

Dissertation submitted to the Thiruvalluvar University in the Partial fulfillment of

the requirement for the degree of

MASTER OF COMMERCE

Submitted by

S.RAVIKUMAR.,B.COM.,
Register No: 43820P09025

Under the Guidance of

Mrs.D.SUJATHA.,M.Com.,MBA.,B.Ed.,M.Phil.,SET.,(Ph.D)
Assistant Professor in Commerce
Annamalai University, Post Graduate Extension Centre
Villupuram – 605 401

THIRUVALLUVAR UNIVERSITY
PG EXTENSION CENTRE
Department of Commerce
VILLUPURAM – 605 401
MAY – 2022
Mrs.D.SUJATHA,M.Com,MBA,M.Phil,SET,(Ph.D)
Research Supervisor
Department of Commerce
Annamalai University PG Extension Centre,
Villupuram – 605 401

Certificate by the Guide

This is to Certify that the Dissertation entitled an examine on

“A STUDY ON EMPLOYEE MOTIVATION WITH SPECIAL

REFERENCE TO WINNER DAIRY (P) LTD AT SATHIYAMANGALAM,
GINGEE” (Reg. No. 43820P09025) of Thiruvalluvar University PG Extension Centre
Villupuram in partial fulfillment of the requirement for the Degree of M.Com in Commerce
is done by him/her during the year 2021 – 2022 Under my guidance and supervision and
this dissertation of any part thereof has not been submitted for the award of any other
degree, diploma, fellowship or other similar titles.

Research Supervisor Head of the Department

Head (i/c)

Certified that the candidate project work is examined in the Viva-voce

held on …………….

External Examiner
Place: Villupuram
Date:
S.RAVIKUMAR,B.Com.,
Register No. 43820P09025
Department of Commerce,
Thiruvalluvar University PG Extension Centre,
Villupuram – 605 401

Statement by the Candidate

I hereby state that the dissertation entitled “A STUDY ON EMPLOYEE
MOTIVATION WITH SPECIAL REFERENCE TO WINNER DAIRY (P)
LTD AT SATHIYAMANGALAM, GINGEE”. Submitted for the award of the
degree of M.Com., in commerce. This is my original work and no part of this
dissertation has been submitted elsewhere for the award of any other degree,
diploma, associateship, fellowship or other similar titles.

(S.RAVIKUMAR)

Signature of HOD

Place: Villupuram

Date:

Signature of External Examiner

 ACKNOWLEDGEMENT
First and foremost. I thank god almighty for showering his choice of blessing upon
me throughout the project.
I express my sincere thank to Prof.Dr.K.SEETHARAMAN. Ph.D. Registrar
Annamalai UniversityAnnamalainagar, for consent me to do the project work
successfully,

I thank Dr.R.VIJAYARAGAVAN.,Ph.D., Registrar Thiruvalluvar University,

Serkadu Vellore permitted me to do my project work in this institution.
I express my gratitude to Mrs.Dr.P.VASANTHARANI.,Ph.D., Dean of College
Development Council for the encouragement support to complete my project work.
I take immense pleasure to thank Dr.S.SATHIAMOORTHY,Ph.D., Head(i/c)
Annamalai University PG Extension Centre Villupuram for kindness and right
support in completing the project report.

I express my gratitude to my Guide and Head of the Department

Mrs.D.SUJATHA.,M.Com.,MBA.,B.Ed.,M.Phil.,SET.,(Ph.D)Assistant professor whose
constant guidance and support helped me in the completion of my dissertation.

Finally, I express my sincere thanks to my family for their encouragement and all
my friends for their support.

S. RAVIKUMAR
 CONTENTS

CHAPTER TITLE PAGE NO

NO

1 INTRODUCTION 1 - 19

2 REVIEW OF LITERATURE 20 – 25

3 COMPANY PROFILE 26 – 28

4 DATA ANALYSIS AND 29 – 75

INTERPRETATION
5 FINDINGS, SUGGESTIONS AND 76 – 81
CONCLUSION
BIBLOGRAPHY
ANNEXURE
 LIST OF TABLES

CHART CHART NAME PAGE NO

NO
4.1 Motivation to employee 29

4.2 Satisfied with motivation 31

4.3 Interest towards job for employee 33

4.4 Motivated employee increase productivity 35

4.5 Recognition for performance 37

4.6 Continuous feedback for performance 39

4.7 Employees to measure for performance 41

4.8 Facilities to employees 43

4.9 Medical and insurance facility is motivated 45

4.10 Satisfied with the basic needs 47

4.11 Monetary reward to employees 49

4.12 Organization provides monetary reward 51

4.13 Activities motivated to employees 53

4.14 Employees as part of team 55

4.15 Career development for employees 57

4.16 Training programmed to improve productivity 59

4.17 Encourage employees to work 61

4.18 Organization collects employee opinion 63

4.19 Hygiene factor in job satisfaction 65

4.20 Job enrichment provides true motivation 67

4.21 Best performance of employee in year 69

4.22 Proud to be member nof organization 71

 LIST OF CHARTS

CHART CHART NAME PAGE NO

NO
4.1.1 Motivation to employee 30

4.2.1 Satisfied with motivation 32

4.3.1 Interest towards job for employee 34

4.4.1 Motivated employee increase productivity 36

4.5.1 Recognition for performance 38

4.6.1 Continuous feedback for performance 40

4.7.1 Employees to measure for performance 42

4.8.1 Facilities to employees 44

4.9.1 Medical and insurance facility is motivated 46

4.10.1 Satisfied with the basic needs 48

4.11.1 Monetary reward to employees 50

4.12.1 Organization provides monetary reward 52

4.13.1 Activities motivated to employees 54

4..114 Employees as part of team 56

4.1.15 Career development for employees 58

4.16.1 Training programmed to improve productivity 60

4.17.1 Encourage employees to work 62

4.18.1 Organization collects employee opinion 64

4.19.1 Hygiene factor in job satisfaction 66

4.20.1 Job enrichment provides true motivation 68

4.21.1 Best performance of employee in year 70

4.22.1 Proud to be member of organization 72

 ABSTRACT

The project titled “A STUDY ON EMPLOYEES MOTIVATION WITH

SPECIAL REFERENCE TO WINNER DAIRY (P) LTD AT
SATHIYAMANGALAM, GINGEE”, was done over a period of one month from
March 2022 to may 2022. Perception is a process by which individuals organize
and interpret their sensory impressions in order to give meaning to their
environment. However, what one perceives can be substantially different from
objective reality. This study was done to understand employee’s opinion with
regard to various organizational level. Primary data was obtained through
questionnaire and interview. A sample size of 100 was chosen using simple random
sampling. Appropriate statistical tools were customers to analyse the data viz., Chi-
square test, percentage analysis.
 CHAPTER 1
INTRODUCTION
 CHAPTER-I

INTRODUCTION

INTRODUCTION OF THE STUDY

Motivation is concerned with the “whys” of human behaviour and also it is

provide that employees job performance is largely due to motivation as shown, job
performance = Ability & Motivation.

