A STUDY ON IMPACT OF EMPLOYEE MOTIVATION ON JOB

PERFORMANCE WITH SPECIAL REFERENCE TO ASIANET

FASHION, MADURAI.
Submitted in partial fulfillment of the requirement for the award of the
degree of Master of Business Administration of Madurai Kamaraj
University

By

SUMAIYA RIFANA A

2020MBA67

Under the guidance of Dr.

N.ASHA MBA, M.COM, M.PHIL, PH.D.

Department of Management Studies

Fatima College (Autonomous)

Madurai – 625 018.

April 2022
 Fatima College (Autonomous)

Department of Management Studies

Madurai – 625 018.

This is to certify that the project work entitled A STUDY ON

IMPACT OF EMPLOYEE MOTIVATION ON JOB
PERFORMANCE WITH SPECIAL REFERENCE TO
ASIANET FASHION, MADURAI is a bonafide record of work done by
SUMAIYA RIFANA.A, 2020MBA67 submitted in partial fulfillment of
the requirement for the degree of Master of Business Administration of
Madurai Kamaraj University.

Faculty Guide Head of the Department

(Dr.N.ASHA) (Dr. P. SHYAMALA)

Director
(Dr. S.RAJU)

Fatima College (Autonomous)

Department of Management Studies

 Madurai – 625018.

SUMAIYA RIFANA A

2020MBA67

Declaration

I hereby declare that the project done under the title A STUDY ON
IMPACT OF EMPLOYEE MOTIVATION ON JOB PERFORMANCE WITH
SPECIAL REFERENCE TO ASIANET FASHION, MADURAIsubmitted
for the award of the Degree of Master of Business Administration is my
original work and that no part of this project has been submitted fully
or partly for any other recognition earlier.

Signature of the Student.

(SUMAIYA RIFANA A)

ACKNOWLEDGEMENT

First and foremost I would like to thank God almighty whose blessings
made me to complete the project successfully.
It is a great pleasure to acknowledge my sincere thanks to
Dr.Sr.G.CelineSahaya Mary, Principal, Fatima College
(Autonomous), Madurai.

I express my gratitude to Dr.S.Raju, Director, Department of

Management Studies Fatima College (Autonomous), Madurai for
providing me such an opportunity.

I also thank Dr.P.Shyamala, HOD, Department of Management

Studies for her moral support to undergo the project.

I indeed greatly thankful to my faculty guide Dr.N.Asha, Assistant

professor, Department of Managementfor her moral support to
undergo the Project

It is a great pleasure to acknowledge my sincere thanks toproprietor

Mr.S. SATHIK.

I wish to express my gratitude to all the staff members in the

Department of Management Studies for their encouragement for
completing this project. Finally I thank my teachers, respondents,
friends and parents who helped me in completing my project
successfully.

ABSTRACT

This live project topic is a study on impact of employee motivation on job

performance with special reference to asianet fashion, madurai. The
objective isto the impact of employee motivation towards job performance
with special reference to Asianet Fashion, Madurai. The sampling method
used was Simple Random sampling method. The primary data was collected
through a questionnaire method and secondary data are collected through
company website for the sample size 125. The data collected were analyzed
using the SPSS software package and the tools used were Percentage
analysis, Mean and Standard deviation, one way ANOVAs analysis,
correlation, weight average method and regression. Using SPSS software the
data collected are analyzed. By the survey of company we come to know
that the high percentage of employee get highly motivated by things like
financial incentive involvement of employees in the highly motivated by
things like financial incentive. The results of the study are very useful to
organization which needs to manage its employees and make them satisfied
and motivated at the workplace.

TABLE OF CONTENTS

CHAPTER TOPIC PAGE NO

 1 INTRODUCTION 1-10
A study on impact of employee motivation towards job with
special reference to Asianet Fashion, Madurai.
Industry profile
Company profile
Industry profile
Objective of study
Hypothesis of study
Need of study
Scope of study
Limitation of study

2 REVIEWOFLITERATURE
11-49
RESEARCH METHODOLOGY
3 Introduction 50-54
Types Of Research
Data Collection Method
Sampling Method
Statistical Tool

ANALYSISANDINTERPRETATION
4 55-78
Percentage analysis
One-way ANOVAs
Correlation
Mean and standard deviation
Weighted Average Method
79-82
5 FINDINGS, SUGGESTION AND CONCLUSION

BIBLIOGRAPHY 83-91
ANNEXURES 92-94

LIST OF TABLES

TABLE NO CONTENTS PAGE NO

 PERCENTAGE ANALYSIS

4.1 Gender of the respondents 56

4.2 Age of the respondents 57

4.3 Educational Qualification of the respondents 58

4.4 Level of the management of the respondents 59

Marital status of the respondents

4.5 60

4.6 Monthly income of the respondents 61

4.7 Locality of the respondent 62

4.8 Experience of the respondents 63

MEAN AND STANDARD DEVIATION

Mean and standard deviation on monetary benefits

4.9 64
factors

TABLE NO CONTENTS PAGE NO

ANOVA
 4.10 ANOVAs between Non-financial rewards motivated to reach 65
employee goals and age of the respondents in the organization

4.11 ANOVAs betweenwork is adequately evaluate and praised and 66

their experience of the respondents in the organization

4.12 ANOVAs betweenperformance appraisal systems is consider as 67

a motivation of employee to develop and improve their
performance and monthly income of the respondents in the
organization

4.13 ANOVAs between performance appraisals motivates to achieve 68

goals and perform efficiently and experience of the respondents
in the organization

4.14 ANOVAs between training regarding job or promotion in your 69

company and their level of managements.

TABLE NO CONTENTS PAGE NO

WEIGHTED AVERAGE

4.15 Weighted average on employee and employer relation 70

 CORRELATION

4.16 Correlation between working environment of company 71

and age in organization

4.17 Correlation between comfortable with the work 72

environment allotted for you in organization and their
level of management.

4.18 Correlation between hygienic working environment and 73

their age.

4.19 Correlation between working environment influence to 74

work comfortable and marital status.

4.20 75
Correlation physical environment contribution make good
performance and monthly income.

TABLE NO CONTENTS PAGE NO

REGRESSION
 4.21 Level of motivation affect your performance and marital 76
status

4.22 Employee get motivated by being given scope to organise 76

own approach to work and age

4.23 Organization support in exploring career interest and goals 77

and gender

4.24 Opportunity do you have for career growth in this 77

organization and experience.

Opportunities to reach your full potential at your

4.25 78
organization and marital status

LIST OF CHARTS

CHART NO CONTENTS PAGE NO

PERCENTAGE ANALYSIS
4.1 Gender of the respondents 56

4.2 Age of the respondents 57

4.3 Educational Qualification of the respondents 58

4.4 Level of the management of the respondents 59

Marital status of the respondents

4.5 60

4.6 Monthly income of the respondents 61

4.7 Locality of the respondent 62

4.8 Experience of the respondents 63

 CHAPTER 1

A STUDY ON IMPACT OF EMPLOYEE MOTIVATION ON JOB PERFORMANCE

WITH SPECIAL REFERENCE TO ASIANET FASHION, MADURAI.
All organizations want to be successful, even in current environment which is highly
competitive. Therefore, companies irrespective of size and market strive to retain the best
employees, acknowledging their important role and influence on organizational effectiveness.
In order to overcome these challenges, companies should create strong and positive
relationship with its employees and direct them towards taskfulfilment.In order to achieve
their goals and objectives, organizations develop strategies to compete in highly competitive
markets and to increase their performance. Nevertheless, just a few organizations consider the
human capital as being their main asset, capable of leading them to success or if not managed
properly, to decline. If the employees are not satisfied with their jobs and not motivated to
fulfill their tasks and achieve their goals, the organization cannot attain success. People have
many needs that are continuously competing one with another. Each person has a different
mixture and strength of needs, as some people are driven by achievement while others are
focusing on security. If the managers are able to understand, predict and control employee
behavior, they should also know what the employees want from their jobs. Therefore, it is
essential for a manager to understand what really motives employees, without making just an
assumption. Asking an employee how he feels about a particular situation does not provide an
accurate evaluation of his needs, as the interpretation could distort the reality itself. The

1
closer one gets his perception to a given reality, the higher is the possibility to influence that
specific realty. Thus, managers can increase their effectiveness by getting a better grasp on
the real needs of the employees..

Motivations derived from the Latin word, “movers” which literally means movement.
All the definitions that would read in books or in dictionary relate to the fact that motivation
is behavior and one needs to channelize this behavior in order to achieve desired goals and
results. Walker (1980) stated that there is poor relationship between job satisfaction and
performance output. Highly satisfied employees can be poor motivates whereas highly
dissatisfied workers can be good performers. Several variables affect the relationship between
job performance and job satisfaction although no direct causal between these have been
identified. Walker thinks it is useful to view motivation as summary factor because
motivation has impact between employee job satisfaction and job performance. While
Campbell and Pritchard defined motivation asdeterminants of the choice to initiate effort on
the given task the choice to expend a certain amount of effort, and the choice to persist in
expending effort over a period of time.

Motivation has to do with action which results, to satisfaction closely associated with
motivation is the word “miracle” it is injecting of moral and loyalty into the working team so
that they will carry their duties properly and effectively with maximum economy.

Therefore motivation is influenced by individual behavior, skills, abilities, knowledge

and management. According to Beck (1983) four philosophies underline the various
perspectives on work motivation. These are rational economic man, social man,
selfactualizing man and complex man identified by Schein (1985). The rational economic
man thinks that people are solely motivated by economic considerations and they are able to
make economic decisions. The extrinsic reward and emphasizing of organization on pay are
originated from this motivation. In case of social man workers are motivated by social needs
which may not met their work. In practice it will focus on establishing the environment
satisfying the social inter-relationships at work. In the case of self-actualizing man people are
intrinsically motivated and they feel pride in their work. In this approach the reward system
has high value. According to complex man people are motivated by great variation of
motives, experience and abilities and these motives are changed passage of time as new
motives are learnt and new skills changes their attitude towards their jobs.

2
Industry profile

The global garment market is estimated at US$ 1,280 billion in 2020. EU-27, China
and USA are the three largest global markets with a share of 17%, 14% and 13%,
respectively. The global garment trade stood at US$ 482 billion in 2019, with China as the
largest exporter. India is the 6th largest exporter of garment in the world. The global garment
demand has been growing at a year-on-year growth rate of about 4% from 2010. However,
the impact of Covid pandemic in 2020 led to approx. 30% decline in demand. The long term
growth trend of garment segment remains intact and it is expected to recover in next couple
of years.

The global apparel and leather products market, of which the apparel market is a
segment, reached a value of nearly $818.2 billion in 2020, growing at a compound annual
growth rate (CAGR) of 0.1% since 2015. It is expected to grow at a CAGR of 9.9% and reach
nearly $1,311.7 billion by 2025. The apparel market was the largest segment in the apparel
and leather products market accounting for 64.4% of the total in 2020. The leather and allied
products market is expected to be the fastest-growing segment going forward at a CAGR of
10.0% during 2019 - 2025.

The global textile market size was valued at USD 993.6 billion in 2021 and is
anticipated to grow at a compound annual growth rate (CAGR) of 4.0% from 2022 to 2030.
Increasing demand for apparel from the fashion industry coupled with the growth of
ecommerce platforms is expected to drive the market growth over the forecast period. The
industry works on three major principles, designing, production, and distribution of different
flexible materials, such as yarn and clothing. Several processes, such as knitting, crocheting,
weaving, and others, are largely used to manufacture a wide range of finished and
semifinished goods in bedding, clothing, apparel, medical, and other accessories.

From supply side, global textile and apparel trade is expected to cross USD 1 trillion
mark in 2025-26 from USD 764 billion in 2017-18, growing at a CAGR of 3.4% during the
same period. While apparel is the most traded category, holding ~58% share, fabric is the
second largest category which accounts for ~19% of total trade. Though export growth rate
has been slow in China lately wherein it is also losing some share in global market, it
continues to be the largest exporting nation within textile and apparel industry. This could
have helped countries like India, Bangladesh and Vietnam etc to increase their trade share

3
with similar trajectory, abundance of raw material and the availability of low-cost manpower.
Though, with just about 4 to 5% individual share, these countries still need to go very far to
reach anywhere near China, which holds ~37% of total textile and apparel exports.

Asia Pacific dominated the market and accounted for over 48% share of global
revenue in 2021 owing to the increased sales volume of clothing and apparel goods. In
addition, the presence of a high number of customers on e-commerce platforms buying
clothing and related accessories in developing economies is adding positive growth to the
regional market. Increased penetration of organized retail, favorable demographics, rising
disposable income levels, and favorable government policies are also expected to drive the
market in APAC, especially in countries, such as India, Bangladesh, and Pakistan.

For instance, in India, 100 percent Foreign Direct Investments (FDI) is allowed in
textiles, which is set to focus on positive market growth. The market in Europe is expected to
grow at a significant CAGR over the forecast period. It can be attributed to the favorable
government policies and trade agreements, such as free-trade agreements and
EuroMediterranean Dialogue on the textile and clothing industry. The demand for textile in
North America and Central & South America is likely to witness promising growth over the
projected period owing to the rising demand from sports & apparel and home-furnishing
textile products. In addition, the consumption of textile fibers, such as synthetic and cellulose
fibers, needed for filtration in industrial applications is expected to have a positive impact on
the regional market growth.

Fiber-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed

garments and the rest of silk and wool garments. The industry manufactures over a 100
different types of garments for men, women and children. These includes overcoats/raincoats,
suits, ensembles, jackets, dresses, skirts, trousers, shirts, blouses, inner-garments, T-shirts,
jerseys/pullovers, babies garments as well as accessories like shawls/scarves, handkerchiefs,
gloves and parts of garments. Fabric constitutes 65 to 70% of the cost of production with
labor making up a further 15% and the rest go for overheads and manufacturer's profit.

Government policies of economic liberalization have raised incomes, encouraged

women entrepreneurs resulting in a steep rise in family incomes and making available
increasing levels of disposable income in their hands. This has helped to increase purchase of
garments but has limited this purchase due to rise in prices of food grains on account of
unseasonable weather. The benefit of economic reforms has percolated down to rural areas
4
coupled with the spread of education. In fact, some of rural areas enjoy a life-style
comparable to or even better than that enjoyed by urban folk.

The textiles and apparel industry can be broadly divided into two segments - yarn and
fibre and processed fabrics and apparel. The domestic textiles and apparel market was
estimated at US$ 100 billion in FY19. The textile industry has around 4.5 crore workers
including 35.22 lakh handloom workers all over the country. Growth in demand is expected
to continue at 12% CAGR to reach US$ 220 billion by 2025-26.

Cotton production in India reached 37.10 million bales in FY21*. During FY19,
production of fibre in India stood at 1.44 million tonnes (MT) and reached 2.40 MT in FY21
(till January 2021), while that for yarn, the production stood at 4,762 million kgs during same
period. The total raw silk production increased by 1% (35,820 MT) in FY20 over the
previous year FY19 (35,468 MT) despite COVID-19.Cotton production in India is projected
to reach 7.2 million tonnes (~43 million bales of 170 kg each) by 2030, driven by increasing
demand from consumers.

