TABLE4.

1 GENDER OF RESPONDENT

OPTIONS FREQUENCY PERCENTAGE

MALE 78 78
FEMALE 22 22
OTHERS 0 0
TOTAL 100 100%

CHART4.1 GENDER OF THE RESPONDENT

22%

MALE
FEMALE
OTHERS

78%

INTREPRETATION:
Out of 100 respondents, 78% of the respondents are male and 22% of the respondents are
female

13
 TABLE: 4.2WORK EXPERIENCE OF THE EMPLOYEES

NO OF YEARS IN ICICI PRUDENTIAL FREQUENCY PERCENTAGE

1-5 Years 21 21%
5-10 Years 15 15%
110-15 Years 19 19%
MORE THAN 15 YEARS 45 45%
TOTAL 100 100%

CHART4.2: 2WORK EXPERIENCE OF THE EMPLOYEES

NO OF YEARS IN ICICI PRUDENTIAL

21%

45%
15%

19%

0-5 Yrs. 5-10 Yrs. 10-15 Yrs. MORE THAN 15 YEARS

INTREPRETATION:
From the above pie diagram it can be clearly understood that 21% of the respondents
have 0-5yrs experience. 15% of the respondents have 5-10yrs experience. 19% of the
respondents have 10-15yrs experience. 45% of the respondents have more than 15yrs
experience.

14
TABLE: 4.3 AGE GROUP OF THE REPONDENT
OPTIONS FREQUENCY PERCENTAGE
LESS THAN 25 19 19%
25-35 49 49%
36-45 18 18%
ABOVE 45 14 14%
TOTAL 100 100%

CHART4.34.3 AGE GROUP OF THE REPONDENT

AGE
LESS THAN 25 25-35 35-45 ABOVE 45

14%
19%

18%

49%

INTERPRETATION:
From the above pie diagram, it can be clearly understood that 19% of the respondents
areless than 25 years old. 49% of the respondents are 25-35 years old. 18% of the
respondents are 35-45 years old. 14% of the respondents are above 24 years old.

15
TABLE4.4 ANNUAL INCOME OF THE EMPLOYEES

OPTIONS FREQUENCY PERCENTAGE

UP TO 1 LAKH 22 22%
1 LAKH TO 3 LAKH 41 41%
3 LAKH TO 5 LAKH 24 24%
5 LAKH AND MORE 13 13%
TOTAL 100 100%

CHART4.4 ANNUAL INCOME OF THE EMPLOYEES

ANNUAL INCOME
UP TO 1 LAKH 1 LAKH TO 3 LAKH 3 LAKH TO 5 LAKH 5 LAKH AND MORE

13%
22%

24%

41%

INTERPRETATION:
From the above pie diagram, it can be clearly understood 22% of the respondents have an
average annual income up to 1 lakh. 41% of the respondents have an average annual income
1 lakh to 3 lakh. 24% of the respondents have an average annual income 3 lakh to 4 lakh.
13% of the respondents have an average annual income 5 lakh and more.

16
TABLE4.5 MOTIVATION TOWARDS THE WORK

OPTIONS FREQUENCY PERCENTAGE

YES 96 96
NO 4 4
TOTAL 100 100%

CHART4.5 MOTIVATION TOWARDS THE WORK

120%

100% 96%

80%

60%

40%

20%
4%
0%
YES NO

PERCENTAGE OF RESPONDENTS

INTERPRETATION:
From the above pie diagram it is clearly understood that 96% of the respondents are motivated
towards their work and 4% of them are not motivated.

17
 TABLE4.6 MOTIVATION TOWARDS ACHIEVING GOALS

OPTIONS FREQUENCY PERCENTAGE

STRONGLY AGREE 45 45%
AGREE 26 26%
NEUTRAL 3 3%
DISAGREE 21 21%
STRONGLY DISAGREE 5 5%

CHART4.6 MOTIVATION TOWARDS ACHIEVING GOALS

MOTIVATION TOWARDS ACHIEVIENG GOALS

50%
45%
45%

40%

35%

30%
26%
25%
21%
20%

15%

10%

3% 5%
5%

0%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY AGREE

INTERPRETATION:
From the above bar diagram it can be clearly understood that 45% of the respondents were
strongly agreed with motivation helps in achieving their goals.26% of the respondents were
agreed with the motivation helps in achieving their goal. 21% of the respondents were disagreed
with it. And 3% of the respondents were neutrally agreed with it and 5% of the respondents
were strongly disagreed with the motivation helps in achieving goals.