Employee motivation is an important concept in an organization, when

workers are motivated in an organization their productivity rises and therefore the
organization realises various advantages associated with the rise in labour
productivity. There exist various theories that explain employee motivation which
include theories by Sigmund Freud, Douglas McGregor and Abraham Maslow.

Sigmund Freud formulated a theory that stated that people were lazy at work
and that workers are very far from becoming optimistic, the workers have no
ambition and they always avoid taking any responsibility and that all the workers
want is security. Based on this assumption Freud stated that to get the people to
work there must a reward system, they must be coerced, punished and intimidated.
For this reason therefore the managers in any organization according to this theory
are viewed as taking the responsibility of policing workers who refused to work and
that they cannot be trusted. However his theory was based on some unrealistic
assumptions.

Douglas McGregor also formulated a theory that explains employee

motivation, according to his theory people always want to learn, and that work is
viewed as natural and therefore the people will develop self development and
discipline, this theory also states that rewards to employees is not so much in
monetary form but the freedom to undertake difficult tasks and challenging tasks all
by themselves. Therefore the managers job in this theory is only a way to lead

1
workers into self-development and also achieve efficiency in the organization, the
managers work is viewed as soft and simple.

Abraham Maslow theory of need also in a way describes employees

motivations. He formulated the theory of needs whereby he states that human
beings have a hierarchy of needs whereby they first satisfy lower needs before
satisfying the higher needs, human needs include physiological, emotional support
needs, esteem need and the need for self-actualization. According to this theory
therefore human beings are dominated by their unsatisfied needs because when one
need is met then he aspires for the other higher needs.

The three theories by the theorist helps us to understand human beings at

work, although some assumption and therefore they all help explain employee
motivation. Other studies show that effective communication, increased confidence,
provision of training programs in an organization improves motivation in an
organization there are therefore various methods by which an organization can
increase effectives and productivity of labour.

MOTIVATION:

Some people perform the same type of job more efficiently than others some
find it more rewarding and interesting than others and some enjoy it more than
others. At any gives point of time people vary in the extent to which are willing to
direct their energies to the attainment of goals due to differences in motivation.

DEFINITION:

Motivation can be traced to be Latin word “moves” which means “to move” .
the term motivation means to accelerate to boost and to direct the behaviour of a
person for achieving success.

2
Bert son and Steiner (1984) state “a motive is inner state tear energies (or moves)
and directs (or) channels behaviours towards goals”.

Motivates is the inner state that causes an individual to behave in a way that ensures
the accomplishment of some goal.

According to vietals “Motivation represents an unsatisfied need which creates a

state of tension or disequilibrium, causing the individual to move in a goal directed
pattern towards restoring a state of equilibrium, by satisfying the need”.

TYPES OF MOTIVIES:

There are three types of needs.

 Primary motives
 General motives
 Secondary motives

3
1. Primary motive:

The use of the term primary does imply that this group of motives always
takes precedence the general and secondary motives. Although the precedence of
primary motives is implied in some motivation theories there are many situations in
which the general and secondary predominate over primary motives.

Examples are fasting for a religious social or political cause. In both cases
learned secondary motives are stronger than unlearned primary motives.

2. General motives:

A separate classification for general motives is not always given. Yet such
a category seems necessary because there are a number of motives which lie in the
gray area between the primary and secondary classifications. To be included in the
general category, a motive must be unlearned but not physiologically based.

3. Secondary motives:

Secondary motives are most important. The motives of hunger and thirst
are not dominant amount people living in the economically developed world. Some
examples of secondary motives are power, achievement and status. Every person
in a responsible position in business, education and act may exhibit a need for
power.

MOTIVATION AND MORALE:

Motivation and morale in industry are often used interchangeably though

they are referred as two different kinds of phenomena. Motivation refers to the
propensity toward a particular behavioural pattern to satisfy a need or deficiency.
Morale describes an employees attitudes, feelings and judgement about his work,
peers, supervisors, subordinates and his organization. A highly motivated employee

4
may not have high morale, through motivation to some degree provides potential
for morale.

THEORIES OF MOTIVATION:

The importance of motivation to human life and work can be judged by the
number of theories that have been propounded to explain peoples behaviour. They
explain human motivation through human needs and human nature. Prominent
among these theories and particularly relevant to us are Maslows Need Hierarchy
theory, Mcgregor’s Theory ‘x’ and ‘y’ and Hertzberg, Motivation Hygiene Theory.

We shall discuss three important theories in detail as follows;

1. Maslows Need Hierarchy Theor

2. Mcgregor THEORY ‘X’ and ‘Y’ and
3. Hertzberg Two Factor theory

1. MASLOW NEED HIERARCHY THEORY:

Maslow theory is significant because it encompasses all human needs and

classifies them into five neat all-inclusive categories. There are give need-clusters.

(a) Physiological Needs:

Physiological needs are basic to life viz.., thirst, and companionship among
others. They are relatively independent of each other and in some areas can be
identified with a specific location in the body. These needs are cyclic. In other
words they are satisfied for a short period then they reappear.

Every human being wants to fulfil their basic needs that are survival needs
like food, water and shelter and sex. Once these basic needs are satisfied to the
degree needed for the sufficient and comfortable operation of the body, then the
other levels of needs become important and start acting as motivators.

5
(b) safety and security needs:

Safety needs also called security needs, find expression in such series as
economics security and protection from physical dangers and a desire for an orderly
and predictable world. Like physiological needs, these become in active once they
are satisfied.

These the physiological needs are gratified, the safety and security needs
become predominant. These are the needs for self-presentation as against
physiological needs which are for survival these needs include those of security,
stability, freedom from anxiety and a structured and ordered environment.

(c) social needs:

These needs include the desire for love companionship and friendship these
needs reflect person desire to be accepted by others. Social needs refer to
belongingness. All individuals want to associate with others to gain acceptance and
to give and receive friendship from them. People do not work for money alone but
also for companionship. Cohesive informal groups indicate that employees have
found an outlet for their social needs.

(d) Esteem needs:

Esteem needs refer to a desire for firmly-based high evaluation from others
for self respect and self esteem. They include those needs indicate self confidence,
achievement, competence, knowledge and independence. The need for esteem is to
attain recognition from other which would induce a feeling of self-worth and self-
confidence in the individual. It is an urge for achievement, prestige, status and
power, self-respect is the internal recognition. The respect from others is the
external recognition.

6
(e) Self actualization needs:

Self actualization needs refer to self-fulfilment. The term “Self-

Actualization” was coined by a kurt Goldstein and means to become actualized in
what one is potentially good at.

The last need is the need to develop fully and to realize ones capacities and
potentialities to the fullest extent possible, whatever these capacities and
potentialities may be. This is the highest level of need in Maslow’s hierarchy and
is activated as a motivator when all other assignments that allow for creativity and
opportunities for personal growth and advancement.