India’s textile and apparel exports to the United States, its single largest market, were
up 55% in the first seven months of 2021. The share of the India’s textiles and apparel
exports in mercantile shipments was 11% in 2019-20.

In Union Budget 2020-21, the Government of India has allocated around Rs. 3,515
crore (US$ 502.93 million) to the Ministry of Textiles and Rs. 80 crore (US$ 11.45 million)
for the scheme on Integrated Textile Parks. The Ministry of Textiles has announced Rs. 690
crore (US$ 106.58 million) for setting up 21 readymade garment manufacturing units in
seven states for development and modernisation of Indian textile sector. National Technical
Textiles Mission is proposed for a period from 2020-21 to 2023-24 at an estimated outlay of
Rs. 1,480 crore (US$ 211.76 million).

Initially clothing was used to shield the human body from environmental conditions.
Later on, as the wheels of time started spinning, new trends emerged and manufacturing of
fashionable garments came into existence. Apparel industry produces finished clothing such
as kids garments, mens and womens clothing, and other intimate apparel. Manufacturing
apparels is one of the most in-demand businesses today. Fads come and go, particularly in the
fashion world. In order to remain competitive, apparel manufacturers seek to expand their
business in various ways. Factors such as short product life cycle, volatile fashions,

5
unpredictable market trends and impulse purchase nature of the customer are to be given
utmost importance by the manufacturers so as to sustain themselves in the apparel segment.

Apparel industry plays a pivotal role in developing a countrys economy in terms of

revenue generation and creation of employment. The industry is undergoing a drastic change
due to global sourcing and high level of price competition. Favorable demographic factors,
rise in disposable incomes, change in consumer behavior and a substantial shift towards
branded apparel has resulted in a positive growth in the global apparel market. Global exports
of apparel which was 108 billion USD in 1990, increased drastically to 453 billion USD in
2004, which is a positive of 138% increase during the last 14 years. Industry leaders
contemplate an increase of 600 billion USD by 2014 which promises a potential market for
efficient producers. Asian countries contribute to a 50% of the total global apparel
exports.Apparel industry is more labor intensive. So the countries endowed with abundant
labor power, has a promising future for its nourished growth.

Apparel manufacturers now concentrate more on the marketing and branding of their
products. A branded product sells itself in the market. Less effort is needed to promote a
branded product as the consumer trend now a days is leaning towards acquiring branded
items. Some firms seek merging with other firms to sustain in the competitive market. Some
other firms, apart from production also move into other functions like, warehousing, entering
the retail market etc. Computer aided design systems have also helpful in circulating new and
latest fashions across the globe. These advancements in technology and flexible strategies of
the apparel industries enable them to meet the growing competition and offer fashionable
garments at an acceptable cost.

Company profile

ASIANET FASHION is located in Madurai, Tamil Nadu, India and is part of the Apparel Accessories
and Other Apparel Manufacturing Industry. ASIANET FASHION has 150 total employees across all
of its locations.

Basic Information
Nature of Business Manufacturer

Additional Business Exporter

Total Number of Employees 150People

6
 Brand name Zelin

Legal Status of Firm Individual - Proprietor

Statutory Profile

GST No. 33ANVPS2318B1Z1

Vision

Strive for Excellence

Mission

Provide ethical and economical apparel sourcing solutions to our customers while meeting the
expectations of others.

Zelin is one of the best brands that produce trendy clothes for women for the past 10 years.
They are establishing various types of work wears and party wears. They proud to say that we
use the best faberies that would not have any negative impact on the skin of the women. Their
goal is to create clothes that is affordable without satisfying the quality of the product for all
types of people aall around the globe.
Products Range

• Daily wear
• Weekend wear
• Party / Festival wear
• Embroidered kurti
• Asymmetrical kurtis
• Umbrella cut kurti
• Maxi
• Blazera
• Shrugs

Quality of products

The Asianets Fashions’ Team is persistent about total quality management and as such, the
design, production and manufacturing process features several stages of quality checks and

7
controls according to agreed standards. This includes ‘4Point’ raw material inspections and ‘7-0’
End Line, ‘Critical to Quality’ inspections.

Objective of study Primary objective

 To study the impact of employee motivation towards job performance with special
reference to AsianetFashion ,Madurai.

Secondary objective
• To study the effect of monetary and non monetary benefits provided by organization
on the employees performance
• To measure employee satisfaction towards working environment
• Provide suggestions for companies and managers in order to increase employees’
motivation.

Hypothesis of the Study

H : There is significantrelationship (sig= 0.000) between non financial rewards motivated to
0 reach employee goals and age of the respondents in the
organization

H : There is significant relationship(sig=0.000) between work is adequately evaluate and

0 praised and their experience of the respondents in the
organization

H : There is no significant relationship (sig= 0.697) between performance appraisal systems

0

is consider as a motivation of employee to develop and improve their performance and

monthly income of the respondents in the organization

H : There is no significant relationship (sig= 0.213) between performance appraisals

0

motivates to achieve goals and perform efficiently and experience of the respondents in the
organization

H0: There is no significant relationship (sig= 0.669) between training regarding job or
promotion in company and their level of management.

Need for the study

The purpose of the study is to identify the motivational factors and its impact on

8
employee performance It is interesting and significant area for conducting research.. This being
the virtual fact, the current study on the impact of employee motivation job performance among
workers with special reference to Asianet fashion, is expected to prove extremely useful for the
organization to improve the motivation level among its workers. It also examines the future
growth and employee proposition. The study made on the topic of employee motivation wills
reveals the factor of performance and feeling of employee this report is useful to the managers
of company to know the motivational level of employees and they can take measure to increase
productivity.

Scope of study

The study is conducted only in ASIANET FASHION. The study is undergone to

measure the employee’s attitude towards the employee motivations level. The study is taken up
during the period of FEB to APR2022. The study helps the company to have a clear idea about
the employee’s performance towards employee motivation the level, their expectation and how
to overcome the problems occurring in a better way than the present system. Work is an integral
part of our everyday life, be it our livelihood or career or business. On an average we spend
around twelve hours daily in the work place, that is one third of our entire life; it does influence
the overall job motivation level. It should yield job satisfaction, give peace of mind, a
fulfillment of having done a task, as it is expected, without any flaw and having spent the time
fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at
the end of the day it gives satisfaction and eagerness to look forward for the next day. A happy
and a healthy employee will give better turnover, make good decisions and positively contribute
to the organizational goal. This being the virtual fact, the current study on the impact of
employee motivation towards job performance among workers with special reference to
ASIANET FASHION, is expected to prove extremely useful for the organization to improve
the motivation level among its workers.

Limitations of the Study:

• The sample size was confined only to 125 respondents.

• Time is the major constraint. Given time is not sufficient to go in depth of the study.

9
CHAPTER 2

10
Review of literature

Beverly Kaye and Sharon Jordan- Evans (2000) In his research work the researcher
mainly focused on the relationship between work environment and motivation. It is identified
directly from the primary data research work there is correlation between turbulence in the
work environment and the motivation. The main and prominent issues which are faced by the
companies is employee motivation and their retention. It is very important for the
organisation to retain their employees based on their skills and knowledge. In the retaining
process in the work environment, it is the duty of the company to start their own strategies to
motivate the employees to stay back in the same organization. In this process they mainly pin
point the important employees with high skills and knowledge. The employees with highly
cynical in nature are identified separately because the organizations believe that these types of
employees diminish their productivity of the organisation. The positive and optimistic
employees and their morale, creativity and cooperation are thoroughly identified by their
organisation and they give special strategies to retain them. The cost of absenteeism’s and
medical related expenditures are playing a very important prominent role in the employee
retention motivational strategies. Some of the employees are willing to stay in the
organisation after the powerful motivation especially aimed at their talents. The individuals
within the organization demand pleasant work environment as the primary motivation to stay
in the organization. In another study the researcher focused on the functional aspects of
managers and the motivation are positively correlated.

Boston, MA. Hidi, S., &Harackiewicz, J. M. (2000). In an another study the

researcher investigated the effect of different types of reward systems namely symbolic
reward system, achievement reward system, monetary reward system for the employees. The
organisations perceived that these three are the mere substitution for 31 rewards and
recognition system they practice in the day to day life. They strongly believed that these
reward system are significantly differ in their effect of creating a high organisational profit.
This study also ascertained that the employees sometimes like the public recognition among
all types of employees. They perceived that these motivations are able to give them very high
prestige and also able to prove the knowledge and skills in front of all other employee. The

11
employees liked a price worthy approach of the organisation and they want that their skills
and knowledge must be praised by the organisation among all types of employees in a
meeting. These sorts of programmes are the combinations of incentive device to support the
rational approach of the organisation and also to maintain a relational contract between the
organisations and the employees. The incentive device can be studied in terms of rewards and
recognition system, fringe benefits and other benefits to the family of the employees.

Guthrie, J. T., Wigfield, A., &VonSecker, C. (2000). In an another study the

researcher clearly revealed that there is a significant role of demographic background of
employees in identifying the perceptual difference of motivation. The study is conducted
among the employees national library of Nigeria and they found that reward system and
policies of the organisation is very important to satisfy their employees. In a regress analysis
and usage of one way analysis of variance and linear multiple regression analysis the
researcher found that the effective and efficient management of reward system is able to fetch
fruitful results among the employees in the form of cooperation, contribution, and
enhancement of reputation. It can be further proved that the general productivity of the
organisation purely depends upon the continuous motivation of the employee enhanced by
monetary and non monetary benefits.

Gottfried, A. E., Fleming, J. S., & Gottfried, A. W. (2001). In an another research it

is found that a thorough investigation of incentive schemes revealed that some of motivation
schemes and incentive schemes are not contributing significantly in the motivational
strategies. The employee’s motivation did not contribute significantly when the incentive
schemes are irrational. This study ascertained that incentive schemes sometimes they become
irrational and they were not accepted by the employees. These sorts of negative schemes
would demoralise the employees and demotivate them. The employees expect public honour
and they want to be popular due to the rewards and recognitions among the employees. They
expect 60% bonus periodically from their managers and also expect more monetary benefits
from the organisations. In particular it is proved that the public honour systems in the
organisation continuously motivate the employees and make them to give their higher level of
contribution. It is found that a bonus payment is able to give appropriate reward or public
honour to the employees and also encourage them to involve in all organisational activities.

Laura Leete(2000) In an another study the researcher completely scrutinized the

impact of smooth interpersonal relationship on employees performance. The employees

12
always expect positive opportunities on motivated to involve themselves in all ascertained
job. Positive work environment along with monetary and non-monetary benefits increase the
commitment of the employees towards the organization. These employees are able to make
suitable contribution to the organization development. The study is conducted in the public
sector organization in and identified that the public sector organization jobs securities and the
motivational concept but at the same time rapidly increase the motivational concept. There is
no change among the employees with the respect to time. The strongly believed their job is
secured and they show restricted loyalty and knowledge skill and develop of the organization.

Jim Naylor and George Briggs(2001),introduced the purpose of organizational

behavior and human performance as a journal aimed at publishing significant research that
contributes to our basic knowledge of human performance.Over the past 50 years, the journal
has published seminal papers on the determinants, mechanisms, and outcomes of motivation
related to decision-making and performance in work and achievement settings. Another
theory including Ajzen’s Theory of Planned Behavior Deci’s Cognitive Evaluation Theory ,
Hackman and Oldham’s Job Characteristics Model, and Locke’s Goal Model. Other articles
provide incisive reviews and critiques. As the 20th century drew to close,the motivation
research promote a broad reorganization of findings, motivation as an umbrella term that
encompasses both the purpose and reasons underlying decision processes and goal selection.

Malina and Selto (2001) conducted a case study in one corporate setting and found
that organizational outcomes would be greater if employees were provided with positive
motivation. Setting operations-based targets will help provide strategic feedback by allowing
the assessment of actual performance against operation-based targets. Goaldirected actions
and strategic guidance are expected to improve the efficiency of a company . Kunz and Pfaff
stated no substantive reason to fear an undermining effect of extrinsic rewards on intrinsic
motivation. In their study, Decoene and Bruggeman developed and illustrated a model of the
relationship between strategic alignment, motivation and organizational performance in the
context of the BSC, and found that effective strategic alignment empowers and motivates
employees. Leaders motivate individuals to follow a participatory work design in which they
are responsible and bring it together, which makes them responsible for their performance.

Eccles, J. S., &Wigfield, A. (2002). In an another study the researcher found that
ensuring the social status of employees working in the organisation in the society is also
considered as one of the extrinsic motivational factors. The transportation facilities, medical

13
facilities to the family members, educational facilities to the family members, and career
planning opportunities to the employees are found to influence them employees in the form of
motivation. A motivated employee by these factors is able to show their performance within
short span of time. At the same time the study found that the factors not only motivating the
employees but at the same time retain the employees. Therefore the study analysed there is
more significant difference between motivational strategies and retention strategies of the
organisation. The employees are able to give more importance to the rewards and recognition
rather than some monetary benefits. They prefer not even monetary rewards for their
motivation. The material rewards and non material rewards are playing a very importance
vital role among the employees to motivate them to show their loyalty towards the
organisation. HRM practices are considered to be essential to ensure the motivational aspect
within the premises of their organisation.

Kreitner et al. (2002), for example, argued that managers can enhance employees‟
motivation by increasing their job satisfaction. Contrary to the previous opinions, some
researchers assumed that job satisfaction and motivation are different phenomena; Hersey and
Blanchard (1988) argued that while satisfaction is related with the past, motivation is related
to the future, as they see satisfaction as a result of past organizational events, while
motivation is a result of individuals‟ expectations about the future. Therefore, it can be said
that job satisfaction and motivation are not the same, as each has its own identity. However,
organizations must be aware that highly motivated employees might not necessarily be the
most satisfied ones and vice versa; therefore, a full understanding of both phenomena must be
achieved.

Linnenbrink, E. A., &Pintrich, P. R. (2002). In an another research work the

researcher completely ascertained the important factors leading to smooth interpersonal
relationship among the employees. Physical working conditions and low status positions
among the employees are the primary factors hindering the relationship between top level
executives and operational level employees. It is identified that the irrationalities and
inequalities in the approaches of top level executives are the primary reasons for stained the
interpersonal relationship. This particular study clearly identified the important factors
namely irrationality, inequality, politics are the main causes affecting the smooth
interpersonal relationship in any work environment. The study also found that the employees
are very much restricted by the irrationalities in the approach. In particular top level
executives are able to identify the individualism among the employees and that lead to power

14
interpersonal relationship. It is concluded from the research that colic’s of the employees are
facing different problems within the work environment. These problems to making the
policies to spoil the smooth environment in the work place. It is also estimated that stained
interpersonal relationship always reduces the level of motivation among the employees.

Lipman, M. (2002). In an another research it is found that organization culture and

organization support, smooth interpersonal relationship are the major factors motivating
theemployees to show the knowledge and skills with full swing in any work environment
especially construction industry. The employees in this construction industry are able to
prove the knowledge and skill through the powerful motivation from sources of benefits in
the form of monetary approach as well as nonmonetary approach. This study clearly
estimated that always exists between supervisor and the employees at the operational level.
Some of the supervisors are highly typical enough and they are democratic approach this
would motivate the employees they are not willing to show the knowledge and skills
complete assigned the job within stimulated time.

