Naveen Final Project

“A STUDY ON EMPLOYEE MOTIVATION AND JOB SATISFACTION”
WITH
REFERENCE TO
OSTBERG INDIA PVT LTD
BY
NAVEEN KUMAR.T
REG NO:210216631009
OF
APOLLO ENGINEERING COLLEGE
Submitted to the
FACULTY OF MANAGEMENT SCIENCE
In partial fulfillment of the requirement

For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY
CHENNAI 600025
JUNE-2018
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BONAFIDE CERTIFICATE
This is to certify that this training report entitled “ A STUDY ON EMPLOYEE

MOTIVATION AND JOB SATISFACTION” with reference to OSTBERG INDIA PVT
LTD,CHENNAI is a Bonafide work of NAVEEN KUMAR.T ( REG.NO 210216631009)
who carried out the research under my supervision, certified further, that to the best of my
knowledge the work reported herein does not from part of any other project report or dissertation
on the basis of which a degree or award was conferred on an earlier occasion on this or any other
candidate.
Faculty guide Head of the department
Submitted project report and viva examination held on ______________
Internal Examiner External Examiner
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DECLARATION
I hereby declare that the project report entitled “ A STUDY ON EMPLOYEE
MOTIVATION AND JOB SATISFACTION with reference to OSTBERG INDIA PVT LTD”
CHENNAI, submitted to APOLLO ENGINEERING COLLEGE, is partial fulfillment of the
requirements of ANNA UNIVERSITY for the award of the degree in Master of Business
Administration, is my original work and that it has not formed the basis for the award of any
degree, associate ship, fellowship, diploma or any other similar title.
PLACE: Chennai Signature of the student
DATE: NAVEEN KUMAR.T
(210216631009)
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ACKNOWLEDGEMENT
I am indebted to our chairman for providing excellent environment and infrastructure at

APOLLO ENGINEERING COLLEGE,CHENNAI - 602105,for successfully completing my
MBA course.
I thank our principal, Dr.M.P.SIVARAM KUMAR B.E., M.E., PH.D, and LMISTE for
providing all the required facilities for completing the summer report and for giving me golden
opportunity to take up this course.
I have a great pleasure in expressing my sincere and profound thanks to

HOD Mrs. N. GAJALAKSHMI for her continuous motivation throughout the project period.
I am also thankful to all the faculty members of the department for their constant
cooperation and give me an encouragement for my project work.
I express my gratitude to Mr. ILLANSERAL ULA ,Managing Director and

Mrs.BHARATHI, Human Resource Manager, , Ostberg India Pvt , for having allowed me to do
the project in their esteemed organization and for her constant support.
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TABLE OF CONTENTS
CHAPTER PARTICULARS PAGE NO.
Acknowledgement I
CHAPTER
Table of contents Ii
Abstract Iii
I INTRODUCTION 1
1.1 Introduction of the study 2
1.2 Statement of the problem 13
1.3 Need for the study 14
1.4 Scope for the study 15
1.5 Objective of the study 16
1.6 Limitations of the study 17
II REVIEW OF THE LITERATURE 19
III PROFILE 20
3.1 Industry profile 23
3.2 Company profile 25
IV RESEARCH METHODOLOGY 26
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4.1 Research design
31
4.2 Sampling design 31
4.3 Method of data collection 33
4.4 Tools for analysis 34
V DATA ANALYSIS AND INTERPRETATION 37
VI CONCLUSION 68
6.1 Findings 69
6.2 Suggestions 73
6.3 Conclusion 74
VII APPENDIX 75
76
Bibliography
Questionnaire 78
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ABSTRACT
The project entitled as “A Study on Employee Motivation and Job Satisfaction with
reference to OSTBERG INDIA PVT LTD, Chennai” The main objective of the study is to
examine the level of employee motivation and job satisfaction of the employees. The analyses,
suggestion and recommendation we got from the study is useful for the organization. The
research design adopted the descriptive analysis. And the opinion of the employees for the study
is collected through a structured questionnaire. Statistical tools used for the study are percentage
analysis, weighted average, correlation coefficient, and H test . From the study employee opinion
among the motivation factors of the company has been analyzed and we got more ideas from the
employees for the employee motives and job satisfaction.
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CHAPTER I
INTRODUCTION
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CHAPTER I
1.1 Introduction
Employees are a valuable resource that may contribute in several different ways to a
company's activities, provided that the company gives them an appropriate chance .In order to be
successful, a company needs employees who act toward the goals of the organization and have a
strong desire to remain in the company. Such loyalty and commitment may be generated by
motivation. Furthermore, motivation is aimed to achieve increased job satisfaction. Today,
organizations are transforming and entering into the new environment, those that can find,
develop and retain people who can fit into this dynamically changing situation will be most
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successful. Employee Motivation is generally considered a core element in running a successful
business. A precise definition of motivation is elusive, since the concept involves numerous
characteristics and perceptions of the employee and the current situation. But it is characterized
by a certain level of willingness on the part of the employee to increase effort to the extent that
this exertion also satisfies some need or desire Most people, however, need to be motivated to a
greater or lesser degree. The knowledge about needs and expectations of employees at work
represents the basis for their motivation. Moreover, the structure of the work and the employees'
degree of satisfaction with the job are important in order to increase the actual motivation and
satisfaction with their work. Thereby, the differences regarding what people want and actually
perceive from their job are the most important factors. The knowledge about those strong
motivators is of great value and may serve as a starting point for the re-design of work, in order
to increase an employee's motivation and satisfaction. Human motivation concepts are certainly
important for understanding the dynamics of workers' attitudes. Attitudes have to do with the
willingness of workers to perform tasks, duties and responsibilities, which require them to
expend energy. The awareness of employee motivational priorities alone could enhance a
manager's ability to positively influence members of the workforce.
Employers want to know what motivates their employees so that they can get them to work
harder. The concept of motivation implies that people choose the path of action they follow.
When behavioral scientists use the word motivation, they think of its something steaming from
within the person technically, the term motivation has its origin in the Latin word “mover” which
means “to move”. Thus the word motivation stands for movement. If a manager truly
understands his subordinate’s motivation, he can channel their “inner state” towards command
goals, i.e., goals, shared by both the individual and the organization. It is a well known fact that
human beings have great potential but they do not use it fully, when motivation is absent.
Motivation factor are those which make people give more than a fair day’s work and that is
usually only about sixty-five percent of a person’s capacity .Obviously , every manager should
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be releasing hundred percent of an individual’s to maximize performance for achieving
organizational goals and at the same to enable the individual to develop his potential and gain
satisfaction.
Thus every manager should have both interest and concern about how to enable people to
perform task willingly and to the best of their ability. At one time, employees were considered
just another input into the production of goods and services. What perhaps changed this way of
thinking about employees was research, referred to as the Hawthorne Studies, conducted by
Elton Mayo from1924 to 1932 This study found employees are not motivated solely by money
and employee behavior is linked to their attitudes. The Hawthorne Studies began the human
relations approach to management, whereby the needs and motivation of employees become the
primary focus of managers.
Definition of Motivation
 Motivation is a process that starts with a physiological or psychological deficiency or
need that activates behavior or a drive that aimed at a goal or an incentive.
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 "The only way to get people to like working hard is to motivate them. Today, people
must understand why they're working hard, every individual in an organization is
motivated by something different." - Rick Pitino
 “Employee motivation is a reflection of the level of energy, commitment, and creativity
that a company's workers bring to their jobs.”
 “Employee motivation is concerned with the factors that influence
people to behave in certain ways, Motivating people is about getting them to move in the
direction you want them to go in order to achieve a result” - Armstrong
 "Psychological forces that determine the direction of a person's behavior in an