2. THEORY X AND THEORY Y:

Douglas McGregor proposed two distinct views of human beings. One

basically Negative, labelled theory x and other basically positive, labelled theory y.
under theory x, the four negative assumptions held by managers are:

1. Employees inherently dislike work and whenever possible will attempt to

avoid it.
2. Since employees dislike work, they must be coerced, controlled, or
threatened with punishments to achieve goals.
3. Employees will avoid responsibilities and seek formal direction whenever
possible.
4. Most workers place security about all other factors associated with work and
will display little ambition.

In contrast to these negative views about the nature of human beings,

McGresgor Listed the four positive assumptions that he called theory Y:

1. Employees can view work as being as natural as rest or play.

7
 2. People will exercise self-direction and self-control if they are committed to
the objectives.
3. The average person can learn to accept even seek responsibility.
4. The ability to make innovative decisions is widely dispersed throughout the
population and is not the sole province of those in management positions.

4. HERZBERG TOW FACTOR THEORY:

According to Hertzberg, man has two different categories of needs, which

are essentially independent of each other and affect behaviour in different ways.
When people feel happy about their job, there an extra-in job, and also it increase
the job satisfaction.

Fredrick Hertzberg two factor theories concludes that certain factors in

the work place result in job satisfaction, while others do not, but if absent lead to
dissatisfaction. He distinguished between:

Hygiene Factors:

 Wages
 Salary
 Company policies
 Interpersonal relation with peers
 Job security
 Supervisors technical

Hygiene factors present dissatisfaction in the organization. According to

him, hygiene factors are very necessary to maintain the human resources of an
organization.

8
Motivational factors:

 Job itself
 Recognition
 Achievement
 Responsibility
 Growth and advancement

These factors are interrelated and are positively related to motivation.

According to Hertzberg job promotions, higher responsibilities, participation in
central decision making are all signals of growth and advancement of employees in
the organization.

Basics of motivation:

Let’s begin with the three factors that are the basics of motivating anyone, in
any organization. These four factors are:

1. Leadership style
2. The reward system
3. The organizational climate.

EMPLOYEE MOTIVATION THE 8 BASICS

By martin hawort

Building a team of motivated people in your business is vital to get the very
best results, but so many managers focus on the ‘ra-ra-ra’, rather than the important
things the things that make people feel comfortable in their working environment.
Here are eight that you might want to have a think about:

9
 The weather
It is too hot, or too cold. Your people need an environment which is,
like good locks said, ‘just right’. So is the office too stuffy in summer? Or
too icy in winter? Is it draughty? Do people get wet when accepting
deliveries, because the outside roof leaks? Literally make sure that external
factors are as they wish.
 The breaks
Sometimes working in a day-to-day job can get boring and
exhausting. So people need no know when their breaks are and that they will
be able to take them it’s not that complicated. Yet often, they just aren’t able
to have this basic courtesy in place. Planning and caring for your people’s
needs is vital. It’s what you would want for yourself, isn’t it?
 Holiday
Vacations holidays are important too some would say it’s the most
important thing on the working year calendar. So enable this to happen,
when they need to know, so that they can plan their invaluable time away
from the business and refresh.
 Being Heard
You people need you to listen to then and hear them really hear what
they are saying and respond with action and or acknowledgement. Be out
there creating good, open relationships with your people and take in what
they say what’s important to them and deliver solutions to make conditions
great.
 Achievable goals
By being really, really clear about what you from your employees,
you will set the scene for committed staff. Through knowing exactly what
their performance should look like to be judge excellent, by you, gets by in,

10
 big time. So be clear, give them the resources to achieve success and they
will be well onside.
 Being thanked
As they do a good job for your each day tell them. It’s easy just say
‘Thank You’! appreciation for achieving success, especially when it’s from
the boss is so important. So recognising excellent performance, even for
small tasks, cost nothing and takes but a moment worth building into your
day job activities every day.
 Security
In today’s business climate, it isn’t always easy to build the best future
consistently things change too much, too quickly. But you can go some way
to ensure that it is a safe place to be. With this level of security, your people
will loosen up and feel capable of being with you, rather than again. It is a
measure of your own leadership as to how well this works.

STATEMENT OF THE PROBLE

This study is concentrated on analysis of A STUDY ON “EMPLOYEE

MOTIVATION In winner Dairy (P) Ltd” to identify the different ways in the
organization motivate the employees. To find out the factors that affect the
employee’s motivation provided by an organization.

11
OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the employee motivation in Winner Dairy (P) Ltd

SECONDARY OBJECTIVES:

 To identify the employee satisfaction towards the motivation given by

the organization.
 To find out motivation factor provided by the company.
 To find out monetary and non-monetary motivation to the employee.
 To find out the facilities provided by the employee.
 To find out the motivation programme provided by the company.
 To identify the various motivation factors and find suitable one.

NEED FOR THE STUDY

 The present study aims to find out the level of workers motivation.
 The study explores the views expressed by the respondents about the
motivation and providing solution in an attempt to develop a better
system.
 The study is conducted taking into consideration only the workers of
Winner Dairy (P) Ltd.

12
SCOPE OF THE STUDY

 The importance of studying employee motivation is to understand the

internal satisfaction in the minds of every employee.
 The study helps to know some employees satisfaction level and
dissatisfaction level.
 The findings of this study helps the company to implement the expectations
from the employees.
 The study helps the company to know whether the motivation undertaken is
strongly accepted and also to know the lacking in the employee motivation.

LIMITATIONS OF THE STUDY

 Some employees were having little in expressing the views even through the
answer to the question.
 Time period of the study is also very short
 Employees of the company are not aware of what is motivation means.
 The study was limited only to Winner Dairy (P) Ltd.
 The study is based on only 100 samples.
 The study only based on employee’s side.

13
SCHEME OF THE REPORT:

The project is arranged in six chapters

The first chapter “Employee motivation an overview” present the

introduction, Types of motives, Theories of motivation, Basics of Motivation,
statement of the problem, objectives of the study, need for the study, scope
limitation of the study and scheme of the report.

The second chapter “Review of Literature” present the previous studies

related to the objectives of the present study.

The third chapter “Company Profile” present the company details, vision &
mission, infrastructure, history, organisation chart, product profile.

The fourth chapter “Data Analysis and Interpretation” present the data
collecting through employee and analysis of percentage method.

The fifth chapter “Finding, Suggestion and Conclusion” present the

summary of the findings of the present study and offers appropriate suggestions for
expanding the scope of Employee motivation

RESEARCH METHODOLGY

Research methodology is way to systematically solve the research problem.

It is a plan of action for a research project and explains in detail how data are
collected and analysed. Research methodology may be understood as a science of
studying how research is done scientifically. It can cover a wide range of studies
from simple description and investigation to the construction of sophisticated
experiment. A clear objective provides the basis of design of the project. Since the
main objective of this study is to identify the customer preference, expectation and
perception. It was decided to use descriptive research design include, surveys and

14
fact findings enquires of different kinds, which found out to be the most suitable
design in order to carry out the project.