Lipman, M. (2002). In another study the researcher investigated the direct impact of
rewards and recognition of employees and their motivation. The researcher classified the
motivation into two categories namely monetary motivation and non-monetary motivation.
These two motivational aspects are considered as dependent variables whereas the factors like
rewards system, fringe benefits, emoluments, career planning, career elevation, promotional
policies are considered as independent variables. The researcher used linear multiple
regression analysis to find the influence of the independence factors of motivation on both
monetary and non-monetary motivation separately. The research ultimately found that the
monetary motivation is impacted by the fringe benefits and emoluments whereas non-
monetary motivation can be achieved through career planning opportunities and promotional
policies within the organisations.

According to M.ZAKERI(2002),this article mainly review science through conclude

basic principles of motivation, described OBHP review progress by organizing theory and
research around four principal questions that have long-driven scientific efforts in
motivational psychology; finally discuss the representation theory and research for the
journal. Modern views typically portray motivation as a time-linked set of recursive and
reciprocal affective, behavioral, and cognitive processes and actions that are organized around
an individual’s goals. The result network structure of goals contributes to both the stability

15
and heterogeneity observed in motivated action. Over the past half-century there have been
numerous accounts of work motivation, the most prominent theories of work motivation
address the proximal, internal individual psychological forces, mechanisms, and processes
that determine goal choice and action. About the describe of motivation may be traced back
to early 20th century work on the identification of universal human motives and tendencies.
Beginning in the 1950s riveted research attention on the ‘‘how” question, including for
example the cognitive processes by which expectancy and outcomes are integrated, and how
best to conceptualize and assess affect. By the mid-1960s, however, motivational theorists
began to question basic tenets of expectancy-value models and their applicability for
predicting performance on new, difficult, prolonged, or ill-defined career and task
goals.socialcognitive theories and theories of action regulation emerged that addressed the
gap between an individual’s goals and performance. As‘‘what” approaches gained traction
during the late 20th century, motivation and decision-making researchers focused on
increasingly different topics and questions. Motivational scientists within the broader
organizational behavior domain focused on the processes by which goal attributes and the
individual’s construal of the goal influenced planning and self-regulatory processes during
goal pursuit and performance accomplishments.About the “why” question of motivation is
typically studied from a person-centric perspective,more focuses on the needs,motives wants
and likes of individuals.During the mid-20th century, Maslow theory solve the two questions
about how to describe human’s hard through organize the numerous motives and what bring
different needs as the driving force for behavior.

Elton Mayo (2003) In another study the researcher mainly focused on the important
challenges faced by the organisation in motivating and detaining the employees. The study
main focused on the flaws in the environment of the organization and their profitable
orientation. Profitability is the main problem for the organizations and some of the
organizations do not want to lose their profit margin. Many of the organizations are not
willing to give appropriate motivation to keep their profitability margin. Many organizations
realised their failures and employed various strategies for their restructurings especially
through the employee motivation. The study also identified that employee retention is also a
important aspect in the form of motivation to the employees. The monetary motivations are
equivalent to nonmonetary motivation in maintaining a pleasant atmosphere among the
employees.

16
 Miller, S. D., &Meece, J. L. (2003) In another study the researcher identified that as
far as the non-monetary motivational factors are concerned interpersonal relationship among
colleagues is playing the very important vital role. Any employee who maintains a 360
degree relationship with colleagues is able to get the powerful motivation. The
encouragement of top level executives, middle level managers, operational level employees,
customers are able to motivate the employees for their skills and knowledge. Most of the top
level executives are willing to maintain the smooth relationship to all the employees under
their control. They wanted to maintain a positive relationship to motivate the employees and
also make them to realize that the 33 organisation purely depending upon their sustained hard
work and loyalty. The middle managers also intended to maintain a smooth relationship but at
the same time they are duty bound to take special care on employees skills and knowledge.
The innovations of employees are continuously hearing by all types of employees within the
organisation and it can be executed with the degree of innovations.

Paul, R. W. (2003). In another research conducted in the food industry the researcher
identified the financial and non-financial motivations are directly related to interpersonal
relationship. It is found from the primary data research that the employees always compare
their monetary benefits among the colleagues and they will grip satisfaction when they get
same and rational benefits. The difference among the benefits would lead to strained
interpersonal relationship among the employees. These strains in the relationship among the
employees would collapse whole organisational development as well as its productivity. They
top level executives showing special care to monitor the employees and their intrinsic
relationship in the premises of the organisation. The research found that conducive and
interesting work environment can be ensured only through smooth interpersonal relationship
and the expectation of the employees are very much satisfied by the top level executives.
There is a significant different among the three types of employees in maintaining the degree
of interpersonal relationship.

Pintrich, P. R. (2003). In an another study the researcher mainly focused on the

interpersonal aspects of middle managers of engineering and manufacturing units in United
States of America. It is thoroughly investigated that the three factors namely, employee
competence, knowledge and skills, smooth interpersonal relationship are playing a very vital
role in motivating the employees. The socialistic and futuristic and goal oriented approach of
the organisation will not motivate the employees directly. The top level executives and
middle level managers must be interested to maintain smooth interpersonal relationship for

17
the socialistic approach among the employees. The appropriate treatments from top level
executives motivate the middle level managers to have smooth social relationship with the
operational level employees. The developmental and reward oriented system are the powerful
motivational strategies in the manufacturing companies. The results also indicated that
organisational culture must be flexible to accommodate all types of employees to maintain
smooth interpersonal relationship for their ulterior goal of motivation. The good
communication strategies also continuously motivate the employee to show their loyalty.

Maslow AH (2003) In another research it is found that successful organisations have

their own indigenous strategies and in retaining the employees through motivation. They are
very transparent in their organisationalbehaviour and able to identify the realities of the
current employees in the work environment. They require longevity and job security of the
employees for their grand success on the innovative motivations. Innovation, creativity and
flexibility are also playing their part in motivating the employees. The dynamics of the work
environment is purely depending upon the reflection of the diverse population of the
employees towards the motivational aspects. The beliefs and values structure of the
employees differ vastly with respect to motivational aspects. It is found from the empirical
research that the individual efficiency of the employees and organizational efficiency of the
employees are always possible only through motivation. Many organisations ensure that in
their 22 organisational culture motivation plays a very important vital role for their
development.

Bradley E Wright (2004) In an another research it is found that employees can be

easily get their motivation through the job rotational activities and strategies created by the
organisations. Every manufacturing organisations and companies are able to ensure job
rotation through the employee participation strategies. The employee participation strategies
motivate the employee because of the job autonomy and ensuring independent decision
making process. It is strongly believe that the employees are more enthusiastic towards all the
organisational activities and make them involve in all the activities through appropriate
motivation. The study also concluded that employee motivation can arise directly from
employee participation strategies of organisation and also help the employees to realise the
ultimate high productivity and responsibility. The potentiality of the employees and the
knowledge and skills can be further motivated for the utilisation in the productivity activities.

18
 Broussard, S. C., & Garrison, M. E. B. (2004) A failure of HRM practices would
fail to motivate the employees continuously. This sort of failure HRM practices which lead to
distorters results in the motivational strategies. In another research of innovation, the
researcher mainly focused on measuring the effectiveness of motivational factors namely
emoluments, incentives, extra time work remuneration, honorariums and awards for their
special completion of works and loyalty. It is found that there is deep relationship between
employee motivation and performance level of employees. There is a positive correlation
between employee motivation and the loyalty of the employees through their performance.
The employee’s performance can be measured through several criterion namely their loyalty,
goal setting, role analysis, sense of belongingness and participation in all organisational
activities without any hesitation. On another hand the researcher found that the periodic
incentives, bonus during auspicious or religious days, goal achieving motivational concepts
within the minds of the employees, employees free from stress are the major factors creating
deep 24 impact on the employees in the form of motivation. This form of motivation is able
to derive good results in the form of employee’s performance.

Corno, L. (2004). In an another study the researcher intended to established a

intrinsic relationship between monetary incentives and non-monetary incentives as well as the
work force involved in any organisation. They strongly believed that monetary and
nonmonetary benefits given to the employee directly create impact on their performance. This
study ascertained that monetary benefits, non-monetary benefits, indirect financial benefits to
the family members, career planning encouragement, non-financial incentives are able to
motivate the employees to give their full job involvement within their premises. At the same
time the researcher also emphasis the need for the smooth interpersonal relationship among
employees as well as the appropriate recruitment process. The retention of employees can be
achieved only through defined recruitments as well as the appropriate training to their
employees. The non-financial aspect of motivation is having less potential then monetary
benefits and their motivation. This research also concluded that the non monetary motivation
is required to maintain a psychological balance among the employees.

Hennessey, M. G. (2004, March). In an another research work the researcher

ascertained that there is a deep relationship between the HRD practices and motivation of the
employees. In particular the top level executives and their HRD component, potential
appraisal and management policies able to motivate them to show their full skills and
knowledge. The middle level managers and their HRM practices namely performance

19
appraisal systems, goal setting in role analysis motivate them to show the loyalty and help the
organisation to make better productivity. The operational level employees are motivated by
the monetary benefits like bonus, incentives, overtime remuneration and other benefits they
wanted to continue in the same organisation if they have full satisfaction in their monetary
benefits.

Linnenbrink, E. A., &Pintrich, P. R. (2004). In an another research conducted by

the researcher completely investigated the rewards systems and their subsequent impact on
employee’s motivation in different age groups. The researcher classified the employees into
two groups namely generation X and generation Y respectively. It is found that generation X
which is the younger age group less than 30 32 are highly motivated by monetary benefits
and also the public appreciation among the employees. The employees in the generation Y
that is the employees in the age group above 30 are motivated by non-monetary benefits like
benefits to the family members and their own career planning and promotional policies. It is
found that there is a direct impact on motivation from the reward system practiced by the
transportation industry. Any challenging work of the employees can be easily accomplished
through non-monetary rewards given to them. In fact the motivation can be created among
the employees through the non-monetary aspects like promotions, career elevation, career
growth and also the recognition for their skills and knowledge.

M.ZAKERI(2006). Motivation referred to the different aspects. The concept of

motivation is abstract, but it’s very useful and important with specific workplace. This article
is about the factors of motivate employee, to be specific, take example as Iranian, collect the
date through a structured questionnaire survey. The result showed employees have five
important motivation factors including “fairness of pay’, “incentive and financial rewards”,
“on-time payment”, “good working facilities”, and “safe”. This factors sustain the drive for
high construction productivity in Iran.

Dongho Kim (2006) In an another research work the researcher completely

ascertained the important factors leading to smooth interpersonal relationship among the
employees. Physical working conditions and low status positions among the employees are
the primary factors hindering the relationship between top level executives and operational
level employees. It is identified that the irrationalities and 44 inequalities in the approaches of
top level executives are the primary reasons for stained the interpersonal relationship. This
particular study clearly identified the important factors namely irrationality, inequality,

20
politics are the main causes affecting the smooth interpersonal relationship in any work
environment. The study also found that the employees are very much restricted by the
irrationalities in the approach. In particular top level executives are able to identify the
individualism among the employees and that lead to power interpersonal relationship. It is
concluded from the research that colic’s of the employees are facing different problems
within the work environment. These problems to making the policies to spoil the smooth
environment in the work place. It is also estimated that stained interpersonal relationship
always reduces the level of motivation among the employees. In an another research it is
found that organization culture and organization support, smooth interpersonal relationship
are the major factors motivating the employees to show the knowledge and skills with full
swing in any work environment especially construction industry. The employees in this
construction industry are able to prove the knowledge and skill through the powerful
motivation from sources of benefits in the form of monetary approach as well as non
monetary approach. This study clearly estimated that always exits between supervisor and the
employees at the operational level. Some of the supervisors are highly typical enough and
they are democratic approach this would motivate the employees they are not willing to show
the knowledge and skills complete assigned the job within stimulated time.

Schraw, G., Crippen, K. J., & Hartley, K. (2006). In an another study the researcher
ascertained the relationship between career advancement strategies of the organizations and
the motivational levels of the employees. The employees in the organisation completely
perceived that career development opportunities are mainly focused on developing their
personal career as well as to achieve the organisational goals. The periodic training
programmes, on job training, of job training are able to give wide opportunities for their
employees within the organisation to equip themselves to complete any job assigned to them.
The training programmes are directly related to the career development as well as career
planning of the employees. In this manufacturing organisation the employees strongly
believed that choosing the training is not in the hands some of the top level executives are not
giving periodic training programme for their career advancement. The employees strongly
believe that the organisation must focus on their own career through optimistic and positive
promotional policies. The employees also strongly agreed that the career development
opportunities not only within the organisation and it should be outside the organisation for
their futuristic growth. The career development opportunities ensured by the organisation is

21
able to get loyal employees as well as the committed employees to achieve the organisational
goals.

Schunk, D. H. (2006). In an another study the researcher proposed a model especially

focusing on the relationship between training of employees and their motivational level in
achieving the organisational productivity it is substantiated from the study that the employee
motivation can be ultimately achieved through effective training programmes within
organisations. The need-based training, methods of training, effectiveness of training are
subsequently measured by all the organisation to identify the growth of the employees. The
career growth of the employees ultimately motivates them to show their loyalty as well as
affinity towards the organisation. It is strongly believed from the research that the motivated
employees are able to perform better with very good organisational productivity. The
employees are able to gain their skills and knowledge to appropriate training the knowledge
awareness and getting more knowledge continuously motivate them and also give them
ensure assurance of their futuristic career. The employee commitment is the major outcome
of appropriate training of the employees.

Schunk, D. H., & Zimmerman, B. J. (2007). In an another study the researcher

ascertained that the organisational are able to motivate the employees through the cross
cultural programmes in the training domain. Cross training technique is motivating the
employees to involve in the activities of job rotation. The continuous works are the same
work assigned to employees makes them to have less motivation. It is found from the study
that cross training technique improves the knowledge and skills and equip them to achieve
next higher job. The skills and knowledge obtained by the cross training methods within the
organisation create a positive learning environment in the work premises. It motivates the
employees to share their innovation and also introduce them to the entire department in the
same organisations. This attempt of cross training is able to bring all the hidden talents of
employees from different fields prevailing in the same organisation.

Deci, E. L., Koestner, R., & Ryan, R. M. (2007). In an another study the researcher
completely examined the role of rewards and recognition on motivation. The researcher also
found the deep relationship between empowerment and motivation. The employees in any
organisation expected them to be highly empowered to take independent decision with trust
and openness. The HRM practices in all the organisations ensure the trust and openness
strategies for the empowerment of employees. The motivation is also one of the aspects to

22
make the employees to realise their empowered environment. The challenging task, rewards
of the appreciation, awards for best completion of work in the stipulated time, ensuring fringe
benefits, periodic bonus, positive promotional policies are found to motivate the employees to
show their loyalty towards the organisation. The study further proved that the employees in
the public sector organisation are very much interested to accept the extrinsic rewards as the
factor of motivation. The fringe benefits and emoluments are considered to be the highly
attractive motivational factors to bring the employees to the limelight of performance.