organization, a person's level of effort and a person's level of persistence." - G. Jones
and J. George from the book "Contemporary Management."
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Basics about Motivation
1. Motivating employees starts with motivating yourself it’s amazing how, if you hate your job,
it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is,
too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to
be, too. Also, if you’re doing a good job of taking care of yourself and your own job, you'll have
much clearer perspective on how others are doing in theirs. A great place to start learning about
motivation is to start understanding your own motivations. The key to helping to motivate your
employees is to understand what motivates them. So what motivates you? Consider, for example,
time with family, recognition, a job well done, service, learning, etc. How your job is configured
to support your own motivations? What can you do to better motivate yourself ?
2. Always work to align goals of the organization with goals of employees as mentioned above,
employees can be all fired up about their work and be working very hard. However, if the results
of their work don't contribute to the goals of the organization, then the organization is not any
better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's
critical that managers and supervisors know what they want from their employees. These
preferences should be worded in terms of goals for the organization. Identifying the goals for the
organization is usually done during strategic planning. Whatever steps you take to support the
motivation of your employees (various steps are suggested below), ensure that employees have
strong input to identifying their goals and that these goals are aligned with goals of the
organization.
3. Key to supporting the motivation of your employees understands what motivates each of
them each person is motivated by different things. Whatever steps you take to support the
motivation of your employees, they should first include finding out what it is that really
motivates each of your employees. You can find this out by asking them, listening to them and
observing them.
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4.We have to Support employee motivation by using organizational systems (for example,
policies and procedures) don't just count on good intentions don’t just count on cultivating strong
interpersonal relationships with employees to help motivate them. The nature of these
relationships can change greatly, for example, during times of stress. Instead, use reliable and
comprehensive systems in the workplace to help motivate employees.
For example, To establish compensation systems, employee performance appraisal systems,

organizational policies and procedures, etc., should be practiced to support employee motivation.
And also, establishing various systems and structures helps ensure clear understanding and
equitable treatment of employees.
Basics about Job Satisfaction
Positive attitudes toward the job are equivalent to job satisfaction, whereas negative attitudes
represent job dissatisfaction. Job satisfaction is a complex phenomenon and depends on many
work-related as well as personal factors. That means personal factors such as age, gender, and
job experience as well as the characteristics of the job, influence a person's degree of job
satisfaction . Even though personal characteristics are unchangeable by the company, they can be
used for predictions of satisfaction among groups of employees. The redesign of the work, as
well as of the work environment, may lead to increases in job satisfaction. Human nature can be
very simple, yet very complex too in understanding and appreciation of this is a prerequisite to
effective employee motivation in the workplace and therefore effective management and
leadership.
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Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides:-
➢ Puts human resources into action
Every concern requires physical, financial and human resources to accomplish the goals.
It is through motivation that the human resources can be utilized by making full use of it. This
can be done by building willingness in employees to work. This will help the enterprise in
securing best possible utilization of resources.
 Improves level of efficiency of employees
The level of a subordinate or an employee does not only depend upon his qualifications
and abilities. For getting best of his work performance, the gap between ability and willingness
has to be filled which helps in improving the level of performance of subordinates. This will
result into-
✓ Increase in productivity,
✓ Reducing cost of operations, and
✓ Improving overall efficiency.
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 Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place :-
✓ There is best possible utilization of resources,
✓ There is a co-operative work environment,
✓ The employees are goal-directed and they act in a purposive manner,
✓ Goals can be achieved if co-ordination and co-operation takes place

simultaneously which can be effectively done through motivation.
 Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This can be