MEANING OF RESEARCH:

Research is an art of scientific investigation. The advanced learner’s

dictionaries of current English lay are down the meaning of research as, “a careful
investigation (or) inquiry especially through search for new facts in any branch of
knowledge”. Redmen and mary define research as a “systematic effort to gain
knowledge”.

RESEARCH DESIGN:

A research design is plan that specifies the objectives of the study, method
to be adopted in the collection of the data, tools in analysis of data and helpful to
frame hypothesis. “A research design is the arrangement of condition for collection
and analysis of data in a manner that aims to combine relevance to research purpose
with economy in procedure”.

Research design is needed because it facilitates the smooth sailing of the

various project operations, thereby making the project as efficient as efficient as
possible yielding maximal information with minimal expenditure of effort time and
money. Also it minimizes bias maximizes the reliability of the data collected.

NATURE AND SOURCE OF DATA:

Primary data:

The data which are collected afresh for the first time and thus happen to be
original in character is called primary data.

15
 The primary data was collected from the employees of Winner Dairy (P)
Ltd through a direct structured questionnaire. Respondent has filled the
questionnaire.

Secondary data:

The data which have already been collected and analysed by someone else
is called secondary data.

The secondary data was used mainly to support primary data. Company
profiles, websites, magazines, articles were used widely.

SAMPLING SIZE AND TECHNIQUE:

Type of universe:

The first step in developing any sample is clearly defining the set of
objectives, technically called the universe, to be studied. Here the universe is the
employees of Winner Dairy (P) Ltd.

Size of sample:

It refers to the number of items to be selected from the universe to constitute

a sample. Here 100 employees of Winner Dairy (P) Ltd in were selected as size of
sample.

Sample design:

When population elements are selected for inclusion in the sample based on
the case of access, it is called convenience sampling method for the convenience of
the researcher.

16
Questionnaire construction:

In constructing questionnaire, care was taken to investigate the difficulties

that the respondent may face while answering them. It was prepared keeping in
view the objective of the study. During the constructing care was taken to avoid
questions, which may lead misinterpretation. The question thus constructed was a
structured one so as to collect all the relevant information. The questions were
arranged in a logical order/sensible sequence.

The questionnaire consists of a variety of questions presented to the

employees for their response. Dichotomous questions and multiple choice questions
were used in constructing the questionnaire.

STATISTICAL TOOLS USED:

To arrange and interpret the collected data the following statistical tools were
used.

1. Percentage method.
2. Chi-square analysis.

Percentage method:

The percentage method was extensively used for findings various details.
It is used for making comparison between two series of data. It can be generally
calculated.

Percentage of employees is given by

Number of employees favourable/total employees*100

17
Chi – Square analysis:

Chi – square analysis in statistics to test the goodness of fit to verify the
distribution of observed data with assumed theoretical distribution. Therefore, it is
a measure to study the divergence of actual and expected frequencies. It makes no
assumptions about the population being sampled. The quantity 2 (chi - square)
describes the magnitude of discrepancy between theory and observation. If 2 is
zero, it means that the observed would by the discrepancy between observed and
expected frequencies. The formula for computing Chi – square (2) is as follows

2={(O-E) 2/E}

The calculated value of 2is compared with the table of 2 for given degrees of
freedom at specified level significance. If the calculated value of 2 is greater
than the table value then the difference between theory and observation is
considered to be significant. On the other hand, if the calculated value of 2 les
than the table value then the different between theory and observation is not
considered to be significant. The degrees of freedom is (n - 1) where ‘n’ is
number of observed frequencies.

18
 CHAPTER 2
REVIEW OF LITERATURE

19
 REVIEW OF LITERATURE

John Chao Hong (2007): Everyone work in expectation of some

rewards, and welfare is one of them. In order to understand the impact of employee
benefits on employees’ 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; monetary benefit programmes are
most highly valued by both executives and workers; 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 employees, perceive that employee benefits have a greater impact on job
performance. Employees with different education levels and positions perceive
different employee benefit impacts; and employee benefit programmes have greater
influence on younger employees’ job performance.

Nalini govindarajalu (2008): A theoretical framework for environment

performance by looking at the crucial employer and employee factors affecting
environment performance. The model focuses on the integration between top
management commitment, employee, rewards, feedback and review, and
environment performance. Suggestions for managers on implementing core
concepts from the model, in addition to the challenges they may encounter are
discussed throughout the article.

Pooja,renu rastogi (2009): purpose – the paper aims to identify the key
issues of job design research and practice to motivate employees performance.

Design/methodology/approach – the conceptual model of Hack man and

Oldham’s job characteristics has been adopted to motivate employees performance.

20
 Finding – the paper finds that a dynamic managerial learning framework
is required in order to enhance employees performance to meet global challenges.

Practical implications – traditional outcomes will certainly remain

central to the agenda. But some wider developments are to be incorporated within
organizational systems so as to motivate employees for better performance.

Originality/value – the paper may be of value to researchers and

practitioners in the management development field for offering enhanced jobs to
employees leading to improved performance.

G. Alpander, K.D.Cater (2011): A comparative study of employee

needs patterns in eight international subsidiaries of a multinational corporation.
Although in each country the need to control one’s work environment emerges as
the most dominant need, four different needs patterns are identified. The resulting
patterns suggest that specific strategies are necessary for employee motivation in
different cultural environments. Strategies that enhance work motivation in one
country should be reviewed carefully before being transferred to another.

Dimitrismanopoulos (2012): purpose – the purpose of this paper is to

advance the understanding of the relationship between work motivation and
organizational performance in the extended public sector, by testing empirically
common elements of existing theoretical frameworks.

Design/methodology/approach – A unique questionnaire based survey

was carried out in three organizations/corporations where the state is the major
stakeholder. Of the 1,000 questionnaires distributed, 454 were returned and
included in the analysis. By using descriptive statistics the provision of extrinsic
rewards and intrinsic motives in the extended public sector of Greece was identified.

21
 Findings – findings show that the public sector in Greece is more likely
to provide extrinsic than intrinsic rewards, however the latter seems to be related to
better organizational outcomes. Both individuals ability an demographic
characteristics are core determinants of employees motivational preferences.

Research limitations/implications – the core of this paper tests

empirically the relationship between intrinsic and extrinsic motivation with
performance in a country of EU “periphery”. Caution should be exercised in
generalizing the results for more advanced economies.

Practical implications – organizational leaders and public management

in Greece need to conceive work motivation as a complex system and recognize the
importance of intrinsic incentives.

Originality/value – there is currently limited evidence on the impact of

motivation in the performance of the extended public sector. This research is one
of the very few that has been made from the perspective of employee. To the extent
of the author’s knowledge, this is the first time that a detailed public sector level
analysis on work motivation.

Abimbola abifarim (2013): Reports on a survey conducted to

investigate the level of motivation among librarians and para-professional staff in
Nigerian university libraries using the questionnaire method to elicit the elicit the
necessary data. Major variables considered are training opportunities, frequency of
development, work environment, promotion prospects, sabbatical leave,
communication and management style. Also attempts a brief definition of
motivation and examines the views of a few classical writers on the subject. Reveals
a general dissatisfaction with all the variables but one, i.e. frequency of
development. All the respondents agreed with the frequency of development of
staff. Chief among these is the management style of university librarians going out
to see for themselves what is going on in the various sections of the libraries. By
22
this, university librarians will be able to observe their staff at work, talk to them in
their various offices on a regular basis and be able to carry out on the spot
assessment, listen and praise staff as the case may be.