Willingham, D. T. (2007). In an another study the researcher mainly concentrated on

measuring the effectiveness of motivation through recent norms for performance appraisal
system among the employees. It is believed in this research that organisations are able to
adopt new method called performance evaluation in the 360- degree format. In this format an
employee is evaluated by the superior, subordinates, suppliers and customers. These
personalities are always interacting with a particular employee in the production process. This
method actually encourages the employees and also channelize their behaviour in a positive
manner. The main goal of performance directly depends upon the employees involvement in
creating perfection in their behaviour as well as their efforts and attempt to have high
motivation through these performance appraisal systems. The employees demand the very
good recognition for the sustained hard work through the performance evaluation process

Halonen, J. S. (2007) In an another study the researcher found that there is a

misunderstanding between employees and employer in the case of rewards system motivating
the employees. It can be identified from the research that the employees can be continuously
motivated by giving monetary benefits followed by non monetary benefits like job rotation,
shift system, facilities to the family members and career planning. This particular study is
conducted in volovo car corporation and it is concluded that the managers are the primary
factors maintaining smooth relationship with the employees and they have their opportunity
to directly motivate the employees. The managers directly contact their employees and
announce their rewards to their employees to motivate them. In fact they conduct small
meeting to give a public honour to the employee and also give a honorary awards to them for
their wonderful contribution in their productivity. The research also found that non monetary
rewards 30 are able to get significant impact on improving the performance level of the
employees through psychological approach.

23
 Lange, G. W., & Adler, F. (2007, April). In another research the researcher mainly
focused on the influence of motivation through rewards and recognitions policies. The
employees strongly believed that in an every educational organisation the reward system is
deeply related to promotional policies of the organisations. The promotional policies are
considered as the powerful factors motivating the employees and also invoke their loyalty.
Motivation encourages the employees to participate in all the educational activities and also
try to show their loyalty. This study also ascertained that efficient reward policies can be
obtained through efficient and rational promotional policies without politics. The employees
are completely motivated by the promotional policies which leads to higher productivity of
the organisations. The promotional policies and the respective motivation encourage the
employees to show their full interest towards the organisational development. The knowledge
and skills of the employees can be increased rapidly towards the productivity of the
organisation through these motivational concepts.

MansoorHamood Al-Harthy (2007), In an another study the researcher thoroughly

examined the important motivational factors in a retail sectors. The researcher completely
explored the relationship between interpersonal relationship and job motivation among the
employees. The smooth interpersonal relationship gives out the direct job motivation among
the employees in initial level. These initial level satisfactions continuously motivate the
employees to have their loyalty and cooperation in increasing the productivity of the
organization. The monitory benefits like salary and other emoluments are able to motivate the
employees through the smooth productivity. The non-monitory motivations like facilities,
hygiene factors, smooth working condition, encouragement from top level executives and
smooth interpersonal relationship among the operational level employees are able to increase
the productivity. This study also proved that certain working conditions are not conduce in
motivating the employees and it paced the way politics and other unwanted confusion in the
organization.

Muhammad Wasim Bhatti(2008) In an another research the researcher established

the relationship between the effective human resources management practices and their
substantial contribution to the motivation. It is found from the research that human resources
management is making the deep in road on changing the attitudes of employees. The regress
HRM practice also recognizes the employee efforts and also compels the organization to give
monetary and non-monetary benefits. The study focusses on job security, incentives,
incentives, tangible approach of incentives and relationship with colic’s as well as pears for

24
the continues motivation of employees at all level especially in the soft drinks industry. This
result also found that there is a deep correlation between job securities of the employees
working in the organization and smooth interpersonal relationship with top level executives
and middle level managers. It is further identified from the research that a very important
business entity is motivation of the employees which is completely survival all from the
organization through the substantial contribution of HRM practices.

Laikuan Kong, (2008) In an another study the researcher completely evaluated the
employees interest in adoption of work environment and interpersonal relationship among the
colic’s. It is found from the research that there is a good integrates among the employees in
accepting the innovation but they in the case of executives level they show their own
knowledge and skills. This can be further motivated by the top level executives I saying that
the another study highly responsible increasing the organizational efficiency and productivity.
This study also ascertains that this also playing the role in motivating the employees. The
study which is conducted among the employees at the regional level and local level clearly
ascertained that some 51 of the facilities are not same among regional and local employees.
This short of significant difference motivate the employee expect a rational design which is
suitable for work environment as a matter of reforms. This moves able to achieve all the
organizational goals and objectives within the stimulated timings.

Halpern, D. F. (2008). In an another study the researcher investigated the influence

of rewards and recognition of employee on their motivational level. The application of factor
analysis clearly derived that the rewards and recognition are not unique phenomenon but it
depends upon the factors identifying the skills, identifying the contribution, role in improving
productivity, role in improving the profitability. If any employee satisfy all these four aspects
must be recognised by the employer. This sort of identification of employees for rewards and
recognitions would continuously motivate the employees to show their loyalty interest
towards the development of the organization. This study is conducted in an insurance
company and it is proved that the employee motivation differ with respect to their
designation. Top level executives have separate factors of motivation rather than middle level
managers and operational level employees. The middle level managers of motivated by the
promotional policies whereas the operational level employees are motivated by the
extraordinary monetary benefits. The operational level employees always expect more

25
monetary benefits to show their loyalty to the organization and to contribute to their
productivity.

D. R., & Paris, S. G. (2008) In an another study the researcher mainly focused on
identifying and validating the components and factors of employee motivation. This study
ascertained that the compensation package given to the employees is playing very important
role in motivating the employees continuously. The fixed pay, varying pay, other benefits to
the family members are able to motivate the employees to show their loyalty. The intrinsic
analysis conducted in the study brought that the potentiality of motivation can be identified
through the employees performance especially in the form of productivity and profitability.
The component of compensation which is acting as one of the factors of motivation is
creating severe impact on the employees’ performance. Medical facilities, pay facilities,
retirement benefits and other benefits to the career are also continuous motivating the
employees in the form of fringe benefits. The employees are very loyal and the factors
towards the organisation to the fringe benefits.

QadriaAlkandari (2009) In another research it is mainly focused on the relationship

between motivation and nature of work, work force involved in the activities, rapid changes
incorporated by their employer and reinforcement of strategies and declination in the
employees’ interest and appropriate recruitment in the work place are continuously
motivating the employees to contribute their prominent role. It is also found from the research
that the new recruited employees are also motivated by the organization through the monetary
and non-monetary aspects. The trust and openness of the management always motivate the
employees automatically to show their loyalty. It is found from the research that ordinary
employees are transformed into loyal employees once they have very high motivation.
Pleasant work environment and smooth interpersonal relationship are the two powerful
motivates prevailing among all the employees in an organisation.

Mohammad Ehsan Malik, &BasharatNaeem(2009)In an another study the

researcher completely evaluated and ordered the different motivational factors directly linked
to the performance of the employees in the hospitals. In particular the research is conducted
over the nurses, supporting staffs, doctors to find the significance among them in accepting
the motivation. It is found that the nurses are always accepting the encouragement in doctors
and top level executives to show their full skills and cooperation towards their patients. It also
found that working environment is able to continuously motivate the employees to show their

26
full cooperation for perfect cure of patients. It over identified the linear multiple regression
analysis that the factors conducive work environment, smooth relationship between doctors
and nurses, role of support staffs and supervisors are able to create the positive impact of
performance level of employees. It is further identified there will be a negative impact if the
health and hygiene is not ensured in the hospitals is also the poor working conditions and
noncooperation of the supervisors to create negative impact on employees performance.

Bailin, S., Case, R., Coombs, J. R., & Daniels, L. B. (2009). The researcher in his
study found that wages are very attractive factors of motivation for all types of employees.

This particular research work emphasised on the important components affecting the
employee motivation namely smooth interpersonal relationship with managers, colleagues,
satisfactory emoluments and intrinsic job satisfaction of the employees. It is further
ascertained the important priority factors of motivation of the 23 employees in terms of the
overtime, flexible times and appropriate remuneration for the overtime works of the
employees. This particular also suggested to the organisations for the importance of
identifying the skilled and talented employees to retain the talents through motivational
programmes. The motivational programmes can be done in the organisation in every day-
today life. It can be expanded to top level executives, middle level managers and operational
level employees.

Ivana Kurdratova (2009)The study thoroughly investigated the intrinsic relationship

between promotions policies and incentives of the employees with their motivational level.
The study is conducted a car manufacturing company and proved that promotions are
expected by the employees in a transparent way and also they perceived that promotions are
other form of rewards and recognition to motivate them. The employees working in this car
manufacturing companies are directly motivated by the promotions because they perceived
that promotions give them monetary benefits. The promotions are directly correlated with
salary and emoluments. This continues motivate the employees and also curtail their attrition
from the car company. According to present research the promotions of these companies are
in the form of incentives. This incentives mechanism is uploaded with all types of employee’s
activities and it is acting as a powerful motivational too. The top-level executives in these
companies and also given incentives based on their activities on sales. The employer of this
particular car companies is also able to give the independent job autonomy to their employees

27
to increase the sales as a matter of motivation. The high-level motivation among the
employees to achieved through the promotion and job autonomy in these companies.

JooyoungKwak (2009) In another research the researcher mainly focusing on the

intrinsic relationship that exist between job rotational activities and job autonomy and its
subsequent impact on employee motivation. In any manufacturing company the employer
thoroughly investigate the skills and knowledge of all the employees and give them a major
task with good autonomy as well as the responsibilities. The job involvement, job autonomy,
rewards and recognition, carrier opportunities within the organization and promotional
policies are continuously motivate the employees to realize the sense of belongingness. The
study found that task involvement and task assignment for suitable employees are otherwise
called as recognition of the employees. A though and transparent communication to the
employees are also ensures job autonomy and job satisfaction to the employees. This 48 act
of responsibilities of companies motivates the employees rapidly to show the royalty in
productivity.

FaizanMohsan(2010) In an another research the research clearly pictures there is a

significant different in interpersonal relationship especially among top level executives,
middle level managers and operational level employees in the BPO companies. The BPO
companies and the shift system in further reiterating the interpersonal relationship among the
employees. The individualism and politics in the BPO companies especially focusing on shift
system in creating stained interpersonal relationship among the employees. The study which
is conducted on BPO companies clearly proved that any organization of climate ensuring the
smooth interpersonal relationship is able to create a positive impact on employee motivation.
The changing the shift system in a rational approach is able to create smooth interpersonal 45
relationship to encourage the employees for full participation and show the loyalty in the
primes of the organization.

Maznak Wan Omar (2010) In an another study the researcher thoroughly estimated
the employees and their motivational level especially in the public sector organization. It is
found from the research through linear multiple regression analysis that the work place
situation and environment in creating the significance impact on performance of the
employees. There is a direct relationship between cooperation among the employees and their
performance. In any work environment the managers and supervisor are duty bound maintain
the cordial relationship to encourage the employees to improve their performance. The

28
domain of managers and supervisors are the major motivational force to encourage the
employees their participation. There is increasing the productivity and profitability through
the smooth interpersonal relationship and cooperation among the employees.

Eisenberg, N. (2010). In an another study the researcher estimated the effectiveness

of employee motivation through the motivational factors fringe benefits, compensation
packages, job security, job rotation, emoluments and other monetary rewards. There is a
positive association between performance of employees and different types of motivation.
This particular study conducted in Korean organisation and they found that the employees in
organisation can be segmented in the three namely highly motivated, moderately motivated
and need to be motivated. These employees have different perception towards motivation and
at the same time they differ significantly in their performance and loyalty. It is further
identified through this regress statistical analysis that fringe benefits and retirement benefits
are the primary factors playing a vital role to motivate the employees and also to retain them
to show their loyalty.

Ennis, R. H. (2010).In an another study the researcher mainly focused and design the
research in such a way to measure the imperative motivational factor framework (IMMF).
The main aim of this imperative motivational factor framework is to measure the core factors
motivating the employees within the short span of time. Actual this study is focusing on
estimating the factors which are invoking the motivational concept among the employees in a
dynamic manner. The design of the study clearly underpinned that the motivation of the
employee only possible when they have security for their health, life, personal benefits,
family benefits and their own career. It is found that insurance benefits are also given to the
employees to motivate them for their prudential benefits and futuristic retirement plans.

Fan Wu (2010)In an another study the researcher completely scrutinized the impact
of smooth interpersonal relationship on employee’s performance. The employees always
expect positive opportunities on motivated to involve themselves in all ascertained job.
Positive work environment along with monetary and non-monetary benefits increase the
commitment of the employees towards the organization. These employees are able to make
suitable contribution to the organization development. The study is conducted in the public
sector organization in and identified that the public sector organization jobs securities and the
motivational concept but at the same time rapidly increase the motivational concept. There is

29
no change among the employees with the respect to time. The strongly believed their job is
secured and they show restricted loyalty and knowledge skill and develop of the organization.

Ishfaq Ahmed, Mohammad Musarrat Nawaz, ZeeshanShaukat, Ahmad

Usman(2010) In an another study the researcher thoroughly examined the important
motivational factors in a retail sectors. The researcher completely explored the relationship
between interpersonal relationship and job motivation among the employees. The smooth
interpersonal relationship gives out the direct job motivation among the employees in initial
level. These initial level satisfactions continuously motivate the employees to have their
loyalty and cooperation in increasing the productivity of the organization. The monitory
benefits like salary and other emoluments are able to motivate the employees through the
smooth productivity. The non-monitory motivations like facilities, hygiene factors, smooth
working condition, encouragement from top level executives and smooth interpersonal
relationship among the operational level employees are able to increase the productivity. This
study also proved that certain working conditions are not conduce in motivating the
employees and it paced the way politics and other unwanted confusion in the organization.

IrfanaAkram, FizzahMalik(2010) In an another study the researcher completely

evaluated and ordered the different motivational factors directly linked to the performance of
the employees in the hospitals. In particular the research is conducted over the nurses,
supporting staffs, doctors to find the significance among them in accepting the motivation. It
is found that the nurses are always accepting the encouragement in doctors and top level
executives to show their full skills and cooperation towards their patients. It also found that
working environment is able to continuously motivate the employees to show their full
cooperation for perfect cure of patients. It over identified the linear multiple regression
analysis that the factors conducive work environment, smooth relationship between doctors
and nurses, role of support staffs and supervisors are able to create the positive impact of
performance level of employees. It is further identified there will be a negative impact if the
health 47 and hygiene is not ensured in the hospitals is also the poor working conditions and
noncooperation of the supervisors to create negative impact on employees performance.

Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., &Boivin, M.
(2010). In an another study the researcher investigated the effect of rewards system as well as
the non monetary motivational aspects within the organisation. The job rotation, job
autonomy, trust and openness, listening to the words of the employees for innovation are the

30
non monetary motivational aspects creating good impact on the 29 employees. It can be
identified from the research that a appropriate substitution must be done by the employees for
reward management system. These substitutions must in the form of monetary benefits and
also in the form of rationalised incentives for their hard work. These types of motivation in
long run help the employees to participate in all the organisational activities. The
organisations are able to give appropriate contract when they have high reputation due to
employee’s hard work. Enhancing the reputation of the organisation can be achieved only
through the powerful contribution of motivated employees.