done by keeping into mind and framing an incentive plan for the benefit of the employees. This
could initiate the following things:
✓ Monetary and non-monetary incentives,
✓ Promotion opportunities for employees,
✓ Disincentives for inefficient employees.
In order to build a cordial, friendly atmosphere in a concern, the above steps should be
taken by a manager. This would help in:
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✓ Effective co-operation which brings stability,
✓ Industrial dispute and unrest in employees will reduce,
✓ The employees will be adaptable to the changes and there will be no resistance to the change
✓ This will help in providing a smooth and sound concern in which individual interests will
coincide with the organizational interests,
✓ This will result in profit maximization through increased productivity.
 Leads to stability of work force
Stability of workforce is very important from the view point of reputation and goodwill of
a concern. The employees can remain loyal to the enterprise only when they have a feeling of
participation in the management. The skills and efficiency of employees will always be of
advantage to employees as well as employees. This will lead to a good public image in the
market which will attract competent and qualified people into a concern. As it is said, “Old is
gold” which suffices with the role of motivation here, the older the people, more the experience
and their adjustment into a concern which can be of benefit to the enterprise.
What motivates employees?
Every person has a different reason for going to work. These reasons are as individual as
whichever person you may ask. But all of the reasons for working share a common thread. We
all obtain something from work we need. There is much discussion about the value of extrinsic
motivation (monetary and other material rewards) versus intrinsic motivation where people
driven by what’s inside them not by the trappings of success. Whereas I recognize how critical
extrinsic motivation is we all need to be rewarded fairly for the job that we do in my experience
the most effective factors relating to employee motivation are related to intrinsic motivation:
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1. Empowerment: Feeling trusted and empowered is a tremendous motivator.
2. Growth: Feeling that they are growing and developing personally
3. Inclusion: ‘To belong’ is a fundamental need, whether as a member of a family, peer group,
network, team or company. It’s human nature to want to be on the inside, not the outside.
4. Purpose: Today people care more about what happens tomorrow, and want to contribute to
ensuring the future of our children, and the health of our communities and planet.
5. Trust: the fabric that holds it all together and makes it real.
Framework of motivation
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The framework comprises six steps:-
1) Motivation process begins with the individual’s needs. Needs are felt deprivations which the
individual experiences at a given time and act as energizers. These needs may be psychological
(e.g., the needs for recognition), physiological (e.g., the needs for water, air or foods) or social
(e.g., the needs for friendship).
2) Motivation is goal directed.
3) A goal is a specific result that the individual wants to achieve. An employee’s goal are often
driving forces and accomplishing those goals can significantly reduce needs.
4) Promotions and raises are two of the ways that organizations seek to maintain desirable
behavior. They are signals to employees that their needs for advancement and recognition and
their behaviors are appropriate.
5) Once the employee have received either rewards or punishments.
6) They reassess their needs.
The Role of Motivation:
Why do we need motivated employees?
 Motivated employees are needed in our rapidly changing workplaces.

 Motivated employees help organizations survive.
 Motivated employees are more productive.
 To be effective, managers need to understand what motivates employees within the
context of the roles they perform.
Of all the functions a manager performs, motivating employees is arguably the most complex.
This is due, in part, to the fact that what motivates employee’s changes constantly. For example,
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research suggests that as employees' income increases, money becomes less of a motivator. Also,
as employees get older, interesting work becomes more of a motivator.
Mechanism of motivation
Motivation is the process that starts with physiological or psychological deficiency or need that
activate behavior or a drive that is aimed at a goal or incentive.
The following diagram depicts the motivation process.
 Mechanism of Motivation
 Needs Drives Goal
 Deprivation Reduction
 With of Drives
 Direction
Thus, the key to understanding motivation lies in the relationship between needs, drives and
goals
Needs: Needs are created whenever there is a physiological or psychological imbalance. For
example: A need exists when cells in the body are deprived of food and water or when the
personality is deprived of other people who serve friends or companions. Although
psychological may be based on a deficiency, sometimes they are not. For instant, and individuals
with a strong need to get ahead may have a history of consistent success·
Drives: “Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply
defined as a deficiency with direction. Physiological or psychological drives are action – oriented
and provide energizing thrust towards reaching an incentive or goals. They are at the very heart
of the motivational process. The needs for food and water are translated into hunger and thrust
drives, and the need for friend becomes a drives affiliation. Thus, drive is a psychological state
which moves an individual satisfying need·
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Goals: At the end of the motivational cycle is the goal or incentive. It is anything that will
alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological or
psychological balance and will reduce or cut off the drive. Eating food, drinking water and
obtaining friends will tend to restore the balance and reduce the corresponding drives food, water
and friends are the incentive are the goals in this example.
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1.2 PROBLEM STATEMENT
“Problem statement is a statement in which focusing on some variable. It provides

opportunity to establish why these variables are important”. There is the more need to research
on motivation, goal is that what employees is to perform at their best and achieve the objects or
not in a specific time. In this the problem is that many of the employers who don’t work for
everyone have struggled for different incentive programs to motivate their employee. This is the
problem which is faced by the many employees of that company. In problem statement, currently
problem must be exist in that organization and the manager should need to be improved in that
organization. Motivating is the major component of management.
Why the incentives not for everyone why only for employees? Why work of the human
resources department is not performing well in that organization? How motivational incentives
impact to the employee at their best optimal business result? What are the motivations
programmes conducted by the organization? Why motivation is necessary for the employees?
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What is the best motivation for the employees to increase the productivity? Why motivation is
necessary to achieve the organizational goals? How organization motivates the employees
whether through the rewards or recognition?
1.3 NEED FOR STUDY
 To study the level of employee motivations.

 To determine the factors that contribute to work motivation and satisfaction.
 To determine the overall level of job satisfaction among the employees.
 To know what are the de-motivation factors.
 To study how supervisor can influence motivation
 To study the level of financial motivation non-financial motivation.
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1.4 SCOPE OF STUDY
➢ The study is intended to evaluate motivation of employees in the organization.
➢ A good motivational program procedure is essential to achieve goal of the organization. If