Randy K.Chin, Vivienne wai-mei-luk (2014): A paper report two

studies involving data collected from 583 participants in Hong Kong and 121
participants in the peoples republic of china (PRC), and examines and participants
perceptions regarding the five most important compensation components to retain
and motivate people in Hong Kong and PRC, respectively. Results suggested that
in Hong Kong, base salary, merit pay, year end bonus, annual leave, mortgage loan,
and profit base salary, merit pay, year end bonus, housing provision, cash allowance,
overtime allowance, and individual bonus were the most important factors to retain
and motivate employees. Results are discussed in light of economic, geographic,
and culture related factors.

Douglas Kruse, Richard Freeman (2015): what enables some

employee ownership firms to overcome the free rider problem and motivate
employees to improve performance this study analyses the role of human resources
policies in the performance of employee ownership companies, using employee
survey data from 14 companies and a national sample of employee-owners.
Between – firm comparisons of 11 ESOP firms show that an index of human
resource policies, nominally controlled by management, is positively related to
employee reports of co-worker performance and other good workplace
outcomes(including perceptions of fairness, good supervision, and worker input and
influence). Within-firm comparisons in three ESOP firms, and exploratory results
from a national survey, show that employee-owners who participate in employee
involvement committees are more likely to exert peer pressure on shirking co-
worker. We conclude that an understanding of how and when employee ownership
works successfully requires a three – pronged analysis of. (1) the incentives that

23
ownership gives; (2) the participate mechanisms available to workers to act an those
incentives; and (3) the corporate culture that battles against tendencies to free ride.

Gloria E. Miller, Julie I.A Rowney (2016): A paper reports on an

exploratory study into the extent of diversity management initiatives in
organisations in one Canadian city. Diversity management originated in the USA
where it is reportedly being embraced by many organisations and where it has
become the basis of a large consulting business. Although a diverse workforce and
workplace diversity management are often argued to be critical to organizational
competitiveness, little is known about how Canadian organizations are reacting.

Katarina Salmela –Aro (2017): A study utilizes a person- oriented

view to examine what kind of motivational orientations employees have, and how
they contribute to their well-being. Two separate studies were carried out. A total
of 286 white – collar workers employed in a public sector educational institution in
a middle – sized town in Central Finland participated in the first study (116 men and
170 women). All the participated filled in Little’s personal project analysis and
burnout inventory, a work ability index, Beck’s Depression and Dinner‘s
satisfaction with life scales. Analysis of the results found four motivational
orientations, work-self-hobby- and health orientations among the employees. The
work-orientation was related to burnout and low working ability, the self
orientations was related to depression and burnout, and the hobby-and health-
orientations were related to high life-satisfaction. Study 2, conducted among 186 IT
workers replicated the main results. The results are discussed in relations to work
holism and well –being at work.

Jari – Erick Nurmi (2018): A person – oriented view to examine what

kind of motivational orientations employees have, and how they contribute to their
well- being. Two separate studies were carried out. A total of 286 white- collar
workers employed in a public sector educational institution in a middle- sized town

24
in Central Finland participated in the first study (116 men and 286). All the
participants filled in little’s personal project analysis and burnout inventory, a work
ability index, Beck’s Depression and Diener’s satisfaction with life scales. Analysis
of the results found four motivational orientation was related to depression and
burnout, and the hobby- and health- orientation were related to high life-
satisfaction. Study 2, conducted among 186 IT workers replicated the main results.
The results are discussed in relation to workaolism and well-being at work.

25
 CHAPTER 3

COMPANY PROFILE

20
COMPANY PROFILE

Profile of the Winner Dairy, Gingee

Pondicherry region covers an extent of 493 SQ (000”) area and covers

4 districts and 6 tahsils and covers a village of 263 in habited I uninhabited and
had a population of about 8,08,000. The fist step towards the organized dairy
developed in Pondicherry was initiated by the co-operative milk supply society in
the year 1973 and it was recognized as the Pondicherry co-operative milk
producers union LTD., The winner dairy is the joint venture has brand named
called ”Super Rusi’’.

 Stared as “Winner “ milk in 1996 but changed to “Rusi Milk “in 2001.
 Forms of business ownership joined venture organization of

Mr.K.VENKATRAMAN (Director)

Mr.K.RAMASUBU (M.D)

Mr.R.KRISHNAMOORTHY (Director) Partner

The milk is the primary food for all and thus the demand for it is nearly
80,000 liters top 1,00,000 lit in Pondicherry alone. As ponlart is the co-operative
society they contribute only little to that state thus directed to start the dairy to the
state now the contribution is nearly 30,000 liters to 40,000 liters per day.

The initial procurement was only 8000 liters they collected the milk
form various villages and around Pondicherry by their on vehicles and they
extended to 20,000 liters per day. The financial requirements for implementation
of the program are estimated to Rs.75 lacks for the implementation of dairy
development program. They made the subscription to share capital and made
subsides for the purchase of furniture, collection and testing equipment for the
construction of business permission and provision for amenities this they got the
finance through various banks and financial intuitions.

Approval for the company:

 Plant Approved.
 License form Commission of Municipality.
 Pollution control Board Approval
 Health Department Approved

PLANT LAYOUT OF WINNER DAIRY:

Security office

office

Milk Reception laboratory

Storage of milk in soil

Population
A/C Plant Process hall Packing room
room

Boiler Storage of processed milk in soil

Effluent treatment pant

 CHAPTER 4

DATA ANAYSIS AND

INTERPRETATION
 TABLE – 4.1

MOTIVATION TO EMPLOYEES

S.No Particulars No of Respondents No of percentage

1 Yes 75 75%

2 No 25 25%

Total 100 100%

SOURCE : primary data

INTFERENCE:
From the above table shows that 75% of respondents say that the company
provides motivation to the employees, only 25% of respondents say no that the
company did not provide motivation to the employees.

29
 CHART – 4.1.1

MOTIVATION TO EMPLOYEES

80%
75%

70%

60%

50%

40%

30%
25%

20%

10%

0 0
0%
Yes No

30
 TABLE – 4.2

SATISFIED WITH MOTIVATION

S.No Particulars No of No of percentage

Respondents
1 Yes 68 68%

2 No 32 32%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 68% of the respondents are satisfied with
the motivation that the company provides, only 32% of respondents are not
satisfied with the motivation.

31
 CHART – 4.2.1

SATISFIED WITH MOTIVATION

100%
90%
80%
70%
60%
68%
50%
32%
40%
30%
20%
10%
0%
0
Yes
0
No

32
 TABLE – 4.3

INTEREST TOWARDS JOB FOR EMPLOYEES

S.No Particulars No of No of
Respondents Percentage
1 Yes 56 56%

2 No 44 44%

Total 100 100

SOURCE : primary data

INTERPRETATION:
From the above table show that 56% of respondents says that motivation
creates interest towards a job for employees 44% of respondents says no that the
motivation does not create interest towards a job.