Mohamed JavedKalburgi (2010) In an another research the researcher found to that

there is a supportive supervisor is required for all the employees to share the grievances of
organization they realized in the work environment. The employees demand smooth
interpersonal relationship with supervisor or even the top level executives to handle in
grievances in pathetically way. It is motivated from the organization that all the employees
are had to focus on high productivity. The study completely concluded that the rigidity and
rules with in premises of organization will 54 lead to negative impact and also it creates
obstacles to achieve the organizational goal. A good communicational system in the
prevailing organization would reduce the important setbacks in the organization in a growth
and also markedly increase the productivity in the organization. Sometimes employees in the
organization demand transparent communication in the top level executives or the managers
or even the supervisor to show the trust and openness. The loyalty to maintain only through
powerful motivations.

Muhammad Abdul Malik(2011)In an another research with empirical evidences the

researcher ranked all the motivational factors in the order of the preferences of the employees
it is ordered like this job security, interpersonal relationship, work interest to the assignment,
present working conditions, appreciable promotional policies, rewards and recognition for the
efforts of the employees are playing a very important role in motivating the employees. In
particular the researcher investigated that all the employees are stressed by work life balance
are some family problems. Therefore they demand good working conditions like ambience in
the office, ambience in the work shop, physical conditions in the work shop, good working
machines, smooth interpersonal relationship with the supervisor, stress free atmosphere, job
autonomy and other important aspects to motivate them. They require job freedom complete
the all job assignment allotted to them. It is further identified that the motivational factors
directly come from the smooth interpersonal relationship they have with supervisors.

31
Sometimes the stained relationships with the supervisor lead to occasion of the employees
they are willing to show their desk loyalty.

Brajesh Kumar Varma(2011) In an another research work it is strongly believed that

the employee retention strategies are purely arise from the sources of employee motivation.
All the manufacturing organisation perceived that employee motivation is essential and it
hass come from sources of human resources development practices like appropriate training
and development, rational appraisal system and job rotational activities. The study is
conducted in a oil based company in Oman and identified that the following factors
competence of the employees, job rotational interest of the employees, job involvement of the
employees, employee engagement strategies and independent decision making skills of the
employees directly motivate them to involve in all the organisationalactivities. The employee
participation can be successful when they are given high knowledge monetary benefits and
continuous motivation to achieve the organisational goals. The employees in the oil
companies are moderately motivated by monetary factors rather than non-monetary strategies
of the oil companies.

FarhadEbrahimAbadi(2011) In an another study the researcher completely

evaluated the employees interest in adoption of work environment and interpersonal
relationship among the colic’s. It is found from the research that there is a good integrates
among the employees in accepting the innovation but they in the case of executives level they
show their own to show knowledge and skills. This can be further motivated by the top level
executives I saying that the another study highly responsible increasing the organizational
efficiency and productivity. This study also ascertains that this also playing the role in
motivating the employees. The study which is conducted among the employees at the
regional level and local level clearly ascertained that some of the facilities are not same
among regional and local employees. This short of significant difference motivate the
employee expect a rational design which is suitable for work environment as a matter of
reforms. This moves able to achieve all the organizational goals and objectives within the
stimulated timings.

Chandrasekar (2011‖ In an another research the researcher clearly draw the line of
distinction between job rotational activities and employee motivation. It is believed from the
research that ownership and participation of employers in all the organisational activities
motivate the employees rapidly. It is found from the research in a manufacturing company

32
that the employer’s involvement in the motivational activities makes a transparent
communication between employer and employees. The top level executives and their profit
orientation can also be shared among the employees and appropriate bonus must be given in
the form of monetary benefits. This transparent approach of monetary benefits from the
employer rapidly motivate the employees to achieve all the organizational strategies. The
specialty of the research is that the empowerment strategies of the employees are directly link
to employee’s motivation. It is found from the research that team based departments are very
essential to achieve the motivation among them and also invoke an enthusiastic approach to
expose their skills and knowledges. All the organisational activities would be successful
when the employees are motivated appropriately.

Daljeet Singh Wadhwa (2011)‖In another research promotional policies the

researcher identified that the main manufacturing company the individual motivation is
demanded by the employees for their rewards and recognition. The employees satisfaction
directly depends upon the reward and recognition cares in the form of recognition are highly
motivated the employees to realise the sense of belongingness among the employees. The job
satisfaction is also depending upon their comment of customers and their satisfaction. The
appropriate promotional policies would pave the way for job rotational activities and also
rewards and recognitions ensured by the organisations. The benefits explained there
significant role of employees in completing the jobs within the stipulated time. The work
motivational employees can be achieved through periodic promotions as well as monetary
benefits based on promotions within the organisations. The employee potentiality, promotions
based on knowledge and skills also rapidly motivating the employees to show their
productivity.

Entwisle, D. R., Alexander, K. L., Cadigan, D., & Pallas, A. (2011). In an another
research the researcher mainly focused on the family benefits out of all the motivational
factors within their organisations. It is found that the employee benefits especially focusing
on childcare facilities in their organisation, high retirement benefits, social security, job
security, and other recreational facilities for their psychological motivation. The study also
investigated that among all these benefits emoluments and fringe benefits are standing high in
their order. It is mandatory for all the employees to expect more monetary benefits from the
employees. The study is conducted in food manufacturing companies and they identified that
the fringe benefits and emoluments are able to provide a high motivation among the
employee. Even the top level executives are expecting the improvement in the fringe benefits

33
and that would easily reflect in the productivity and profitability. It is also found from the
study that the productivity and profitability is directly coming from the employees interest in
responding to all the motivational factors especially the monetary benefits.

Awosusi, OmojolaOmowumi& Amen Osamed(2011) In an another research it is

ascertained that skills and knowledge and varieties of interest among the employees is also
creating significant influence over job rotation and the job rotation 40 effect motivation of the
employees as well as their performance. In this study the researcher identified the important
factors namely employee competence, employee confidence in the work place, microscopic
skills among the employees, wider knowledge in the field are able to make significant
influence over employees job rotational activities. The study mainly focusing on the measure
of motivation of employees in a manufacturing company through periodic job rotation based
on varieties of skills and knowledge of the employees. It is also ascertained that the job
rotation is able to motivate the employees during the scenarios of job toughness. Toughness
in goal achievement, deep participation in decision making skills, feedback mechanisms,
cohesiveness of work as well as non-monetary motivational factors. These factors of job
rotation are acting as a powerful stimulant for motivating the employees to show their full job
involvement and loyalty towards the organization. It is ascertained from another research that
job rotation is deeply related to job involvement of the employees. The employees in the
manufacturing companies complained that same type of jobs in their career demotivate them
and hindering them to show their loyalty towards the organisation. So they demand job
rotation based on monotony of the work, changing in technology, increasing knowledge
sources, skill development activity.

AmnaWaheed (2011) In an innovative research it is focused that there is a deep

correlation between employee engagement within the organisation and motivational aspects
understood by the employees. This research considered employee commitment and
involvement as intermediary variables are mediating variables. It is proved in this research
that employee commitment and job involvement are the two major factors useful for the
employees to reach the organisational goals. But at the same time the two variables
commitment and involvement directly cannot approach the organisational goals whereas it
requires motivation for the employees. Employee engagement is considered as one of the
important focus on all the organisational activities to consider the organization goals.
Employees must be engaged through appropriate job rotational activities and some interest
must be motivated among the employees to get their elevations. The study found that the

34
involvement of the employees is making decision making skills as well as the knowledge and
skills in their job. The challenging jobs can be easily solved are accomplished by the
employees 41 through powerful motivational aspects obtained from employee engagement
activities. More responsibilities and team building activities can be the components of
employees engagement to motivate the employees continuously. It is strongly believed from
this research that employee motivation can be achieved through appropriate organisational
activities of the employees as well as help the employees for the motivation to achieve the
goals in the stipulated time.

GultenYurtseven(2012)In an another study the researcher thoroughly estimated the

employees and their motivational level especially in the public sector organization. It is found
from the research through linear multiple regression analysis that the work place situation and
environment in creating the significance impact on performance of the employees. There is a
direct relationship between cooperation 46 among the employees and their performance. In
any work environment the managers and supervisor are duty bound maintain the cordial
relationship to encourage the employees to improve their performance. The domain of
managers and supervisors are the major motivational force to encourage the employees their
participation. There is increasing the productivity and profitability through the smooth
interpersonal relationship and cooperation among the employees.

Aknar Ali, BahaudinZakariya(2012)In this method the researcher is able to estimate

the debt and nature of involvement of employees within the framework of organisations. It is
strongly believed from the analysis using confirmatory factor analysis, linear multiple
regression analysis that the factors job rotation, job autonomy, performance appraisal system,
appropriate training and development motivate the employees to involve in all kinds of
productivity activities. It is further identified that enhanced job satisfaction also motivates the
employees to acquire wider variety of skills to show in their job involvement. Employees
always intended greater intention for their grievance redressal mechanism for their full
involvement in their job. The diversity of skills among the staff and rotation among the
employees positively encourage the employees to involve in all kinds of activities within the
premises. In this study the researcher also found that job satisfaction is the unique factor that
influence the employees for the deep involvement and the motivation for involvement within
the premises. The study concluded that evaluation of job performance is also a factor that is
motivating the employees to show their high productivity.

35
 AdulQayyum(2012)In an another research the researcher measured directly the
impact of job involvement on employee commitment and satisfaction. The research mainly
focusing on subsequent effect of job satisfaction on employee motivation to show loyalty and
productivity in the premises of the organisation. The study is conducted across different
departments assigned with different jobs. Before conducting the experiment the employees
are measure with their commitment level and job involvement level. After certain time of job
rotation again the same type of employees are measured with their commitment and level of
job involvement. It is found in this research that there is a significant difference between
before job rotation and after job rotation in the commitment level and job involvement level
of the employees. The study concluded that job rotation practices create significant impact on
problem solving abilities of the employee.

Ong Tze San and Yip Mei Theen(2012)In an another study focusing on social
workers and their motivational level in social work organization. It is completely enumerated
that the hierarchical level among the social workers is not motivating them regularly. It is
found from the research the hierarchical level must be given to the social workers based on
the service seniority and their potentiality in executing the work. Smooth interpersonal
relationship, growth oriented targets, co-operation from coworkers, clarity in vision and
monetary benefits are able to motivate the social workers to achieve the targets. It further
identified that smooth interpersonal relationship among all the social workers with clarity in
vision is able to increase the productivity as well as their reputation. It is responsibility of all
the social workers to have their motivation of accomplish good task for the social society.

Miller, S. D., &Meece, J. L. (2012).In an another study the researcher investigated

the existing job situation and the motivation of the employees. It is found from the research of
primary data that good working condition and appropriate training with innovation, rewards
and innovation for sustain hard work are severely creating impact on positive motivation of
the employees. The motivation helps to accomplish all organizational objectives and goals
within the stipulated timings. The study is conducted in a private insurance company in a part
of Tamil Nadu and identified that the job scenarios along with supervisory support to make
them to complete the assigned job. The continuous motivation from the employees can be
achieved only through the periodic training program to update the knowledge and skills of the
employees. The employees required both on job and off job training for their personal
motivation to complete the job within timings.

36
 NavitaNathani, Jaspreet Kaur(2012)In an another research the researcher identified
the important factors namely employee loyalty, employee satisfaction are the major outcomes
of motivational factors. The primary data research ascertained that smooth interpersonal
relationship in the work environment also ensure a positive working conditions. The
cooperation from the colic’s pears and top level executives in handling grievances of the
employees would motivate them and also compel to continue in the same organization.
Conflict management is one of the factors de motivating the employees in any organization.
The organizations completely focusing on avoidance of completes among the co-workers.
The conflict management is a powerful demanded by all the workers and also they require the
interaction of top level executives to ensure smooth interpersonal relationship by solving the
conflicts among them. The employees strongly believed that conflicts management will leads
to a very good stress management among colleague.

NatteeKachornkittiya(2012)In an another study the researcher clearly identified the

relationship between the interpersonal and employees motivation. The study compelled that
the smooth interpersonal relationship between positive consequences of good working
condition in any organization especially the restaurant in United States of America. It is
strongly believed that a positive work atmosphere is able to give top level motivation of all
type employees. Besides the positive working environment the employees also expects good
promotional policies, futuristic creative development, attractive salary, motivating monetary
incentives are able to continuous motivate employees without any flaws. The study further
suggested that organizations are mainly focusing on ensuring the system which is giving
positive work atmosphere. The organizations are also planning a rational promotional policy
to motivate the employees and in turn the required the committed employees to achieve the
productivity target.

Facione, P. A. (2012). In an innovative study the researcher focused mainly on

important factors leading to motivation of an employees in an insurance company. It is
argued in the research that appropriate reward system, appreciation as well as financial and
non-financial benefits to the employees in the insurance companies motivate them severally.
It is ascertained from the research that the role and position of the particular industry as
increased rapidly the motivational concept within the employees mind. The psychology of
employees is to get appropriate recognition from their top level executives and middle level
managers. The financial and non-financial benefit to employees is able to give out financial

37
and non-financial performance of the organisation through the employees. The employee’s
performance through motivation is able to enhance the reputation of the organisation.

Prakash Rao(2012‖In an another research it is found that HRM practices especially

the recruitment and selection considered as powerful motivation for the employees to be loyal
as well as the better performance. The recruitment and selection process at the initial level
gives a transparent opinion about the employees as well as the employer. It also ascertains
from the research that recruitment and selection process is a point where the employee is able
to interact with the employer and the employer is able to employee directly. These out of
interactions pawed the way for smooth interpersonal relationship and give a starting point for
motivation. The starting point for motivation triages carrier development opportunities within
the organization. The carrier development can be further augmented to improve the better
performance of the employees. It is concluded from the research that a linear multiple
regression analysis as well as structural equation modelling proved that recruitment and
selection leads to carrier development carrier development leads to motivation and ultimately
to the performance of the employees.

LubnaRizvi,(2012)In an another research the research clearly pictures there is a

significant different in interpersonal relationship especially among top level executives,
middle level managers and operational level employees in the BPO companies. The BPO
companies and the shift system in further reiterating the interpersonal relationship among the
employees. The individualism and politics in the BPO companies especially focusing on shift
system in creating stained interpersonal relationship among the employees. The study which
is conducted on BPO companies clearly proved that any organization of climate ensuring the
smooth interpersonal relationship is able to create a positive impact on employee motivation.
The changing the shift system in a rational approach is able to create smooth interpersonal
relationship to encourage the employees for full participation and show the loyalty in the
primes of the organization.

Okan(2012)In an another research it is found that carrier development always elevate

the employees individually at the same time it gives an advantage to organizations. The
carrier development opportunities actually came from the sources of need from the training. It
is argued research that the need for the training among the employees can be identified
through the employee’s performance. They study showed that is a deep connection between
carrier development and motivation. The motivated employees are directly having the

38
relationship with all type of employees to improve their performance. The training and
development programs also give the opportunities for the employees to reach highest
performance in the carrier. It is concluded that in this research that carrier development is
related to training, training related to motivation, motivation related to ultimately related to
employee performance.