efficient motivational program of employees are made not only in this particular organization but
also any other organization
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➢ The organizations can achieve the efficiency also to develop a good organizational culture.
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1.5 OBJECTIVES OF STUDY
PRIMARY OBJECTIVE
 To study the important factors which are needed to motivate the employees.
 To study how to focus on employee satisfaction and to keep the worker motivated.
SECONDARY OBJECTIVE
 To study the effect of monetary and non monetary benefits of employees provided by
organization for motivating the employees.
 To learn the employee satisfaction on the interpersonal relationship exists in the
organization.
 To study the effect of job promotion on employees
 To provide the practical suggestion for the improvement of organization’s performance.
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1.6 LIMITATIONS OF THE STUDY:
 The Researcher faced difficulty in obtaining in the responses from the employees on
time.
 It was difficult for the Researcher to obtain true facts from the respondents.
 Findings based on the study cannot be used by the other organization.
 There are chances of misrepresentation responses.
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CHAPTER 2
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE:
In a complex and dynamic environment, leader of the organization used to create the
environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately organizational
performance are enhanced. Smith and Rupp (2003) stated that performance is a role of
individual motivation; organizational strategy, and structure and resistance to change, is an
empirical role relating motivation in the organization
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Luthans and Stajkovic (1999) concluded that advancement of human resources through rewards,
monetary incentives, and organizational behavior modification has generated a large volume of
debate in the human resource and sales performance field.
Decoene and Bruggeman (2006) in their study developed and illustrated a model of the
relationship between strategic alignment, motivation and organizational performance in a BSC
context and find that effective strategic alignment empowers and motivates working executives.
Leaders motivate people to follow a participative design of work in which they are responsible
and get it together, which make them responsible for their performance.
Aguinis etal. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in terms
of firm-level performance.
Garg and Rastogi (2006) identified the key issues of job design research and practice to
motivate employees’ performance and concluded that a dynamic managerial learning
framework is required to enhance employees’ performance to meet global challenges.
Vuori and Okkonen (2012) stated that motivation helps to share knowledge through an intra-
organizational social media platform which can help the organization to reach its goals and
objectives.
Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and seek
to find meaning and purpose in their work, and an aspiration to be part of a community, hence
making their jobs worthwhile and motivating them to do at a high level with a view to personal
and social development.
Porter and Steers (1991) point out that the selection of certain motives
over others, as well as the intensity with which such motives are pursued, may differ from
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person to person. In addition, they refer to the fourth complication, the fact that an attainment
of certain needs, desires and expectations may prompt a person to direct his/her attention to
other motives, or to intensify the pursuit of these motives.
Davis etal (1985) Job satisfaction represents a combination of positive or negative feelings that
workers have towards their work. Meanwhile, when a worker employed in a business
organization, brings with it the needs, desires and experiences which determinates expectations
that he has dismissed. Job satisfaction represents the extent to which expectations are and match
the real awards. Job satisfaction is closely linked to that individual's behaviour in the work place.
George et al (2008)Job satisfaction is the collection of feeling and beliefs that people have about
their current job. People’s levels of degrees of job satisfaction can range from extreme
satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole.
People also can have attitudes about various aspects of their jobs such as the kind of work they
do, their coworkers, supervisors or suborinates and their pay.
Hoppock, (1935). According to this approach although job satisfaction is under the influence of
many external factors, it remains something internal that has to do with the way how the
employee feels. That is job satisfaction presents a set of factors that cause a feeling of
satisfaction.
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Vroom (1964) job satisfaction focuses on the role of the employee in the workplace. Thus he
defines job satisfaction as affective orientations on the part of individuals toward work roles
which they are presently occupying .
Spector (1997) lists three important features of job satisfaction.
Firts, organizations should be guided by human values. Such organizations will be oriented
towards treating workers fairly and with respect. In such cases the assesment of job satisfaction
may serve as a good indicator of employee effectiveness. High levels of job satisfaction may be
sign of a good emotional and mental state of employees.
Second, the behaviour of workers depending on their level of job satisfaction will affect the
functioning and activities of the organization's business. From this it can be concluded that job
satisfaction will result in positive behaviour and vice versa, dissatisfaction from the work will
result in negative behaviour of employees.
Third, job satisfaction may serve as indicators of organizational activities. Through job
satisfaction evaluation different levels of satisfaction in different organizational units can be
defined, but in turn can serve as a good indication regarding in which organizational unit changes
that would boost performance should be made.
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CHAPTER 3
INDUSTRY & COMPANY PROFILE
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3.1 INDUSTRY PROFILE
India is a tropical country and thus fans are necessary. Therefore the Fan industry in India is
well-established and has grown significantly over the years. The fan market in India consists
of ceiling fans , table fans, pedestal fans, wall fans and exhaust fans and manufacture special
purpose inline duct fans for commercial and industrial purposes . The Indian market is
estimated at 2.5 million exhaust fans per month and it is growing at about10% per annum. India
has large number of manufacturing plants located across the country and producing world class
inline duct fans. In fact the export of duct fans from India has doubled in the last few years and
are a testimony to the quality and development of the Indian duct fan Industry.
The distribution of inline duct fans in India is also well developed with over 1, 00,000 selling
points , across the country covering towns right up to the 5th population. The duct fan industry
has taken significant steps to ensure consumer satisfaction and leading brands not only provide
good quality but also back this up with good after sales service.
According to India Fan Market Overview, sales of Inline duct exhaust fan were
growing with a CAGR of 9.13% over last five years. With the commercial sector growing at a
rapid rate and the disposable incomes at a high rate, the demand for electric duct fans continued
to grow. But due to involvement of lesser technological inputs and low entry barrier, the market
is equally divided among the organized and un-organized players. Un-organized sector leads
theindustry in terms of volume whereas organized market leads in terms of revenues
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Inline duct exhaust fans and Rotary Heat Exchanger fans are probably the most
versatile fan for using within duct work available for residential, commercial and industrial type
applications. These fans are the appropriate choice where space is at a premium. The duct inline
fan can be mounted in any position necessary to meet your buildings need, and can be used for
either exhaust air or supply air depending on what is required. So whether you are trying to
remove heat, smoke, dust, fumes, or force cooler, cleaner air into your building Industrial fans
direct has the right duct ventilation equipment to meet your needs. Applications for the axial duct
exhaust fan, which come in sizes 12" to 60 ", and move from 1,000 CFM to 75,000 + CFM
include: enclosed garages, spray booths (explosion proof fans are typically used), shopping
centers, warehouses, office building, equipment ventilation & cooling, industrial processes, or in
any space where air is moved through ducting. Square Inline Duct fans which typically use a
centrifugal wheel, as opposed to an axial blade to move air can be used where space is limited.
The square type duct fan exchanges air at a rate of 400 CFM to over 22,000 CFM is seen in
hospitals, schools, libraries, fitness centers, office buildings, laboratories, and other spaces where
a quieter method of moving air in or out of an area is desired, if not necessary.
Multi-Purpose Duct fans most often are constructed of a plastic or poly housing, and use
plastic, metal or poly blade, and come with either an axial or mixed flow type blade. These fan
sizes range from 4" to 16", and can move between 75 and 1,000 CFM. Applications for these
mutliple use fan include: bathrooms, kitchen range hoods, utility rooms, cafeterias,
offices, welding fume extraction, equipment cooling, workshops, auto repair garages for the
removal of car exhaust, and smoking areas. Industrial Fans Direct carries the right duct type fan
for most commercial and industrial applications, from top brands like: Canarm, National Fan
Co., Soler & Palau, Vents-US and Continental Fan
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3.2 COMPANY PROFILE
OSTBERG is a Swedish company which one of the leading