18
TABLE4.7 REWARDS AND BENEFITS PROVIDED BY THE COMPANY

OPTIONS FREQUENCY PERCENTAGE

HIGHLY SATISFIED 6 6%
SATISFIED 66 66%
NEUTRAL 12 12%
DISSATISFIED 13 13%
HIGHLY DISSATISFIED 3 3%
TOTAL 100 100%

CHART4.7 REWARDS AND BENEFITS PROVIDED BY THE COMPANY

REWARDS AND BENEFITS

70% 66%

60%

50%

40%

30%

20%
12% 13%
10% 6%
3%
0%
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGLY DISSTAISFIESD

INTERPRETATION:
From the above table it can be clearly understood that 66% of the respondents were satisfied
with the rewards and benefits provided by the company. 6% of them were highly satisfied and
13% of them were dissatisfied. 12% of them neutrally satisfied with rewards and benefits.

19
TABLE4.8 MOTIVATES IN THE JOB

OPTIONS FREQUENCY PERCENTAGE

JOB CHALLENGE 29 29%
WORK ITSELF 34 34%
REWARD 16 16%
RECOGNITION 13 13%
WORK LIFE BALANCE 8 8%
TOTAL 100 100%

CHART4.8 MOTIVATES IN THE JOB

40%

35% 34%

30% 29%

25%

20%
16%
15% 13%

10% 8%

5%

0%
JOB CHALLENGE WORK ITSELF REWARD RECOGNITION WORK LIFE
BALANCE

INTERPRETATION:
From the above bar diagram it can be clearly understood that 29% of the respondents feels that
job challenges motivates in their job, 34% of the respondents feels that work itself motivates
them, 16% of the respondents feels that rewards makes them motivated, 13% of respondents
feels that recognition makes them motivated, 8% of the respondents feels that good work life
balance and motivates them.

20
 TABLE4.9 LEVEL OF MOTIVATION AFFECTS PERFORMANCE

OPTIONS FREQUENCY PERCENTAGE

Not At All 25 25%
Slightly 7 7%
Moderately 15 15%
Quite a bit 43 43%
Extremely 10 10%
Total 100 100%

CHART4.9 LEVEL OF MOTIVATION AFFECTS PERFORMANCE

50%

45% 43%

40%

35%

30%
25%
25%

20%
15%
15%
10%
10%
7%
5%

0%
Not at all Slightly Moderately Quite a bit Extremely

INTERPRETATION:
From above pie diagram it can be clearly understood that 53% of the respondents feels that their
level of motivation never affect their performance. 25% of the respondents feels that theirlevel
of motivation sometimes affect their performance. 15% of respondents feels that them

level of motivation rarely affects their performance.7% of the respondents feels that their level
of motivation always affects their performance.

21
TABLE4.10LEVEL OF SATISFACTION IN JOB

OPTIONS FREQUENCY PERCENTAGE

HIGHLY SATISFIED 39 39%
SATISFIED 42 42%
NEUTRAL 10 10%
DISSATISFIED 4 4%
HIGHLY DISSATISFIED 5 5%
TOTAL 100 100%

CHART4.10LEVEL OF SATISFACTION IN JOB

45%
42%
39%
40%

35%

30%

25%

20%

15%
10%
10%
5%
5% 4%

0%
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

INTERPRETATION:
From the above table it clearly understood that 39% of the respondents are very satisfied in
their job. 42% of the respondents are satisfied in their job. 15% of the respondents are neutral
to their job. 4% of respondents are dissatisfied to their job.

22
TABLE4.11INCENTIVES AND BENEFITS INFLUENCE EMPLOYEE PERFORMANCE

OPTIONS FREQUENCY PERCENTAGE

Yes 78 78%
Maybe 11 11%
No 11 11%
TOTAL 100 100%

CHART4.11INCENTIVES AND BENEFITS INFLUENCE EMPLOYEE PERFORMANCE

INCENTIVES AND BENEFITS

Yes Maybe N0

11%

11%

78%

INTERPRETATION:
From the above pie diagram, it can be clearly understood that 78% of the respondents are the
incentives and benefits influence their performance. 11% of the respondents does not influence
their performance. 11% of them no opinion.

23
 TABLE4.12 MANAGEMENT INVOLVES IN DECISION MAKING

OPTIONS FREQUENCY PERCENTAGE

ALWAYS 65 65%
SOMETIMES 10 10%
NEVER 15 15%
RARELY 5 5%
OFTENLY 5 5%
TOTAL 100 100%

CHART4.12 MANAGEMENT INVOLVES IN DECISION MAKING

70%
65%

60%

50%

40%

30%

20%
15%
10%
10%
5% 5%

0%
Always Sometimes Never Rarely oftenly

INTERPRETATION:
From the above pie diagram, it can be clearly understood that 65% of the respondents are
always the management involves in their decision making of their department. 5% of
respondents are often the management involves in the decision making to their department.
5% of respondentsare rarely involves in their department.