Prakash Rao(2012)In an another research it is found that HRM practices especially

the recruitment and selection considered as powerful motivation for the employees to be loyal
as well as the better performance. The recruitment and selection process at the initial level
gives a transparent opinion about the employees as well as the employer. It also ascertains
from the research that recruitment and selection process is a point where the employee is able
to interact with the employer and the employer is able to employee directly. These out of
interactions pawed the way for smooth interpersonal relationship and give a starting point for
motivation. The starting point for motivation triages carrier development opportunities within
the organization. The carrier development can be further augmented to improve the better
performance of the employees. It is concluded from the research that a linear multiple
regression analysis as well as structural equation modelling proved that recruitment and
selection leads to carrier development carrier development leads to motivation and ultimately
to the performance of the employees.

Kofi OseiAkuok(2012) In an another research the researcher found that a job

autonomy is directly creating significant impact on employee motivation. It is found that the
motivation can be achieved through the organizational outcomes of the employees. It is
strongly believed that many companies are able to give full autonomous to the employees are
the team to take independent decisions but ultimately required good completion of work and
achievement of goals. Sometimes more job autonomy is more responsibilities de-motivate the
employees without the proper support of the top-level executives. The employees demand
good coordination and good job autonomy are the powerful tool motivates for them to
achieve any organizational goals. It is strongly believed the analyzed that job autonomy and
job motivation are directly correlated with each other through the intermediate variables
emoluments, benefits, interpersonal relationship and responsibilities of the employees. The
research also found that the defined responsibilities to the employees motivate them to
complete all the assigned jobs within the limited and bounded conditions.

39
 Lange, G. W., & Adler, F. (2012, April). In an another research conducted in
transportation department identified that there are severe and powerful strategies within the
organization for giving job autonomy to the employees. During the job autonomy these
departments notice severe problems in operational level employees and top level executives.
The operational level employees are strongly believed that they are not appropriately
empowered by the assigned task and they are not given real autonomy to execute the assigned
jobs. The job involvement and subsequent quick decisions making are not allowed by the top
level executive. This move de-motivated the employees in the transportation department. It is
found from the research that employee empowerment is one of the processes to ensure
employee motivation at all levels of organization. It is found that skilled development,
knowledge development, smooth interpersonal relationship, time management and job
involvement are able to motivate the employees at higher level to achieve the organizational
goals. The researcher also found that there is a relationship that exists between the nature of
job and motivation of the employees. The natures of job arise from job autonomy, knowledge
and skill of the employees and their behaviour within the work premises. 49 The top
levelexecutives in these organizations identified the employee competence and the
potentiality to top level within limited conditions. The employer intended to give job
satisfaction to the employees as it is credited that job satisfaction alone motivates the
employees rapidly rather than job autonomy.

Facione, P. A. (2013). In an another study the researcher mainly focused on salary

and constraints in giving emoluments of employee and constraints in retaining the good
knowledgeable employees. It is found from the research that effective reward management
system in the organisation is able to continuously encourage the employees to improve their
individual efficiency as well as the organisational efficiency. The work efficiency of the
employees can be obtained only through their full involvement of all the organisational
activities. This job involvement can be obtained only through the powerful motivational
aspects. The employee’s expectation is mainly based on the monetary benefits rather than non
monetary benefits. The lack of motivation would create negative impact on the employees
and they it will make them to demoralised. These demoralisations effect would lead to
ultimately employee turnover and poor organisational performance.

Murugesan(2013).In an another study the researcher found that there is a significance

difference of the behavioral dimensions of the employees and prevailing 53 work in the
organizations. It is further identified from the research that motivation level of employees

40
especially in cement industry completely depends upon the benefits and realized through the
organization. The researcher found there is a no significant difference between monetary and
non-monetary benefits given to the employees and motivation to the employees and their
respective impact on work environment. Many employees working in cement industry
demand positive work environment ensure with smooth interpersonal relationship. Because it
is strongly believed that the smooth interpersonal relationships make them and motivate them
to share them opinion about the work any innovative ideas to their colic’s. Job autonomy is
also demanded for one of the motivational aspects to loyalty to the organization.

Pintrich, P. R., &DeGroot, E. V. (2013). A particular study is executed among the

employees working in the manufacturing industry. It is found from the study that the
motivation is purely depending upon the personal perception of the employees and their
interest towards achieving the targets. The research mainly focused on the important factors
motivating the employees to achieve the performance of the employees. It is strongly
believed that loyalty and commitment are the major outcomes of employees motivation. The
smooth interpersonal relationship and chance for the employees to improve the career are
playing a very important vital role in motivating the employees. The promotional policies of
the organisation ensure their career development. There is a combination of employee
performance and their career development for the futuristic organisational achievement. It is
further identified from the research that the career development and career development
opportunities prevailing within the organisation continuously motivate the employees to
achieve the targets of organisation as well as their personal targets of promotion.

Bahadori. M(2013)According to the present research the employees satisfaction is

also considered as one of the motivational concepts of the organisations. The employee
satisfaction can be obtained through job rational activities as well as rewards and recognition
for employees for the best services as well as quality of service. The best service quality
offered by the employees to their customers are to the colleagues are to the organisation give
the customer satisfaction, employee satisfaction and organisational employees satisfaction.
This sort of satisfactions automatically ensures motivation to their employee. The study
further proved that there is no significant impact of direct involvement of employee
engagement activities but it is perceived that employee engagement would motivate the
employees to be committed as well as to get satisfaction levels easily. The employees give
more importance to the organisationaldecision making activities as well as expecting more
compensation and rewards from the organisations.

41
 Christiane Bradler (2013) In this research it is ascertained that the promotions are
highly expected by the employees as a part of job rotation. The employees are not willing to
execute the same job for more than one year without any promotional activities. This study
clearly proved that promotional policies based on job rotation are very successful in
motivating the employees. This study is conducted in a nationalised bank and identified that
the promotional policies and the transparencies are able to retain the employee’s loyalty as
well as their knowledge and skills. The job security and job rotation in the public sector banks
ae able to motivate the employees to equip themselves for any job assignment to perform well
in the organisation and also useful to achieve the organisational goals. The productivity of the
banks can be judged through high performing employees motivated through promotional
policies.

Ryan, R. M., Connell, J. P., & Plant, R. W. (2013). In an another research the
researcher ascertained that career development opportunities within the organisation motivate
the employees to have better future within the organisation as well as outside the
organisation. In this study of primary data the employees clearly revealed that their
organisations are allowing them to attend training programmes for their career development.
As well as any educational programmes to development their education and career. The
career opportunities are futuristic for the employees to develop their skills. This study is
conducted in the public sector banks in the African countries and also identified the different
natures of career development those are adopted by the organisation and their subsequent
motivational concept. It is proved through this study that career advancement is encouraged
by the banks based on their hierarchy. Top level executives, middle level managers, and
operational level employees are having equal opportunities to develop their education as well
as their career. The career development opportunities creating high positive impact on the
employees performance.

According to Ramona Todericiua (2013), employee are the bracket in a company,

the employee who have motivation can make the company have high efficiency and good
relationship each other. At the same time, the best competitive advantages that one
organization could have,since all the other resources could be imitated. Consequently,
motivated employee are easy to make the organization success and keep pace with market
force. This articles take Sibiu as example aim at find the motivation ways in which
knowledge workers. Reviewing the correlative researchers articles and give some guidelines

42
for identifying the complex problems in order to motivate precious resources and further
research.

Ryan (2013) was able to find a significant motivational theory that could explain the
reason behind the increase in the motivation level of employees, especially those who work in
the research field. He used a concept called Goal Internalization Motivation Theory to study
the link between work motivation and research performance. This theory states that motives
are derived simultaneously by employees’ value system and the “norms and values” that are
followed in companies. One of the main conclusions in Ryan’s paper was that there is a
strong correlation between employees’ goals and values on one side, and those found at the
workplace on the other side. Hence, to make it clearer, when employees have clear
organizational goals and are able to work towards them, they will achieve these goals given
the fact that such goals do not contradict with their own personal values or those of the
companies where they are working in.

Matei and Abrudan (2013) used Theory X & Theory Y of motivation in order to link
motivation to culture. In their study, and after examining several motivational factors and
patterns, they have concluded that the above-mentioned theory of motivation is relevant only
in certain cultures. In other words, in their paper, Matei and Abrudan (2013) claimed that
some employees do not have the tendency to work harder or even to work (which is explained
in Theory X) while others are fully motivated to work and capable of achieving
organizational goals (explained in Theory Y). Accordingly, the difference or gap in the level
of motivation between employees is not due to the fact that employees that are motivated to
work come from a specific culture while other employees who do not wish to accomplish
organizational goals come from a totally different culture. Employees strive to work harder at
work or not is due to the fact that employees are set into two different categories (as
explained in Theory X and Theory Y) and not due to cultural differences.

Stipek, D. J. (2014). In an another research the researcher found that the cross
cultural training are playing a very vital role in determining actual talents and skills of the
employees. The organisations clearly ascertained that some employees are not fit for cross
cultural training as they wanted to improve their skills in a single particular specialized field.
Some employees always demand cross cultural training to have more awareness in all the
department of the same organisations. It is found from the study that liberalization and
globalisation of all types of economy rapidly changing the nature of industry and also

43
demands cross cultural training programmes. This study is conducted in United States of
America and found that industrial training along with cross cultural approach is able to give
more awareness among the employees and also it is able to combine their efforts to achieve
the organisational targets. The technological development and scientific developments
improved the cross cultural training programmes and it takes to the heightened access to their
employees.

Stipek, D., Feiler, R., Daniels, D., & Milburn, S. (2015). In an another research it is
found that the training and development to top level executives, middle level managers and
operational level employees differ significantly with respect to targets of the organisation.
These targets are also found highly motivating factors to all types of employees. The targets
set to the top level executives create more stress on them and at last they are demotivated.
Similarly the middle level managers and their strained relationship with top level executives
and middle level managers are also demotivate them and make them to switch over to
attrition. The operational level employees and their training is not useful sometimes when
they are given with more work load and stress. They are not able to withstand the more work
load assigned to them from top level executives and middle level managers this work load
and stress demotivate the employees. This particular study negatively creates the impacts on
all types of employees when they go beyond the desired targets.

Tindal, G., &Nolet V. (2015). In another research the investigator identified that
HRM practices is directly linked to all types of motivation. Particularly the training
programmes and the need identification is the first step for motivating their employees. Some
of the employees demand periodic training programme for their continuous motivations. They
strongly believed that some work task assigned to them are new and very innovative at that
time they require appropriate training with sufficient number of days. If this training
programmes are not sufficient this with lead to demotivation of the employees and
automatically they are losing their interest to achieving the targets.

According to the different time and various theory described when start to propose the
concept of motivation and how to better establish motivation system as well as some critical
theory ,which make me better know the history of motivation and have a critical analyse.
About motivation and performance in high education this article mainly described people
don’t have better performance until motivation mechanisms exist. StefaniaZlatea (2015) in
this article talk about the manager of high education should achievement their management

44
goal through the members. So the strategy of motivate students is the representation improve
the organization for high education manager. During the process of motivation, the needs,
aspirations and interests of university is related with people attain their target and realize their
objectives, but responsibilities and competencies attributed to them. Motivation is very
important in education area, fully understand what the motivation and best way to achieve
motivation. As a manager know the ways to motivate the employee is a basic skills and also
apply to another area.

Eberendu&Okere 2015). The study is timely to the management which facilitates the
wellbeing of the employees. It further addresses the fact that management must not only be
limited to supplying raw materials, facilities, and equipment, but rather effort and
attention should be directed in motivating its employees for productivity, quality and
customer relation as these are the key areas of success and these depends on performance
of the employees. So, regardless of the organizational variances, management faces a
common challenge of fostering a motivating work environment.

Turner, J. C. 2016. An empirical study completely focused on evaluating the

performance of the employees and its respective system invoking the employees motivation.
In this research the researcher focused on measuring the relationship between existing
performance appraisal process system prevailing in their organization and its level of
motivation on the employees. It is identified from the research that the employee involvement
and smooth interpersonal relationship between top level executives and operational level
employees are able to decide the appraisal process. The study underpinned that the employee
motivation be achieved through rational performance appraisal system without any flaws and
also continuous consultation with the employees before deciding the performance appraisal
system. The main source of motivation comes from the top-level executives and their
parameters to measure employees performance within the organisation. The study concluded
using linear multiple regression analysis that performance appraisal system depends upon
superior subordinate relationships innovation among the employees, trust and openness of the
employees, as well as the personal behaviour within the premises of the organisation. 38 The
study also concluded that there is a deep relationship between rational performance appraisal
process and employee motivation.

Webb, N.M. (2016). In an another research especially conducted in transportation

department of manufacturing companies the researcher clearly found that there is a significant

45
influence of performance evaluation process and the intrinsic motivation applied upon their
employees. The effectiveness of performance evaluation in the form of quick communication
about the problems, supply chain management system and its involvement of employees
within the organization, team co-ordinations, co-operation of the employees to maintain team
discipline are considered as important aspects to evaluate the performance of the employee.
The performance evaluation by the employees and their outcome create a positive inner
motivation among the employees. At the same times employees in this department demanded
necessary feedback mechanism with full transparency, as well as explaining the flaws
conducted by them with the work premises. The study clearly indicated that performance
evaluation process among the employees in the transportation department can easily motivate
the employees through appropriate recognition for their service and high scores given by the
executives on their knowledge and skills in the department.

In Ruth Kanfer (2016) ,this article mainly talk about the motivation in organizational
behavior reviewed early the history of motivation and advances as well as prospects,. What is
the motivation during the process of choosing and establishing goal, based on this question
the article choose the most impactful articles and and summarize research progress in order to
better understand this question and also referred the macro-level trends in motivation
research, including the core theories of work motivation, examine key micro-regulatory
processes involved in goal decisions and goal pursuit.

Bandura, A. (2017). In an empirical research the researcher found that timely pay,
pay proportionate to their hard work, extra benefits to the family members and smooth
relationship with colleagues are able to create strong motivational potential among the
employees in both government and non government and unorganisedorganisations. In this
research the researcher estimated the effectiveness of the motivation through employees’
performance. In particular the researcher identified that the motivated employees are able to
show their loyalty by doing extra hours of hard work, completion of work within stipulated
time, showing extra ordinary loyalty to the management and sense of belongings within the
organisations. This research also ascertained that HRM practices are highly correlated and
aimed at giving full motivational approach to their employees.

Douglas McGregor (2018) The managers function mainly focusing on creating

severe impact on the desired productivity as well as the profitability. Many of the managers
function in such a way that their own positions have to be retained 21 through the

46
motivational aspects some of the managers maintain a personal relationship with talented
employees and listen to their opinion with trust and openness. It is also found from the
research that most of managers shoulder their responsibilities to save skilled and talented
employees within the organisations. This study also focused on the leadership qualities of
managers at their motivation strategies towards their own subordinates. Managers are able to
execute their important role achieving process through various styles and degrees of success.
The managers are highly responsible in maintaining a smooth interpersonal relationship to
ensure positive work environment for the employees.

The concept of motivation and productivity is not new, over the years it has generated a lot of
studies and global attention from researchers, consultants and authors focusing on the impact
of motivation on organizational productivity. Both these two concepts are vital in
appreciating the value of human resource as an important factor of production (Latif et al
Hussein & Simba Mulema 2019).