33
 CHART – 4.3.1

INTEREST TOWARDS JOB FOR EMPLOYEES

60%

50%

40%

30%

20%

10%

0%
Yes No

34
 TABLE – 4.4

MOTIVATED EMPLOYEE INCREASE PRODUCTIVITY

S.No Particulars No of No of
Respondents percentage
1 To large extent 54 54%

2 To some extent 24 24%

3 Not at all 22 22%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 54% respondents say that motivated
employee will increase the productivity level to large extent 24% of respondents
says it to some extent 22% says that not at all the motivated employee will
increase the productivity level.

35
 CHART – 4.4.1

MOTIVATED EMPLOYEE INCREASE PRODUCTIVITY

Not at All 22%

To Some
24%
Extent

To Large
54%
Extent

0% 10% 20% 30% 40% 50% 60%

36
 TABLE – 4.5

RECOGNITION FOR PERFORMANCE

S.No Particulars No of No of percentage

Respondents
1 Yes 54 54%

2 No 46 46%

Total 100 100%

SOURCE: primary data

INTERPRETATION:
From the above shows that 54% of respondents say that organization
provide recognition for performance 46% of respondents says no that organization
does not provide recognition for performance.

37
 CHART – 4.5.1

RECOGNITION FOR PERFORMANCE

46%

54%

Yes No

38
 TABLE – 4.6

CONTINUOUS FEEDBACK FOR PERFORMANCE

S.No Particulars No of No of percentage

Respondents

1 To Large Extent 36 36%

2 To Some Extent 34 34%

3 Not at all 30 30%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 36% of respondents says that manager
gives continuous feedback about the performance to large extent, 34% of
respondents says to some extent, 30% of respondents says not at all continuous
feedback for performance.

39
 CHART – 4.6.1

CONTINUOUS FEEDBACK FOR PERFORMANCE

120 1.2

100
100 1

80 0.8

60 0.6

40 0.4

20 0.2

0 0
To Large To Some Not at all Total
Extent Extent

40
 TABLE – 4.7

EMPLOYEES TO MEASURE PERFORMANCE

S.No Particulars No of Respondents No of percentage

1 Yes 55 55%

2 No 45 45%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 55% of respondent says yes that the company
teach employees to measure their own performance 45% of respondents says no
that the company does not teach employees to measure their own performance

41
 CHART – 4.7.1

EMPLOYEES TO MEASURE PERFORMANCE

0%

YES
45%

No
55%

0%

42
 TABLE – 4.8

FACILITIES TO EMPLOYEES

S.No Particulars No of Respondents No of percentage

1 Insurance 35 35%

2 Medical 25 25%

3 Transport 18 18%

4 Canteen 22 22%

Total 100 100%

SOURCE: primary data

INTERPRETATION:
From the above table shows that organization provides facilities to employees that
35% of respondents says insurance, 25% of respondents says medical, 18% of
respondents says transport, 22% of respondents says canteen for the employees.

43
 CHART – 4.8.1

FACILITIES TO EMPLOYEES

30-40
20-30
10-20
0-10

Insurance Medical Transport

44
 TABLE – 4.9

MEDICAL AND INSURANCE FACILITY IS MOTIVATED

S.No Particulars No of No of
Respondents percentage
1 Yes 65 65%

2 No 35 35%

Total 100 100%

SOURCE: primary data

INTERPRETATION:
Form the above table shows that 65% of respondents says yes that medical
facilities and insurance provided by company highly motivated and 35% of
respondents says no that it is not motivate for them of medical and insurance
facilities.

45
 CHART – 4.9.1

MEDICAL AND INSURANCE FACILITY IS MOTIVATED

Yes No

0%

35%

65%

46
 TABLE – 4.10

SATISFIED WITH THE BASIC NEEDS

S.No Particulars No of No of percentage

Respondents
1 Highly satisfied 36 36%

2 Satisfied 24 24%

3 Dissatisfied 18 18%

4 Highly dissatisfied 22 22%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 36% of respondents are highly satisfied with
basic needs, 24% of respondents are satisfied, 18% of respondents are dissatisfied,
22% of respondents are highly dissatisfied with basic needs.

47
 CHART -4.10.1

SATISFIED WITH THE BASIC NEEDS

40% 36%

35%

30%
24%
25% 22%

18%
20%

15%

10%

5%

0%
Highly satisfied Satisfied Dissatisfied Highly
Dissatisfied
36% 24% 18% 22%

48
 TABLE – 4.11

MONETARY REWARD TO EMPLOYEES

S.No Particulars No of No of
Respondents percentage
1 Yes 32 32%

2 No 68 68%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 32% of respondents says yes that
company gives monetary reward to employees, 68% of respondents says no that
company does not give monetary reward to employees.

49
 CHART -4.11.1

MONETARY REWARD TO EMPLOYEES

0%
Yes
32%

No
68%

50
 TABLE – 4.12

ORGANIZATION PROVIDED MONETERY REWARD

S.No Particulars No of No of percentage

Respondents
1 Gifts 55 55%

2 Cash awards 25 25%

3 Allowances 20 20%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that monetary reward the organization provides for
the employees is 55% of respondents says gifts, 25% of respondents says cash
awards, 20% of respondents says allowances organization provided monetary
reward.

51
 CHART -4.12.1

ORGANIZATION PROVIDED MONETERY REWARD

total
100

Allowances
20

No.of percentage
No.of respondents
cash awards
25

Gifts
55

0 20 40 60 80 100

52
 TABLE – 4.13

ACTIVITIES MOTIVATED TO EMPLOYEES

S.No Particulars No of No of
Respondents percentage
1 Monetary reward 15 15%

2 Job position 20 20%

3 Job security 35 35%

4 Job transfer 20 20%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that the activities which motivated them is 15% of
respondents says monetary reward, 20% of respondents says job promotion,
35% of respondents says job security, 30% of respondents says that the
company does not provides transfer for them activities motivated to
employees.

53
 CHART – 4.13.1

ACTIVITIES MOTIVATED TO EMPLOYEES

100% 0 0 0
90%
80%
70%
60%
50%
40%
30%
20%
10%
0% 0
Monetary reward Job position Job security

0 15% 20% 35%

0 15 20 35

54
 TABLE – 4.14

EMPLOYEE AS PART OF TEAM

S.No Particulars No of No of percentage

Respondents
1 Yes 58 58%

2 No 42 42%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the above table shows that 58% of respondents says yes that the company
makes the employee as part of team, 42% of respondents says no that the company
does not make the employee as part of team.