producers of fans in the world. In the early 1970s, the founder and owner HANS OSTBERG
was one of the inventors of the first centrifugal in-line duct fan in the history,which
HISTORY
In the early 1970s, radial fans were expensive, noisy, and took up a lot of room. Hans Ostberg
envisioned a fan that was effective, easy to install, and required a minimum amount of space. He
pursued this vision and the result was the circular duct fan – an innovation that has now become
a worldwide standard.
A new generation of fans
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Just a few years later came the next revolutionary discovery – the rectangular duct fan. This
fan had an even lower installation height and a higher capacity. Over the years that followed,
Hans Ostberg continued to develop new generations of duct fans with higher capacities, lower
noise levels, better quality and lower prices.
A multi-million dollar business
Ostberg fan production started in 1981 and in less than fifteen years, the business grew
from a small workshop to a multi-million dollar company. Ostberg, works continually to
develop their products. Their innovative power is the driving force in their company and they
consistently to maintain the very best quality on the market
MISSION
 Our goal is to always offer quality products at competitive prices.
VISSION
 Providing healthy indore climate with energy efficient ventilation
Ostberg India Private Limited company got established in 2005 and incorporated on 06
December 2006. It is classified as Subsidiary of Foreign Company and is registered at Registrar
of Companies, Chennai. Its authorized share capital is Rs. 30,000,000 and its paid up capital is
Rs. 29,442,250.It is inolved in Manufacture of Inline Duct Fans and Rotary Heat Exchangers
and other electronic components
Ostberg India Private Limited's Annual General Meeting (AGM) was last held on 28 September
2017 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2017.
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Directors of Ostberg India Private Limited are Ilanseral Ulaharam, Hans Olov Ostberg, Ulf
Peter Niclas Jakobsson.
MANUFACTURING PROCESS OF ROTARY HEAT EXCHANGER:
A thermal wheel consists of a circular honeycomb matrix of heat-absorbing material,

which is slowly rotated within the supply and exhaust air streams of an air-handling system. As
the thermal wheel rotates, heat is picked up from the exhaust air stream in one half of the rotation
and given up to the fresh air stream in the other half of the rotation. Thus waste heat energy from
the exhaust air stream is transferred to the matrix material and then from the matrix material to
the fresh air stream, raising the temperature of the supply air stream by an amount proportional
to the temperature differential between air streams, or "thermal gradient", and depending upon
the efficiency of the device. Heat exchange is most efficient when the streams flow in opposite
directions, since this causes a favourable temperature gradient across the thickness of the wheel.
The principle of course works in reverse, and "cooling" energy can be recovered to the supply air
stream if so desired and the temperature differential allows.
The heat exchange matrix may be aluminium, plastic, or synthetic fiber. The heat exchanger is
rotated by a small electric motor and belt drive system. The motors are often inverter speed-
controlled for improved control of the leaving air temperature. If no heat exchange is required,
then the motor can be stopped altogether.
38
Rotary heat exchangers are the most effective means of transferring heat. No other device can re-
cover as much heat or cold and no other heat exchanger can handle such large air volumes. En-
ergy savings of up to 85% can be achieved.
Regenerative Heat Recovery System
Rotary heat exchangers are an example of regenerative energy recovery systems. They are used
for ventilation and air-conditioning (e.g. for residential buildings, offices, manufacturing facili-
ties, cruise ships) and also in process air systems - namely, wherever it is possible and appropri-
ate to recover heat energy, for example in waste incineration facilities and in food, pharmaceuti-
cals,paperandceramics industries. The possibilities are practically endless.
Depending on their design and on the coating of the storage mass, however, rotary heat
exchangers can also be used for space drying and humidifying and to transfer sensible and latent
heat.
39
How the Storage Mass Works
The heat wheel rotates between two air currents: that of the supply air, which brings external air
inside the building and the exhaust air, which carries ‘used’ indoor air outside. The air from out-
side flows through half the storage mass, while the exhaust air traverses the other half. In this
process, the majority of the exhaust air heat is transmitted to the storage mass.This warmed half
of the wheel continues to rotate until it is in the path of the cooler supply air, to which it trans-
mits its heat. Consequently, the supply air enters the building at a significantly higher tempera-
ture.
40
In the ‘winter’ scenario (where it is cooler outside than inside), the fresh air entering is con-
stantly warmed by the rotary heat exchanger. In the opposite direction, the warm exhaust air
from the room transmits its heat to the storage mass.
In summer, when the system is acting as a cooler, the principle operates in reverse. now the ex-
haust air is cooler than the incoming air. The rotor stores the coolness of the exhaust air and so
cools the warm air entering from outside.
A large wheel being installed in a ventilation and extraction system. The rotor will transfer the
heat energy in the outgoing air to the incoming air. Energy savings of up to 85% can be
achieved.
41
CHAPTER 4
RESEARCH METHODOLOGY
4.1 RESEARCH METHODOLOGY
Definition of Research
42
Research is a process of steps used to collect and analyze information to increase our
understanding of a topic or issue"
- John W. Creswell,
4.2 RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Regarding this project, descriptive research design concern with describing the perception of
each individuals or narrating facts on welfare measures and diagnostic design helps in determine
the frequency with which something occurs or it’s associated with something else. These two
research design help in understand the characteristic in a given situation. Think systematically
about aspects in given situation, offers idea for probe and research help to make certain simple
decision.
DESCRIPTIVE RESEARCH
In this research it deals with descriptive research type. It includes surveys and fact-finding
enquiries of different kinds. The major purpose of descriptive research is description of the state
of affairs as it exists at present.
SAMPLE DESIGN
A sample design is a definite plan determined before any data are actually collected for obtaining
a sample from a given population. Sampling is used to collect data from limited numbers
whereas census is used for large numbers. For the research, sampling method was used.
SAMPLING METHOD
43
In this research systematic sampling method is used to collect the primary data by
using questionnaire.
POPULATION SIZE
The overall population size is 140.
SAMPLE SIZE:
The total number of population is 140. It would be time consuming as well as difficult to
make an interview for all 140 employees with a time limit of six months. So the researcher used
the statistical tool for the determination of the sample size at the confidence level of 95% and
chooses 103 employees as a size of respondent.
4.3 DATA COLLECTION METHOD
Primary Source of Data