24
TABLE4.13 FACTORS DE-MOTIVATES AT WORK PLACE

OPTION FREQUENCY PERCENTAGE

Lack of recognition 8 8%
Poor management 59 59%
Inadequate compensation 16 26%
Lack of work-life balance 7 7%
Poor workplace culture 10 10%
Total 100 100%

CHART4.13 FACTORS DE-MOTIVATES AT WORK PLACE

70%

59%
60%

50%

40%

30%

20% 16%
10%
10% 8% 7%

0%
Lack of Recognition Poor management Lack of work life Poor workplace Inadequate
balance culture compensation

INTERPRETATION:
From the above bar diagram clearly understood that 59% of the employees stated that company
policy de motivated their work place. 26 % of the employee responded that work environment
made them to de motivate. 8% of the employees stated that job profile de-motivated them.

25
TABLE4.14 SELF-INITIATIVE OF THE EMPLOYEES

OPTION FREQUENCY PERCENTAGE

YES 88 88%
NO 12 12%
TOTAL 100 100%

CHART4.14 SELF-INITIATIVE OF THE EMPLOYEES

100%
88%
90%

80%

70%

60%

50%

40%

30%

20%
12%
10%

0%
YES NO

INTERPRETATION:
From the above bar diagram clearly understood that 83% of the respondents encouraged to
come up with new and better ways to doing things, 8% of the respondents are not encourage
to come up with better ways of doing things, 9% of them may be encouraged.

26
TABLE4.15 REWARDS MOTIVATES THAN RECOGNITION

OPTIONS FREQUENCY PERCENTAGE

ALWAYS 65 65%
SOMETIMES 10 10%
NEVER 15 15%
RARELY 5 5%
Both equally 5 5%
TOTAL 100 100%

CHART4.15 REWARDS MOTIVATES THAN RECOGNITION

70%
65%

60%

50%

40%

30%

20%
15%
10%
10%
5% 5%

0%
Always Sometimes Never Rarely Both Equally

INTERPRETATION:
From the above pie diagram it can be clearly understood that 65% of the respondents are
always feels that rewards motivates than recognition. 10% of the respondents are
sometimes feels that rewards motivates than recognition, 20% of the respondents never
feels that, 5% of them rarely feels that rewards motivates more than recognition.

27
TABLE4.16 EMPLOYEE STATISFACTIONN TOWARDS REMUNERATION
OPTION FREQUENCY PERCENTAGE
STRONGLY AGREE 46 46%
AGREE 41 41%
NEUTAL 8 8%
DISAGREE 3 3%
STRONGLY DISAGREE 2 2%
TOTAL 100 100%

CHART4.16 EMPLOYEE STATISFACTIONN TOWARDS REMUNERATION

50%
46%
45%
41%
40%

35%

30%

25%

20%

15%

10% 8%

5% 3% 2%

0%
STRONGLY DISAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION:
From the above bar diagram it can be clearly understood that 46% of respondents were
strongly agreed with their statement, 41% of respondents were agreed with their statement,
10% of respondents were neutrally agreed with their statement, 3% of them were disagreed
with their remuneration.

28
TABLE4.17 EMPLOYEES SATISFACTION TOWARDS NON MONTERY BENFITS

OPTIONS FREQUENCY PERCENTAGE

STRONGLY AGREE 46 46%
AGREE 41 41%
NEUTAL 8 8%
DISAGREE 3 3%
STRONGLY 2 2%
DISAGREE
TOTAL 100 100%

CHART4.17 EMPLOYEES SATISFACTION TOWARDS NON MONTERY BENFITS

50%
46%
45%
41%
40%

35%

30%

25%

20%

15%

10% 8%

5% 3% 2%

0%
STRONGLY DISAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION:

From the above bar diagram it can be clearly understood that 46% of respondents were
strongly agreed with their statement, 41% of respondents were agreed with their statement,
10% of respondents were neutrally agreed with their statement, 3% of them were disagreed
with theimoneteary benefits.

29
TABLE4.18 EMPLOYEE SATISFACTION TOWARDSTO WORK TIMINGS

OPTIONS FREQUENCY PERCENTAGE

STRONGLY AGREE 46 46%
AGREE 41 41%
NEUTAL 8 8%
DISAGREE 3 3%
STRONGLY DISAGREE 2 2%
TOTAL 100 100%

CHART4.18 EMPLOYEE SATISFACTION TOWARDSTO WORK TIMINGS

50%
46%
45%
41%
40%

35%

30%

25%

20%

15%

10% 8%

5% 3% 2%

0%
STRONGLY DISAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION:
From the above bar diagram it can be clearly understood that 46% of respondents were
strongly agreed with their statement, 41% of respondents were agreed with their statement,
10% of respondents were neutrally agreed with their statement, 3% of them were disagreed
with their performance.