Ames, C. (2019). In another research it is found that talent management and

knowledge management of the organization through the employees motivation is found very
successful in the present work environment. One of the motivational aspects namely
recruiting appropriate employees, interactive leadership, innovative approach, monetary
benefits to the employees are able to motivate the employees and also extract their maximum
human resources. It is found from the research that the defensive retention strategies are
mainly focusing on transparent opinion of the employees and also demand their openness.
Some of the employees are able to show their loyalty to the employees once their role and
contributions are well defined. The goal setting and appropriate communication to the
employees are able to give a powerful motivation to the employees and also make them loyal
and committed towards productivity of the organisation.

Ferris, Hochwarter, and Wright’s (2019) article defined motivation as “a set of

energetic forces that are originated both within, as well as beyond an individual’s being, to
initiate work-related behavior and to determine its form, direction, intensity, and duration”
(Ferris, Hochwarter, & Wright, 2019, p. 9). In alignment with this viewpoint, Mulyani, Sari,
and Sari (2019) defined employee motivation as the trigger that pushes employees to
accomplish a set of activities that in return leads to the achievement of specific goals.

47
Additionally, “motivation is a stimulant desire and willingness to work in one's locomotion; it
affects the arousal, direction, and maintenance of behaviors relevant to the work setting”
(Sari, Mulyani, & Sari, 2019, p. 5). Employee motivation is a remarkable aspect that directly
affects the “willingness to work” for employees and their satisfaction at work; an aspect that
organizations should extensively pay attention to. Such viewpoints focus mainly on what
triggers a person to achieve a specific task when it comes to motivation, which is also
referred to as motives.

Tsvangirai and Chinyamurindi (2019) tried to link workplace surveillance with the
level of employee motivation. As previous researches concluded, when the management
invests in their employees’ motivation, it will be reflected directly and positively on the
organization's performance. On the other hand, “the use of workplace surveillance without
proper management can negatively affect employee motivation and engagement” (Tsvangirai
&Chinyamurindi, 2019, p. 4). Moreover, Tsvangirai and Chinyamurindi (2019), in fact,
claimed that there is an inverse relationship between employee motivation and workplace
surveillance, where employees tried to avoid the influence of workplace surveillance. The
more they felt that there was a direct control over them, the less they felt motivated to work
and at the same time, their moral gets affected. In addition to the above, in her article
published in 2010, Kirstie Ball presented several arguments that highlight the negative
consequences of excess workplace surveillance. The wellbeing of employees shall be the
priority of managers. “Excessive monitoring, however, can be detrimental to employees for a
number of reasons” (Ball, 2010, p. 93). First, personal information and the privacy of
employees might be at risk when organizations are engaged in workplace surveillance.
Second, creativity and positive behavior could be hindered if employees realize they are
consistently being surveilled. And finally, “surveillance sends a strong message to employees
about the kind of behaviors their employers expect or value” (Ball, 2010, p. 93). Even if
“employee monitoring might limit cost and risk, protect value, and maintain quality at work”
(Ball, 2010, p. 93), companies should realize that nothing should stand against the wellbeing
of their employees since this could affect the employees’ level of motivation, which in return
could be negatively reflected on organizational performance.

48
CHAPTER 3

49
Introduction:
The procedure using, which researchers go about their work of describing, explaining
and predicting phenomena, is called Methodology. Methods compromise the procedures used
for generating, collecting, and evaluating data. Methods are the ways of obtaining
information useful for assessing explanation.

Types of Research:

The type of research used in this project is descriptive in nature. Descriptive research
is essentially a fact finding related largely to the present, abstracting generations by cross
sectional study of the current situation .The descriptive methods are extensively used in the
physical and natural science, for instance when physics measures, biology classifies, zoology
dissects and geology studies the rock. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.

Data collection methods:

Data was collected using Questionnaire. This method is quite popular in case of big
enquires. Private individuals, research workers, private and public organizations and even
government are adopting it. A questionnaire consists of a number of question involves both
specific and general question related to employee satisfaction towards their job.

Sources of data:

The two sources of data collection are namely primary & secondary.

50
Primary Data:

Primary data are fresh data collected through survey from the employees using questionnaire.

Secondary Data:

Secondary data are collected from books, journals and internet.

Sampling Methods:

Simple Random sampling .A simple random sample is a randomly selected subset of a

population. in this sampling method of each member of the population has an exactly equal
chance of being selected.

Sample Size

Samples of 125 respondents were surveyed using a standard questionnaire. The

questionnaires were developed with a set of questions. They were personally administered
with the respondents.

Sampling Area

This study was conducted in ASIANET FASHION , Madurai.

Sampling Unit

The researcher will select the particular unit for the study it may be a same
geographical area or people under same category. The list of sampling units are called frame.
The sampling units are the 120 employees. The sampling unit is selected from ASIANET
FASHION, Madurai.

Statistical Tools Used

To analyses the primary and secondary data the following statistical tools have been
applied.
1. Percentage analysis method
2. One way ANOVA
3. Correlation
4. Weighted average method
5. Mean and Standard deviation
6. Weighted average method

51
Percentage Analysis Method
Percentage analysis is the method to represent raw streams of data as a percentage (a part in
100-percent) for better understanding of collected data percentage analysis is applied to
create a contingency table from the frequency distribution and represent the collected data for
better understanding
Formula

Percentage of Respondent = No. of Respondent x100

Total no. of Respondent

One way ANOVAs Analysis

It is used to test for difference among two or more independent means when there are
only two means to compare the t-test and the ANOVAs f test are equivalent the relation
between ANOVAs and t is given by F=T2

F=MST/MSE Where, F= ANOVAs coefficient MST= mean sum of square due to

treatment MSE= mean sum of square due to error

CorrelationAnalysis

Correlation Analysis is a statistical technique used to measure the magnitude of

linearrelationship between two variables. Correlation Analysis is not used in isolation to
describe therelationshipbetweenvariables.Toanalysetherelation between two variables, two
prominentcorrelation coefficient are used –the Pearson product correlation coefficient and
Spearman’s
rankcorrelationcoefficient.Thisisalsoknownassimplecorrelationcoefficientandisdenotedby“r”.
The“r”valueranges

From-1,through0,to+1.Itiscalculatedusingtheformula

0r = ∑xy/ √∑x2.∑y2

Mean and Standard deviation

Theresearcherattemptedtodeterminetheaverage awareness levels of the respondents.

Toaccomplish these mean values were calculated based on the opinion of respondents for

52
eachvariable in the five-point scaling (from 1 to 5).Amean is the arithmetic average of the
scorers.

A simple average of the opinion scores given by the respondents were added together and it
isdivided by the sample of the study 50.the total number of responses, to arrive at the mean
valuesfor each variable.

The researcher also calculated S.D for the variables in order to determine the variationsfrom
the average opinions.The S.D is a measure that is used to quantify the amount of variation or
dispersion of a set of data values. A S.D close to 0 indicates that the datapoints tend to be
very close to the mean of the set, while a high S.D indicates that thedata points are spread out
over a wider range value.

Weighted Average Method

Weighted average method in which each item being averaged is multiplied by a number
(weight) based on the items relative importance. The result is summed and the total is divided by the
sum of the weights. Weighted averages are used extensively in descriptive statistical analysis such as
index numbers.

Formula:
/∑X

Where X w = weighted arithmetic mean; WX = the weight age attached to variables ; X =

the variable value.

Regressions:

Regressions is a statistical tool used to derive the value of criterion from several order
independent or predictor, variables. It is the simultaneous combination of multiple factor to
assess how and to what extent they affect a certain outcome.

53
CHAPTER 4

54
Percentage Analysis Gender of the respondents
The following table shows the Gender of the respondents and their frequencies in percentage.

Table 4.1 Gender of the respondents

Gender No. of Respondents Percentage

Male 75 60%

Female 50 40%

Total 125 100%

Source Data: Primary Data

Interpretation

This above table expresses that, 60% of respondents are male and 40% of respondents are
female.

55
 Chart 4. 1

Gender of respondents
80

70

60

50

40
60%
30
40%
20

10

0
male female

Age of the respondents

The following table showsthe Age of the respondents

Table 4.2 Age of the respondents

Age No of respondents Percentage

18-25 yrs 30 24%

25 - 35 yrs 45 36%

35 - 45 yrs 10 8%

45 - 55 yrs 20 16%

Above 55yrs 20 16%

Total 125 100%

Source Data: Primary Data

56
Interpretation

This above table expresses that, 36% of respondents are 25 - 35yrs, 24% of respondents are
18-25yrs, 16% of respondents are 45 - 55yrsand Above 55yrs,8% of respondents are 35 -
45yrs age group.
Chart 4.2

Age of respondents
50
45
40
35
30
25
36%
20
15 24%
10 16% 16%
5 8%
0
18-25 25-35 35-45 45-55 ABOVE 55

Educational Qualification of the respondents

The following table showstheEducational qualification of the respondents

Table-4.3 Educational Qualification of the Respondents

Educational Qualification No of respondents Percentage

SSLC 5 4%

HSC 40 32%

Diploma 25 20%
Under Graduate 50 40%

Post Graduate 5 4%

Total 125 100%

Source Data: Primary Data

57
Interpretation

This above table 40% of respondents are Under Graduate, 32% of respondents are HSC, 20%
of respondents are diploma, 4% of respondents are post graduate, and 4% of the respondents
are sslc.
Chart4.3

Educational Qualification
45%
40%
35%
30%
25%
20% 40%
15% 32%

10% 20%
5%
4% 4%
0%
SSLC HSC Diploma Under Graduate Post Graduate

Level at the management of the respondents

The following table shows the level at the management of the respondents

Table-4.4 level at the management of the respondents

Level at the management No of respondents Percentage
Managers 3 2.4%

Supervisor 5 4%

In charger 7 5.6%

Employees 96 76.8%

Non technical worker 15 12%

Total 125 100%

58
 Source data: primary data

Interpretation

This above table expresses that,76.8% of respondents are employees, 12% of respondents are
non technicalworkers,5.6% of respondents are in-charger 4% supervisor and, 2.4% of
respondents are managers
Chart4.4

Level at the management

90%
80%
70%
60%
50%
40% 76.80%
30%
20%
10%
12%
0% 2.40% 4% 5.60%
Managers Supervisor In charger Employees Non technical
worker

Marital status of the respondents

The following table shows the marital status of the respondents

Table-4.5 Marital status of the respondents

Marital status No of respondents Percentage

Married 82 65.6

Unmarried 29 23.2

Widow 4 3.2

Divorced 7 5.6

Spinster 3 2.4

Total 125 100%

59
 Source data: primary data

Interpretation

This above table expresses that, 65.6% of respondents are married and 23.2% of respondents
are unmarried, 5.6% of respondents are divorced,3.2% of respondents are widowed2.4% of
respondents are spinster
Chart -4.5

Marital status of respondents

90
80
70
60
50
40 65.6%
30
20
23.2%
10
3.2% 5.6% 2.4%
0
Married Unmarried Widow Divorced Spinster

Locality of the respondents

The following table shows the locality of the respondents

Table-4.6Locality of the respondents

Locality No of respondents Percentage
Rural 60 48%

Urban 25 20%

Semi urban 40 32%

Total 125 100%

60
 Source data: primary data

Interpretation

This above table expresses that, 48% of respondents are rural,32% of respondents are semi
urban and 20% of respondents are urban,.
Chart -4.6

Locality no of respondents
60%

50%

40%

30%

48%
20%
32%
10% 20%

0%
Rural Urban Semi urban

Monthly income of the respondents

The following table shows the monthly income of the respondents

Table-4.7Monthly income of the respondents

Monthly income No of respondents Percentage
Below 10000 15 12%

10000- 20000 20 16%

20000-25000 50 40%

25000-30000 30 24%

Above 30000 10 8%

Total 125 100%

61
 Source data: primary data

Interpretation

This above table expresses that, 40% of respondents are between 20000-2500024% of
respondents are between 25000-30000 , 16% of respondents are between 10000- 20000,12%
of respondents are up to below 10000 and 8% of respondents are above 30000.

Chart-4.7
Monthly income of respondents
45%

40%

35%

30%

25%

20% 40%

15%
24%
10%
16%
5% 12%
8%
0%
Below 10000 10000- 20000 20000-25000 25000-30000 Above 30000

Experience of the respondents

The following table shows the experience of the respondents

Table-4.8 Experience of the respondents

Experience No of respondents Percentage

Below 5yr 40 32%

5 - 10yrs 25 20%

10 - 15 yrs 43 35%

15-20 yrs 10 8%

Above 20 yrs 7 5%

Total 125 100%

62
 Source data: primary data

Interpretation

This above table expresses that, 35% of respondents are 10-15 years 32% of respondents are
below 5yr and 20% of respondents are 5-10 yrs, , 8% of respondents are 15-20years, 5% of
respondents are above 20 years.
Chart -4.8

Experience of respondents
40%
35%
35% 32%

30%
20%
25%

20%

15%

10% 8%
5%
5%

0%
Below 5yr 5 - 10yrs 10 - 15 yrs 15-20 yrs Above 20 yrs

Mean and Standard Deviation Monetary Benefits factors

The mean and standard deviation method is used to check among the monetary
benefits.Factors, the most preferable factor by the respondents as stated below.

Table-4.9

Particular N Mean Standard

Deviation

Does periodical increase in salary motivation 125 2.81 1.468

You most?

Financial incentive influence to motivating and 125 1.273

Work performed positive? 2.63

63
How far you are satisfied with incentives 125 2.30 1.157
Provided by organization ?

Do you agree that incentives and other benefits 125 2.47 1.329
will influence your performance ?

Do you think Good salary is good incentives to 125 2.53 1.161

Encourage goodperformance ?

Total 125

Interpretation

In the above table shows that the higher mean value is 2.81with std. Deviation 1.468 for
periodical increase in salary motivation most,2.63 with std. Deviation is1.273Financial
incentive influence to motivating andWork performed positive,,2.53 with std. Deviation
1.161 for Good salary is good incentives to Encouragegood performance ,2.47 with std.
Deviation 1.329 agree that incentives and other benefitswill influence your performance , the
least mean value is 2.30 with std. Deviation 1.157 for satisfied with incentives Provided by
organization

One Way Anova

Analysis 1: Non Monetaryfactor by Age.

The one way ANOVAs analysis is done between the age of the respondents and non financial
rewards motivated to reach employee goals and objective in the organization.

H0: There is no significant relationship between non financial rewards motivated to reach
employee goals and age of the respondents in the organization

H1: There is significant relationship between non financial rewards motivated to reach
employee goals and age of the respondents in the organization

64
 Table-4.10

Sum of
Squares df Mean Square F Sig.
16.661 1 16.661 19.612 .000
Between groups

104.491 123 .850

Within groups

121.152 124
Total

Interpretation

There is significant relationship (sig= 0.000) in the level of respondents towards about Non
financial rewards motivated to reach employee goals and objective and their ageof the
respondents at 5% Level. This finding indicates that the non financial reward for the
employees towards their age does not vary.

Analysis 2: Non Monetary factor by Experience.