55
 CHART – 4.14.1

EMPLOYEE AS PART OF TEAM

Yes No

0% 0%

42%

58%

56
 TABLE – 4.15

CAREER DEVELOPMENT FOR EMPLOYEES

S.No Particulars No of Respondents No of percentage

1 Yes 48 48%

2 No 52 52%

Total 100 100%

SOURCE: primary data

INTERPRETATION:
From the above table shows that 48% of respondents says yes organization gives
importance to career development for employees 52% of respondents says no
that the organization does not gives importance to career development for
employees.

57
 CHART -4.15.1

CAREER DEVELOPMENT FOR EMPLOYEES

No
52%

Yes
48%

0% 10% 20% 30% 40% 50% 60%

58
 TABLE – 4.16

TRAINING PROGRAMMED TO IMPROVE PRODUCTIVITY

S.No Particulars No of Respondents No of

percentage
1 To Large Extent 54 54%

2 To Small Extent 30 30%

3 Not at all 16 16%

Total 100 100%

SOURCE : primary data

INTERPRETATION:

From the above shows that 54% of respondents says organization gives
training programmed to improve productivity to large extent, 30% of
respondents says to some extent and 16% of respondents says not at all
training programmed to improve productivity.

59
 CHART – 4.16.1

TRAINING PROGRAMMED TO IMPROVE PRODUCTIVITY

Not at all 16%

To Small Extent 30%

To Large Extent 54%

0% 20% 40% 60% 80% 100%

60
 TABLE – 4.17

TRAINING PROGRAMMED TO IMPROVE PRODUCTIVITY

S.No Particulars No of No of
Respondents percentage
1 To Large Extent 55 55%

2 To Small Extent 23 23%

3 Not at all 22 22%

Total 100 100%/

SOURCE : primary data

INTERPRETATION:
From the above table shows that 55% of respondents say that manager encourage
employee to work independently to large extent, 23% of respondents say to some
extent, 22% of respondents say not at all encourage employee to work.

61
 CHART – 4.17.1

TRAINING PROGRAMMED TO IMPROVE PRODUCTIVITY

22%

55%

23%

To Large Extent To Some Extent Not at All

62
 TABLE – 4.18

ORGANIZATION COLLECT EMPLOYEE OPINION

S.No Particulars No of No of percentage

Respondents
1 Suggestion box 54 54%

2 Weekly meetings 24 24%

3 Monthly meetings 22 22%

Total 100 100%

SOURCE: primary data

INTERPRETATION:
From the above table shows that organization collects the employee opinion
through 54% of respondents says suggestion box, 24% of respondents says
Weekly meetings, 22% of respondents says monthly meeting organization
collect employee opinion.

63
 CHART – 4.18.1

ORGANIZATION COLLECT EMPLOYEE OPINION

Monthly meetings 22%

weekly meeting 24%

Suggestion box
54%

0%
10%
20%
30%
40%
50%
60%

64
 TABLE – 4.19

HYGIENE FACTOR IN JOB SATISFACTION

S.No Particulars No of No of
Respondents percentage
1 Job security 27 27%

2 Promotion 23 23%

3 Working condition 38 38%

4 Pay and allowance 12 12%

Total 100 100%

SOURCE : primary data

INTERPRETATION:
From the table that shows hygiene factor will result in job satisfaction through
27% of respondents says job security, 23% of respondents says promotion, 38% of
respondents says working conditions, 12% of respondents says pay and
allowances hygiene factor in job satisfaction

65
 CHART – 4.19.1

HYGIENE FACTOR IN JOB SATISFACTION

40% 38%

35%

30% 27%
25% 23%

20%

15% 12%
10%

5%

0%
Job security Promotion Working condition Pay and allowances

66
 TABLE – 4.20

HYGIENE FACTOR IN JOB SATISFACTION

S.No Particulars No of No of
Respondents percentage
1 Yes 53 53%

2 No 47 47%

Total 100 100%

SOURCE : primary data

INTERPRETATION:

From the above table 53% of respondents says yes that job enrichment provides
true motivation and 47% of respondents says no that job enrichment does not
provides true motivation

67
 CHART – 4.20.1

HYGIENE FACTOR IN JOB SATISFACTION

60%

53%
50%
47%

40%

30%
2

20%

10%

0% 0 0
Yes No

68
 TABLE – 4.21

BEST PERFORMANCE OF EMPLOYEE IN YEAR

S.No Particulars No of No of
Respondents percentage
1 Yes 35 35%

2 No 65 65%

Total 100 100%

SOURCE : primary data

INTERPRETATION:

From the above table shows that 35% of respondents say yes organization
select best performance of employee in year, 65% of respondents says no
that organization does not select best performance of employee in year.

69
 CHART -4.21.1

BEST PERFORMANCE OF EMPLOYEE IN YEAR

70%
60%
50%
40%
30% 65%
35% 2
20%
10%
0% 0
Yes
0
No

70
 TABLE – 4.22

PROUD TO BE MEMBER OF ORGANIZATION

S.No Particulars No of No of percentage

Respondents
1 Yes 83 83%

2 No 17 17%

Total 100 100%

SOURCE : primary data

INTERPRETATION:

From the above shows that 83% of respondents are proud to be member of the
organization, 17% of respondents are proud to be the member of the organization.

71
 CHART – 4.22.1

PROUD TO BE MEMBER OF ORGANIZATION

100%

80% Yes, 83%

60% Yes

40%
No
20% No, 17%

0% ,0 ,0
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
-20%

72
STATISTICAL TOOLS AND ANALYSE

CHI-SQUARE TEST

NULL HYPOTHESIS (H0):

There is no significant links between Gender and activities motivated

them in the organization.

ALTERNATIVE HYPOTHESIS (H1):

There is significant links between Gender and activities motivated them

in the organization.

Particular Monetary Job Job Transfer Total

Reward security promotion

Male 10 10 20 15 55

Female 5 10 15 15 45

Total 15 20 35 30 100

73
 O E (O-E) (O-E)𝟐 (O-E)2/E

10 8.25 1.75 3.0625 0.3712

10 11 -1 1 0.0909

20 19.25 0.75 0.5625 0.136

15 16.5 -1.5 2.25 0.1363

5 6.75 -1.75 3.0625 0.4537

10 9 1 1 0.1111

15 15.75 -0.75 0.5625 0.0357

15 13.5 1.5 2.25 1.1666

100 1.3947

Calculated value for chi-square=1.3947

Degree of freedom = (c-1) (r-1)

= (4-1) (2-1)

=3

The table value of chi-square for 3 degree of freedom at 5 percent level of

significance is 7.81.

74
INFERENCE:

The calculated value of chi-square is much more than the table value. The
result, support the hypothesis and its can be concluded that the significant links
between gender and the activities which motivated the employees most.