Primary data plays an important role where research is being carried out for the first time.
This is the data, which is collected after interacting with people through the use of interviews and
questionnaire forms. Primary data is inferred by statistical analysis and has a clear and precise
structure. Naturally, it enhances the value of the research study and this ensures accurate and
precise findings.
Secondary Source of Data

Secondary data is collected from the existing sources of information such as archive
papers, company records, research material, periodicals, books on the particular topic, among
others. After examining the secondary sources in detail, one can build inferences from the
collected secondary data.
TOOL USED FOR DATA COLLECTION:
44
Questionnaire was used as the tool for date collection
QUESTIONNAIRE
A questionnaire is a schedule consisting of a number of coherent and formulated series of

question related to the various aspects of the under study. In this method a pre – printed list of
question arranged in sequence is used to elicit response from the important.
Types of questions
The following are the types of questions, which are used in research. They are:
a) Open ended question

b) Close ended question
a) Open ended questionnaire:

An open-ended question gives the respondents complete freedom to decide the form
length and detail of the form.
b) Close ended questionnaire:

The close-ended question is of two types they are as follows:
i) Dichotomous question
This type has only two answers in the form of “YES” or “NO”, “TRUE” or “FALSE”
etc…
ii) Multiple – choice question.

In this case the respondents are offered two or more choices and the respondent have to
indicate which is applicable in the following cases.
STATISTICAL TOOLS APPLIED
45
 Percentage Analysis.
 Correlation.
 Weighted average.
 H Test
PERCENTAGE ANALYSIS:
46
Percentage refers to a special kind of ratio. Percentage analysis test is done to find out the
percentage of the response of the respondents. In these tool various percentage are presented by
the way of Bar-diagram, Pie charts in order to have better understanding of the analysis.
FORMULA:
Number of respondents
Percentage = ------------------------------------------------ ×100
Total number of respondent
WEIGHTED AVERAGE:
Mean in which each item being averaged is multiplied by a number (weight) based on the
item's 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. Also called weighted mean.
FORMULA:
Net score = (weight for column ∗ no.of respondents)
Total weight
Net score in %= Net score ∗ 100

Total net score
47
CORRELATION:
A correlation is a single number that describes the degree of relationship between two variables.
FORMULA:
n ( ∑xy )−(∑ x )(∑ y )

r=
√ [n ∑ x ¿−( ∑ x ) ][n∑ y −(∑ y )]¿
2 2 2 2
H Test :
The Kruskal-Wallis test also called H-test. It is done whether samples originate from the same
distribution. It is used for comparing two or more independent samples of equal or different
sample sizes.
FORMULA: H = [12/(N(N+1))*[R12/n1 + R22/n2 + R32/n3]-3(N-1)
48
CHAPTER 5
DATA ANALYSIS AND INTERPRETATION
5. DATA ANALYSIS AND INTERPRETATION
49
PERCENTAGE ANALYSIS
TABLE 5.1 AGE GROUP OF THE RESPONDENTS
AGE GROUPS NO.OF.RESPONDENTS PERCENTAGE (%)
18-25yrs 36 35
26-35yrs 30 29
36-45yrs 825 24
Above 46 12 12
TOTAL 103 100
CHART 5.1
AGE GROUP OF THE RESPONDENTS

40
35
35
30 29
25 24
20
15
12
10
0
18-25yrs 26-35yrs 36-45yrs Above 46
INFERENCE:
From the above table, it is inferred that, 35% of respondents were from the age group of 18-
25yrs, 29% of the respondents were from the age group of 26-35yrs,24% of respondents were
from the age of 36-45yrs , 12% of the respondents were from the age of Above 46.
TABLE 5.2 GENDER OF THE RESPONDENTS

50
GENDER NO.OF.RESPONDENTS PERCENTAGE (%)
MALE 83 81
FEMALE 20 19
TOTAL 103 100
CHART 5.2: GENDER OF THE RESPONDENTS
GENDER
19%
MALE
FEMALE
81%
INFERENCE: From the above table it is inferred that 81% of respondents are Male, and 19% of
respondents are Female.
TABLE 5.3 MARITAL STATUS OF THE RESPONDENTS
51
MARITAL STATUS NO.OF.RESPONDENTS PERCENTAGE (%)
SINGLE 58 56
MARRIED 45 44
TOTAL 103 100
CHART 5.3 MARITAL STATUS OF THE RESPONDENTS
Marital Status
Single
44% Married
56%
INFERENCE: From the above table it is inferred that 56% of respondents are single, and 44%
of respondents are married.
TABLE 5.4 DEPARTMENTS OF THE RESPONDENTS