30
TABLE4.19 WORK LIFE BALANCE

OPTIONS FREQUENCY PERCENTAGE

STRONGLY AGREE 11 11%
AGREE 51 51%
NEUTRAL 33 33%
DISAGREE 2 2%
STONGLY DISAGREE 3 3%
TOTAL 100 100%

CHART4.19 WORK LIFE BALANCE

60%

51%
50%

40%
33%

30%

20%

11%
10%

2% 3%

0%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION:
From the above bar diagram it can clearly understood that 51% of respondents were agreed
with the statement. 11% of the respondents were strongly agreed with the given statement,
36% of respondents were neutrally agreed with the statement and 2% of them were
disagreed with the statement.

31
TABLE4.20 TIME FOR BREAK AND LUNCH

OPTION FREQUENCY PERCENTAGE

STRONGLY AGREE 35 35%
AGREE 50 50%
NEUTRAL 10 10%
DISAGREE 2 2%
STRONGLY DISAGREE 3 3%
TOTAL 100 100%

CHART4.20 TIME FOR BREAK AND LUNCH

60%

50%
50%

40%
35%

30%

20%

10% 10%

2% 3%
0%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION:
From the above bar diagram, it can be clearly understood that 50% of the respondents
were agreed with the statement. 35% of the respondents were strongly agreed with the
statement. 10% of respondents neutrally agreed with the statement. 2% of respondents
were disagree with the statement.

32
 CHAPTER-5

5.1FINDINGS
• 98% of the respondents were motivated towards their work.

• 45% of the employees feel that motivation helps in achieving goals.

• 50% of the respondents were satisfied with remuneration and benefits provided by
the company.

• 53% of the respondents feel that their level of motivation does not affect their
performance.

• 51% of the respondents were satisfied in their job.

• 78% of the respondents feel that incentives and benefits influence their
performance.

• 34% of the respondents feel that work itself motivates in their job.

• 80% of the respondents were always management involves in decision making in

their department.

• 59% of the respondents feel that company policy de-motivated in their work place.

• 63% of the respondents feel that they are encouraged to come up with new and
better ways of doing things.

• 65% of the respondents feel that rewards motivate more than recognition.

• 46% of the respondents were satisfied with their salary.

• 65% of the respondents were satisfied with their non-monetary rewards.

• 54% of the respondents were satisfied with their relationship with colleagues.

• 46% of the respondents strongly agreed with their work timings.

• 51% of the respondents agreed with the statement on balancing work and family.

• 53% of the respondents agreed with the statement on taking time for breaks and
lunch.

33
SUGGESTIONS:
• The survey results show that a high percentage of employees are motivated towards their
work. However, it is important for the company to continue to motivate their employees to
maintain their enthusiasm and drive. Some ways to do this could be to provide regular
feedback, recognition, and opportunities for professional development.

• Remuneration and benefits: While 50% of respondents were satisfied with their
remuneration and benefits, the other 50% were not. The company could conduct a salary
review and assess the current benefits package to ensure it is competitive and meets the
needs of their employees.

• Performance and incentives: The survey shows that incentives and benefits influence
employee performance, with 78% of respondents agreeing. Therefore, the company could
consider offering more incentives to motivate their employees and improve their overall
performance.

• Job satisfaction: While 51% of the respondents were satisfied with their job, there is still
room for improvement. The company could consider conducting a job satisfaction survey
to identify areas for improvement and take actions accordingly.

• Work environment: The survey shows that company policy and work environment can
de-motivate employees. Therefore, the company should ensure that its policies are fair,
transparent, and promote a healthy work-life balance.

• Continue to solicit feedback from employees to identify areas for improvement and to
demonstrate that their opinions are valued.

• Implement a recognition program that emphasizes the value of both monetary and non-
monetary rewards.

• Provide flexibility in work schedules to accommodate personal and family obligations.

34
CONCLUSION:

In this study, we analyzed the factors within the organization that can influence employee
motivation. The study was conducted on the existing employees of ICICI Prudential, which
focused on factors like salary, rewards, and working environment that influence employee
motivation. Based on the findings, we can conclude that a majority of employees are satisfied
with factors like remuneration, benefits, and rewards. Employees were motivated by salaries and
the working environment at an average level, so it can be concluded that the company needs to
focus on these factors to increase employee productivity and motivation levels.

BIBLIOGRAPHY:

1. Azoulay, P., Zivin, J. S., & Manso, G. (2009). Incentives and creativity: Evidence from the
academic life sciences. Doi:10.3386/w15466

2. Ederer, F., change, C., Essen, E. V., Sommer, S. C., Gambardella, A., Chu, Y., . . .
Atanaassov, J. (2013, February 15). Pay for performance Detrimental to innovation?
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3. Grant, A., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude
expressions motivate prosocial behavior. B Retrieved from
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4. Schoeffler, B. (2005). The employee incentives plans: make them worthwhile. Retrieved from
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REFERENCES:

1. https://www.iciciprulife.com

2. https://en.m.wikipedia.org

35