75
 CHAPTER – V

FINDING, SUGGESSITIONS
AND CONCLUSION
 CHAPTER -V

FINDING, SUGGESTION AND CONCLUSION

FINDINGS FROM THE STUDY

 Industries limited 75% of respondents say that the company provides

motivation to the employees, only 25% of respondents say no that the
company did not provide motivation to the employees.
 68% of the respondents are satisfied with the motivation that the company
provides, only 32% of respondents are not satisfied with the motivation.
 56% of respondents says that motivation creates interest towards a job for
employees 44% of respondents says no that the motivation does not create
interest towards a job.
 54% respondents say that motivated employee will increase the
productivity level to large extent 24% of respondents say it to some extent
22% says that not at all the motivated employee will increase the
productivity level.
 54% of respondents say that organization provide recognition for
performance 56% of respondents says no that organization does not provide
recognition for performance.
 36%of respondents says that manager gives continuous feedback about the
performance to large extent, 34% of respondents says to some extent, 30%
of respondents says not at all.
 55% of respondents says yes that the company teach employees to measure
their own performance 45% of respondents says no that the company does
not teach employees to measure their own performance.

76
 Organization provides facilities to employees that 35% of respondents says
insurance, 25% of respondents says medical, 18% of respondents says
transport, 22% of respondents says canteen for the employees.
 65% of respondents says yes that medical facilities and insurance provided
by company highly motivated and 35% of respondents says no that it is not
motivate for them.
 36% of respondents are highly satisfied with basic needs, 24% of
respondents are satisfied, 18 of respondents are dissatisfied, 22% of
respondents are highly dissatisfied with basic needs.
 32% of respondents says yes that company give monetary reward to
employees, 68% of respondents says no that company does not give
monetary reward to employees.
 Monetary reward the organization provides for the employees is 55% of
respondents says gifts, 25% of respondents says cash awards, 19% of
respondents says allowances.
 The activities which motivated them is 15% of respondents says monetary
reward, 20% of respondents says job promotion, 35% of respondents says
job security, 30% of respondents says that the company does not provides
transfer for them.
 58% of respondents says yes that the company makes the employee as part
of team, 42% of respondents says no that the company does not make the
employee as part of team
 48% of respondents says yes organization gives importance to career
development for employees, 52% of respondents says no that the
organization does not gives importance to career development for
employees.

77
 54% of respondents says organizations gives training programmed to
improve productivity to large extent, 30% of respondents says to some
extent and 16% of respondents says not at all
 55% of respondents say that manager encourage employees to work
independently to large extent, 23% of respondents says to extent, 22% of
respondents say not at all.
 Organization collects the employee opinion through54% of respondents
says suggestion box, 24% of respondents says weekly meetings, 22% of
respondents says monthly meetings.
 Hygiene factor will result in job satisfaction through 27% of respondents
says job security, 23% of respondents says promotion, 38% of respondents
says working conditions, 12% of respondents says pay and allowances.
 53% of respondents says yes that job enrichment provides true motivation
and 47% of respondents says no that job enrichment does not provides true
motivation.
 35% of respondents say yes organization select best performance of
employee in year, 65% of respondents says no that organization does not
select best performance of employee in year.
 83% of respondents are proud to be the member of the organization, 17% of
respondents are proud to be the member of the organization.

78
 SUGGESTIONS

 The company can provide transport facilities to the employees. The

management can invest certain amount in transport and fulfil employee’s
needs. It improves productivity and on time on duty in the concern. In
Winner dairy (P) Ltd.
 The management can provide transfer for the employees in which they can
go to some other places and work for a certain period. In Winner dairy
(P) Ltd.
 The organization is not giving more importance to the career development
for the employees. So it basically affects the employee’s future.
 The organization can give training programmed in systematic programmed
for the employees to improve the productivity level in the concern.
 In the organization to the manager can encourage the employees to work
independently in which they can do their job well, and it will be motivating
aspects for them.

79
 CONCLUSION

The study conducted at Winner Dairy (P) Ltd. Deals with the “Employee
motivation”. In this present situation, every organization should provide
motivation to the employees. Employee motivation will help to increase
performance standard of an employee as well concern. In the duration of the
projects I have a lot of experience. There are various factors that influence
motivational factors such as salary, working conditions, training and job
satisfaction. Motivation is the continuous process of the organization has come to
conclusion that the employee motivation plays a significant role in modern
organization.

80
BIBLIOGRAPHY

81
 APPENDICES

BIBILIOGRAPHY

BOOKS:

 Uma sekaran. “Research Methods for Business a Skill Building Approach”

4th edition Wiley India Private Limited.
 S.P.Gupta & M.P. Gupta “Business Statistics” 12 th Edition, Sultan Chand &
sons.
 Aswathappa k., second edition (1999), Human Resource and personnel
Management, Tata McGraw – Hill publish company Limited, New Delhi,
pp.215.
 Biswajeet pattanayak (2002), Human Resource Management, Prentice –
Hall of India private Limited, New Delhi. pp. 156-157
 Jac. Fitz-enz (1994) How to Measure Human Resource Management,
McGraw Hill Book company, New Delhi.
 Dr.D.Varma and Agarwal (1989), personnel management and industrial
Relations Educational Publishers, New Delhi.

WEBSITES:

 www.hr.com
 www.wikepidiya.com
 www.managementhr.com
 www.hrmts.com
ANNEXURE
 QUESTIONNAIRE

NAME :

AGE :

GENDER :

EDUCATION QUALIFICATION :

MARTIAL STATUS :

EXPERIENCE :

SALARY :

1. Does the company provide any motivation to the employees?

a) Yes b) No

2. Are you satisfied with the motivation that the company?

a) Yes b) No

3. Does the motivation create any interest towards a job for employees?

a) Yes b) No

4. Do you thing that a highly motivated employee will increase the productivity
level?

a) To large extent b) To some extent c) Not at all

5. Does the organization provide recognition for your employees?

a) Yes b) No
6. Does the manager give continuous feedback about your performance?

a) Yes b) No

7. Does the company teach the employees how to measure their own performance?

a) Yes b) No

8. Does the organization provide the following facilities to the employees?

a) Insurance b) Medical c) Transport d) Canteen

9. Does the medical facility and the insurance provided by the company is highly
motivate to you?

a) Yes b) No

10. Are you satisfied with the basic needs?

a) Satisfied b) Dissatisfied c) Highly satisfied d) Highly

dissatisfied

11. Does the company give monetary reward to the employee?

a) Yes b) No

12. What type of monetary reward does the organization provides for the
employees?

a) Gifts b) Cash awards c) Allowances

13. Which activities motivate you the most?

a) Monetary reward b) Job promotion c) Job security d)

Transfer
14. Does the company make the employee as part of team?

a) Yes b) No

15. Do you think that the organization gives importance to the career development
for employees?

a) Yes b) No

16. Does the organization give training programmed in systematic manner to

improve productivity?

a) To large extent b) To some extent c) Not at all

17. Does the manager encourage employees to do your work independently?

a) To large extent b) To some extent c) Not at all

18. In which way does the organization collect the employee’s?

a) Suggestion box b) Weekly meetings c) Monthly

meetings

19. Which of the following hygiene factor will result in job satisfaction?

a) Job security b) Promotion c) Pay and allowances d) Working

conditions

20. Does the job enrichment provide true motivation?

a) Yes b) No

21. Weather the organization selects the best performance of employee in the
year?

a) Yes b) No
22. Are you proud to be the member of the organization?

a) Yes b) No