DEPARTMENT NO.OF.RESPONDENTS PERCENTAGE (%)
52
Production 60 58
Purchase 22 21
Sales 8 8
Finance 5 5
H.R 8 8
TOTAL 103 100
CHART 5.4
DEPARTMENTS OF THE RESPONDENTS
Department
Department
58
21
8
5
P r o d u c ti o n P u r c h ase S al es Fi n an c e HR
INFERENCE:
From the above table, it is inferred that, 58% of respondents belongs to production., 21% of the
respondents belongs to Purchase ,8% of respondents belongs to Sales, 5% of the respondents
belongs to Finance, and 8% of respondents belongs to H.R.
TABLE 5.5 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

QUALIFICATION NO.OF.RESPONDENTS PERCENTAGE (%)
53
DIPLOMO/IT 20 19
UNDER GRADUATE 20 19
POST GRADUATE 15 15
10/12th 47 48
TOTAL 103 100
CHART 5.5 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Educational Qualification
19%
Dip/IT
U/G
P/G
47% 10/12th
19%
15%
INFERENCE: From the above table it is inferred that 19% of respondents are diploma/IT
holders, 19% of respondents are Under graduates, and 15% of respondents are graduates, and
and 47% of respondents are 10th and 12th qualifications.
TABLE 5.6 YEARS OF SERVICE OF THE RESPONDENTS
54
YEARS OF SERVICE NO.OF.RESPONDENTS PERCENTAGE (%)
Below 1yr 20 19
1-5 yr 70 68
5-10 yr 8 8
More than 10yr 5 5
TOTAL 103 100
CHART 5.6 YEARS OF SERVICE OF THE RESPONDENTS
Years of service
5%
8% 19%
Below 1yr
1-5yr
5-10yr
Above 10 yr
68%
INFERENCE: From the above table it is inferred that 19% of respondents have Below 1yr.
experience, 68% of respondents have 1-5 yrs. experience, 8% of respondents have 5-10 yrs.
experience, 5% of respondents have more than 10 yrs. experience.
TABLE 5.7 MONTHLY SALARY OF THE RESPONDENTS
55
SALARY NO.OF.RESPONDENTS PERCENTAGE (%)
Below 10000 48 47
10000-15000 20 9
15000-20000 20 19
More than 20000 15 15
TOTAL 103 100
CHART 5.7 MONTHLY SALARY OF THE RESPONDENTS
MONTHLY SALARY OF THE RESPONDENTS

50
45
40
35
30
25
20
15
10
5
0
Below 10000 10000-15000 15000-20000 More than 20000
MONTHLY SALARY OF THE RESPONDENTS
INFERENCE: From the above table it is inferred that 47% of respondents have the salary of
below 10000, and 19% of respondents have the salary of 10000-15000, 19% of respondents have
the salary of 15000-20000, and finaly only 15% of respondents have the salary of above 20000.
TABLE 5.8 LEARNING OPPORTUNITIES THAT HELPS FOR CARRIER

DEVELOPMENT
56
PARTICULARS NO.OF.RESPONDENTS PERCENTAGE (%)
Strongly Agree 12 12
Agree 12 12
Neutral 28 27
Disagree 32 31
Strongly Disagree 19 18
TOTAL 103 100
CHART 5.8 LEARNING OPPORTUNITIES THAT HELPS FOR CARRIER

DEVELOPMENT
Learning Opportunities helps for carrier develoment

35
31
30
27
25
20 18
15
12 12
10
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Learning Opportunities that helps for carrier develoment
INFERENCE: From the above table it is inferred that 12% of respondents Strongly Agree that
the organizations provides learning opportunities, 12% of respondents Agree , 27% of
respondents are Neutral, 31% of respondents Disagree, and 18% of respondent strongly disagree.
TABLE 5.9 SATISFACTION OF EMPLOYEES ON FRINGE BENEFIT
57
Highly Satisfied 19 18
Satisfied 32 31
Neutral 28 27
Dissatisfied 12 12
Highly Dissatisfied 12 12
TOTAL 103 100
CHART 5.9 SATISFACTION OF EMPLOYEES ON FRINGE BENEFITS
SATISFACTION OF EMPLOYEES ON FRINGE BENEFITS

35
31
30
27
25
20 18
15
12 12
10
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
SATISFACTION OF EMPLOYEES ON FRINGE BENEFIT
INFERENCE: From the above table it is inferred that 18% of respondents are Highly Satisfied
on their fringe benefits provided by the organization, 31% of respondents are Satisfied , 27% of
respondents are Neutral, 12% of respondents are Dissatisfied, and 18% of respondent are Highly
Dissatisfied.
TABLE 5.10SATISFACTION OF EMPLOYEES ON WORKING CONDITIONS
58
Satisfied 32 31
Neutral 22 21
Dissatisfied 11 11
TOTAL 103 100
CHART 5.10 SATISFACTION OF EMPLOYEES ON WORKING CONDITIONS
SATISFACTION OF EMPLOYEES ON WORKING CONDITIONS

35
30
25
20
15
10
0
SATISFACTION OF EMPLOYEES ON WORKING CONDITIONS
on their working conditions, 31% of respondents are Satisfied , 21% of respondents are Neutral,
11% of respondents are Dissatisfied, and 5% of respondent are Highly Dissatisfied on their
working conditions.
59
TABLE 5.11 MOTIVATION IMPROVES THE PRODUCTIVITY OF THE
EMPLOYEES

Agree 32 31
Neutral 22 21
Disagree 11 11
TOTAL 103 100
CHART 5.11 MOTIVATION IMPROVES THE PRODUCTIVITY OF THE