The one way ANOVAs analysis is done between the Experience of the respondents and work
is adequately evaluate and praised in the organization.

H0: There is no significant relationship between work is adequately evaluate and praised and
their experience of the respondents in the organization

H1: There is significant relationship between work is adequately evaluate and praised and
their experience of the respondents in the organization

65
 Table-4.11

Sum of
Squares df Mean Square F Sig.
8.499 3 2.833 15.674 .000
Between groups

21.869 121 .181

Within groups

30.368 124
Total

Interpretation

There is significant relationship (sig= 0.000) in the level of respondents towards work is
adequately evaluate and praised and their experience of the respondents in the organization
about of the respondents at 5% Level. This finding indicates that the work is adequately
evaluate and praised for the employees towards their Experience does not vary

Analysis 3: Non Monetary factor by Monthly income.

The one way ANOVAs analysis is done between the monthly income of the respondents and
performance appraisal systems is consider as a motivation of employee to develop and
improve their performance in the organization.

H0: There is no significant relationship between performance appraisal systems is consider as

a motivation of employee to develop and improve their performance and monthly income of
the respondents in the organization

H1: There is significant relationship between performance appraisal systems is consider as a

motivation of employee to develop and improve their performance and monthly income of
the respondents in the organization

66
 Table-4.12

Sum of Squares df Mean Square F Sig.

0.78 2 .039 .362 .697
Between groups

13.122 122 0.108

Within groups

13.200 124
Total

Interpretation

There is no significant relationship (sig= 0.697) in the level of respondents towards

performance appraisal systems is consider as a motivation of employee to develop and
improve their performance and their monthly income of the respondents in the organization
about of the respondents at 5% Level. This finding indicates that the performance appraisal
systems is consider as a motivation of employee to develop and improve their performance
for the employees towards their monthly income does not vary

Analysis 4: Non Monetary factor byExperience .

The one way ANOVAs analysis is done between the Experience of the respondents and
performance appraisal motivates to achieve goals and perform efficientlyin the organization.

H0: There is no significant relationship between performance appraisals motivates to achieve

goals and perform efficiently and experience of the respondents in the organization

H1: There is significant relationship between of the respondents in the organization

performance appraisal motivates to achieve goals and perform efficiently and experience of
the respondents in the organization.

67
 Table-4.13

Sum of Squares df Mean Square F Sig.

3.467 1 3.467 1.571 .213
Between groups

271.525 123 2.208

Within groups

Total 274.992 124

Interpretation.

There is no significant relationship (sig= 0.213) in the level of respondents towards

performance appraisal motivates to achieve goals and perform efficientlyand their Experience
of the respondents in the organization about of the respondents at 5% Level. This finding
indicates that theperformance appraisal systems is consider as a motivation of employee
oftheir performance for the employees towards their monthly income does not vary.

Analysis 5: Non Monetary factor by level of management..

The one way ANOVAs analysis is done between the level of management of the respondents
and training regarding job or promotion in the organization.

H0: There is no significant relationship between trainingregarding job or promotion in

company and their level of management.

H1: There is significant relationship between training regarding job or promotion in

company and their level of management..

68
 Table-4.14

Sum of Squares df Mean Square F Sig.

1.806 2 .903 .403 .669
Between groups

273.186 122 2.239

Within groups

Total 274.992 124

Interpretation

There is no significant relationship (sig= 0.669) in the level of respondents towards

performance appraisal systems is consider as a motivation of employee to develop and
improve their performance and their monthly income of the respondents in the organization
about of the respondents at 5% Level. This finding indicates that the performance appraisal
systems is consider as a motivation of employee to develop and improve their performance
for the employees towards their monthly income does not vary.

Weighted Averagemethod

Employee Employer Relationship.

The weighted average method is used to check among the Employee Employer Relationship
factors, the most preferable factor by the respondents as stated below.

Table-4.15
Particular Strongly Agree Agree Disagree Disagree
∑w/∑x
Neutral Strongly

69
The management is really 40 25 43 10 7 3.65
interested to
motivating the employees

Do you feel that you are 35 75 10 3 2 4.1

sufficiently motivated
by your supervisor

Does the top management 26 95 2 1 1 4.15

involve you in
decisions making which
are connected your work?

Is creating a positive and 15 90 17 2 1 3.92

employee-friendly
company culture is a
great motivational tool?

Does management provide 10 108 5 1 1 4.00

continuous
feedback in solving work
related problems

Interpretation

It is interpreted that the highest weight is rated to management involved decision making at
4.15, are sufficiently motivated by your supervisor at4.1, provide continuous feedback in
work related problems at 4.00, creating positive and employee friendly company culture at
3.92 and the lowest weight is management really motivated the employees at 3.65 .

Correlation Method

Analysis 1: Physical Environment Factor by Age

The correlation analysis is done between the Age of the respondents and satisfied with
working environment in the organization.

70
 Table 4.16

Age

Pearson Correlation
Satisfied with working
-.351
environment of company

Sig. (2-tailed) .563

N 125

Interpretation

The above table Pearson correlation gives us the relationship between working environment
of company and age of the respondents was found very low negative correlation and there is
no significant relationship (r=-.351/p>.563.Hence H0 is supported.

Analysis 2: Physical EnvironmentFactor by level of management

The correlation analysis is done between the level of management of the respondents and
comfortable with the work environment allotted in the organization.

71
 Table 4.17

Level of Management
.809
Pearson Correlation
Comfortable with the
Work environment
allotted

.098
Sig. (2-tailed)

125
N

Interpretation

The above table Pearson correlation gives us the relationship between comfortable with the

work environment allotted for you in organization and their level of management of the

respondents was found high positive correlation and there is no significant relationship

(r=.809/p>.098).Hence H0 is supported.

Analysis 3: Physical EnvironmentFactor by age

The correlation analysis is done between the age of the respondents and hygienic working
environment in the organization.

72
 Table 4.18

Age
.375
Pearson Correlation
Hygienic working
environment

.513
Sig. (2-tailed)

125
N

Interpretation

The above table Pearson correlation gives us the relationship between Hygienicworking
environment of company and age of the respondents was found low positive correlation
and there is no significant relationship(r=.809/p>.098). Hence H0 is supported.

Analysis 4: Physical Environment Factor by Monthly income

The correlation analysis is done between the Monthly income of the respondents and physical
environment contribution make good performance in the organization

73
 Table 4.19

Monthly income

-.076
Physical environment Pearson Correlation
contribution make good
performance

.400
Sig. (2-tailed)

125
N

Interpretation

The above table Pearson correlation gives us the relationship between physical environment
contribution make good performance and monthly income of the respondents was found low
negative correlation and there is no significant relationship (r=..076/p>.400). Hence H 0 is
supported.

Analysis 4: Physical Environment Factor by marital status

The correlation analysis is done between the marital status of the respondents and Working
environment influence to work comfortable in the organization.

74
 Table 4.20

Marital status

Working environment
influence to work Pearson Correlation .431
comfortable

Sig. (2-tailed)
.347

N 125

Interpretation

The above table Pearson correlation gives us the relationship between Working environment
influence to work comfortable of the respondents was found low positive correlation and
there is no significant relationship(r=.431/p<.347). Hence H0 is supported.

REGRESSION Analysis 1: Career Growth Factor by marital status

The regression analysis is done between the marital status of the respondents and levels of
motivation affect your performance in the organization.

Table 4.21

Model R R Square Adjusted R Square Std. Error of the Estimate

75
1 .865 .749 .738 .357

Interpretation

The above table regression given us the relationship between working environment and
marital status and there is significant relationship(r=.865)r square .749. hence h0 is supported.

Analysis 2: Career Growth Factor by Age

The regression analysis is done between the Age of the respondents and employee get
motivated by being given scope to organise own approach to workin the organization.

Table 4.22
Adjusted R
Model R R Square Square Std. Error of the Estimate
1 1.000 .652 2.000 .000

Interpretation

The above table regression given us the relationship between working environment and age
and there is significant relationship(r=1.000) r square 2 hence h0 is supported.

Analysis 3: Career Growth Factor by gender

The regression analysis is done between the Age of the respondents and organization support
in exploring career interest and goalsin the organization.

Table4.23

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .966 .932 .930 .114

76
Interpretation

The above table regression given us the relationship between working environment and age
and there is significant relationship(r .966) r square .932. Hence H0 is supported.

Analysis 3: Career Growth Factor by experience.

The regression analysis is done between the experiences of the respondents between
opportunity do you have for career growth in this organization.

Table 4.24

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .178 0.327 1.362 .566

Interpretation

The above table regression given us the relationship between physical environment and
experience and there is significant relationship(r=.178) r square0.32. Hence H0 is supported.

Analysis 5: Career Growth Factor by marital status.

The regression analysis is done between the experiences of the respondents between
opportunities to reach your full potential in this organization.

Table4.25

Std. Error of the

Model R R Square Adjusted R Square Estimate
1 .275 0.797 2.000 .000

77
Interpretation

The above table regression given us the relationship between physical environment and
experience and there is significant relationship(r=.275). Hence H0 is supported.

78
 CHAPTER 5

Findings

Percentage Analysis

• It was found that 60% of respondents are female.

• It was found that 36% of respondents are 20 - 30 yrs age group.
• It was found that 44% of respondents are under graduate
• It was found that 76.8% of respondents are employees
• It was found that 65.6% of respondents are married
• It was found that 48% of respondents are rural
• It was found that 40% of respondents are between 20000-25000
• It was found that 35% of respondents are 10-15 years

Mean And Standard Deviation

 It was interpreted that higher mean value is 2.81with std. Deviation 1.468 for influence
performance and lower mean value is financial incentives motivating employees
mean value is 12.00 with std. deviation is 1.300. in organization.

79
One wayAnnova

• It was identified that there is significant difference between Non financial rewards
motivated to reach employee goals and age of the respondents in the organization

• It was identified that there is significant difference between work is adequately

evaluate and praised and their experience of the respondents in the organization

• It was identified that there is no significant difference between performance appraisal

systems is consider as a motivation of employee to develop and improve their
performance and monthly income of the respondents in the organization
• It was identified that there is no significant difference between performance appraisals
motivates to achieve goals and perform efficiently and experience of the respondents
in the organization
• It was identified that there is no significant difference between training regarding job
or promotion in your companyand their level of management.

Weighted Average method

 It was interpreted that the highest weight is rated to management involved decision
making at 4.15 in the organization, and Lowest weight is rated to management really
motivated the employees at 3.12 in the organization.

Correlation

• It was revealed that there is a very low negative correlation between working
environment of company and age in organization
• it was revealed that there is a high positive correlation between comfortable with the
work environment allotted for you in organization and their level of management.
• It was revealed that there is a low positive correlation between hygienic working
environment and their age
• It was revealed that there is a low positive correlation between working environment
influence to work comfortable and marital status
• It was revealed that there is a low negative correlation physical environment
contribution make good performance and monthly income

80
Regression

• It was revealed that there is 74.9% of variance in level of motivation affect your
performance and marital status
• It was revealed that there is 65.2% of variance employee get motivated by being
given scope to organise own approach to work and age
• It was revealed that there is 93.2% of variance Organization support in exploring
career interest and goals and gender
• It wasrevealed that there is 32.7% of variance Opportunity do you have for career
growth in this organization and experience.
• It was revealed that there is 79.7% of variance Opportunities to reach your full
potential at your organization and marital status

Suggestions

• To improve low negative correlation, employees innovative behavior and job

performance can be motivated because innovative behaviors and performance are
always beneficial in order to do things better and are considered as an important
source of an organization’s competitive advantage.
• Hygiene is very important in working environment well cleaned water filters, waste
disposals and cleaning floor area often can maintain good hygienic space for working
without affecting the employees who are aged
• Work comfort and marital status can influence the working environment this can be
improved by providing proper timing shifts of work and timely salaries, here low
negative correlation on physical environment can be improved by providing proper
allowances, salaries and incentives on time.
• Here low negative correlation on physical environment can be improved by providing
proper allowances , salaries and incentives on time.

Conclusion

It shows that motivation is important to the employees as it can boost up their level of job
performance. In order to sustain their employees in the organization, it is important for the
81
 management to understand and be aware of the needs of their employees, in their work
environment. Besides, the level of job performance are depends both on the management and
the employee itself on how they interact and depend on each other through providing
individualized support and encouragement to each and every employee by understanding
their individual needs, personal preferences, and provide a good work environment.
Therefore, there will be a maximum performance and minimum turnover among the
employees.

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Annexure

1. Name:
2. Gender: a) Male b)Female
3. Age: a) Below 20 yrs b) 20 - 30 yrs c) 30 - 40 yrs d) 40 - 50 yrs e) Above 50 yrs.
4. Educational Qualification: a) SSLC b) HSC c) Diploma d) Under Graduate e) Post
Graduate.
5. Level at the management:
a) Team head b) controller c) Supervisor d) in-charge e) Nontechnical Worker
6. Marital Status: a) Married b) Unmarried c) Spinster d) Widow e) Divorced
7. Locality: a) Rural b) Urban c) semi urban
8. Monthly Income:
Below 10000 b) 10000 - 20000 c) 20000 - 25000 d) 25000 - 30000 e)Above 30000
9. Experience: a) Below 5yr c) 5 - 10yrs d) 10 - 5 yrs e) Above 15yrs SA-strongly agree
A-agree N-neutral DA-disagree SDA-strongly disagree

Monetary Benefits
S.no Statement SA A N DA SDA
10 Does periodical increase in salary motivation you
most?

11 Financial incentive influence to motivating and

work performed positive?

12 How far you are satisfied with incentives provided

by organization ?

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13 Do you agree that incentives and other benefits
will influence your performance ?

14 Do you think Good salary is good incentives to

encourage good performance ?

94
 Non Monetary Benefits
S.no Statement SA A N DA SDA
15 Non financialrewards motivated to reach
employees goals and objectives with organization

16 Do you feel that your work is adequately evaluate

and Praised

17 Performance appraisal system is consider as a

motivation of employee to develop and
improve their performance

18 Performance appraisal motivates you to achieve

goals and perform efficiently

19 Do you get training regarding your job or

promotion in your company

Employee Employer Relationship

S.no Statement SA A N DA SDA
20 The management is really interested to motivating
the employees

21 Do you feel that you are sufficiently motivated

by your supervisor

22 Does the top management involve you in

decisions making which are connected
your work?

23 Is creating a positive and employee-friendly

company culture is a great motivational tool?

24 Does management provide continuous feedback

in solving work related problems

Physical Environment

95
S.no Statement SA A N DA SDA
30 Are you satisfied with working environment of the
company

31 You are comfortable with the work environment

allotted for you in organization.

32 The company being provided with a clean and

hygienic working environment.

33 Do you believe a good physical environment has a

contribution to make toward good performance?

34 Do you think the working environment at this

organisation influence you to work comfortably
and perform well?

Career Growth
S.no Statement SA A N DA SDA
25 Does your level of motivation affect your
performance ?

26 Does employee get motivated by being given

scope to organise own approach to work?

27 Howwell does our organisation support you in

exploring your career interest and goals?

28 How much opportunity do you have for career

growth in this organisation?

29 Do you feel like you will have the opportunities to

reach your full potential at your organisation?

96