EMPLOYEES
MOTIVATION IMPROVES THE PRODUCTIVITY OF THE

EMPLOYEES
35
30
25
20
15
10
0
MOTIVATION IMPROVES THE PRODUCTIVITY OF THE EMPLOYEES
motivation improves he productivity of the employees, 31% of respondents Agree , 21% of
respondents are Neutral, 11% of respondents Disagree, and only 5% of respondent strongly
disagree
60
TABLE 5.12 EMPLOYEES HAVE THE OPPORUNITY TO TAKE PART WHEN
DECISIONS ARE MADE

Agree 19 18
Neutral 12 12
Disagree 28 27
TOTAL 103 100
CHART 5.12 EMPLOYEES HAVE THE OPPORUNITY TO TAKE PART WHEN

DECISIONS ARE MADE
EMPLOYEES HAVE THE OPPORUNITY TO TAKE PART WHEN

DECISIONS ARE MADE
35
30
25
20
15
10
0
EMPLOYEES HAVE THE OPPORUNITY TO TAKE PART WHEN DECISIONS ARE MADE
the employees have the opportunity to take part when decisions are made , 18% of respondents
Agree , 12% of respondents are Neutral, 27% of respondents Disagree, and only 12% of
respondent strongly disagree
61
TABLE 5.13 EMPLOYEES ARE FACING WORK PRESSURE FROM THE SUPERIOR
DURING THE WORK

Strongly Agree 5 5
Agree 11 11
Neutral 33 32
Disagree 32 31
TOTAL 103 100
CHART 5.13 EMPLOYEES ARE FACINGWORK WORK PRESSURE FROM THE

SUPERIOR DURING THE WORK
EMPLOYEES ARE FACINGWORK WORK PRESSURE FROM THE

SUPERIOR DURING THE WORK
35
32
31
30
25
21
20
15
11
10
5
5
0
EMPLOYEES ARE FACINGWORK WORK PRESSURE FROM THE SUPERIOR DURING THE WORK
INFERENCE: From the above table it is inferred that only 5% of respondents Strongly Agree
that the employees are facing work pressure from the superiors during the work, and 11% of
respondents Agree , 32% of respondents are Neutral, 31% of respondents Disagree, and only
21% of respondent strongly disagree.
62
TABLE 5.14 ORGANIZATION PROVIDES VACATIONS / TOUR FOR MOTIVATING
EMPLOYEES

Strongly Agree 8 8
Agree 12 12
Neutral 30 29
Disagree 33 32
TOTAL 103 100
CHART 5.14 ORGANIZATION PROVIDES VACATIONS / TOUR FOR MOTIVATING

EMPLOYEES
ORGANIZATION PROVIDES VACATIONS / TOUR FOR MO-

TIVATING EMPLOYEES
35
30
25
20
15
10
0
ORGANIZATION PROVIDES VACATIONS / TOUR FOR MOTIVATING EMPLOYEES
that the vacations and tours are provided to motivate employees, and 12% of respondents
respondent strongly disagree.
63
TABLE 5.15 ORGANIZATION PROVIDES THE RESOURCES WE NEED
(TOOLS,EQUIPMENTS..etc..)TO DO OUR JOB EFFECTIVELY

Agree 33 32
Neutral 32 31
Disagree 11 11
TOTAL 103 100
CHART: 5.15 ORGANIZATION PROVIDES THE RESOURCES WE NEED

(TOOLS,EQUIPMENTS..etc..)TO DO OUR JOB EFFECTIVELY
ORGANIZATION PROVIDES THE RESOURCES WE

NEED(TOOLS,EQUIPMENTS..etc..)TO DO OUR JOB EF-
FECTIVELY
35 32 31
30
25 21
20
15 11
10
5
5
0
ORGANIZATION PROVIDES THE RESOURCES WE NEED(TOOLS,EQUIPMENTS..etc..)TO DO OUR JOB EFFECTIVELY
that the organization provides the resources what the employees need to do their job effectively,
and 32% of respondents Agree , 31% of respondents are Neutral, 11% of respondents Disagree,
and only 5% of respondent strongly disagree.
64
TABLE 5.16 ORGANIZATION OFFERS ME OPPORTUNITY TO GROW AND
LEARN

Agree 19 18
Neutral 12 12
Disagree 28 27
TOTAL 103 100
CHART:5.16 ORGANIZATION OFFERS ME OPPORTUNITY TO GROW AND

LEARN
ORGANIZATION OFFERS ME OPPORTUNITY TO GROW AND

LEARN
35
31
30 27
25
20 18
15 12 12
10
5
0
ORGANIZATION OFFERS ME OPPORTUNITY TO GROW AND LEARN
that the organization offers the opportunity to grow and learn, and 18% of respondents Agree ,
12% of respondents are Neutral, 27% of respondents Disagree, and only 12% of respondent
strongly disagree.
65
TABLE 5.17 SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT
PROVIDED TO THE EMPLOYEES

Satisfied 30 29
Neutral 20 19
Dissatisfied 12 12
TOTAL 103 100
CHART 5.17SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT
SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT

35
32
30 29
25
20 19
15
12
10 8
0
SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT PROVIDED TO THE EMPLOYEES
on the salary and increment provided, 29% of respondents are Satisfied , 19% of respondents are
Neutral, 12% of respondents are Dissatisfied, and 8% of respondent are Highly Dissatisfied on
the salary and increment provided.
66
TABLE 5.18 SATISFACTION OF EMPLOYEES ON REWARD SYSTEM
Satisfied 33 32
Neutral 22 21
Dissatisfied 11 11
TOTAL 103 100
CHART 5.18 SATISFACTION OF EMPLOYEES ON REWARD SYSTEM
SATISFACTION OF EMPLOYEES ON REWARD SYSTEM

35
30
25
20
15
10
0
SATISFACTION OF EMPLOYEES ON REWARD SYSTEM
on the Reward System p followed by the organizations, 32% of respondents are Satisfied , 21%
of respondents are Neutral, 11% of respondents are Dissatisfied, and 5% of respondent were
Highly Dissatisfied.
67
TABLE 5.19 SATISFACTION OF EMPLOYEES ON HR POLICY FOLLOWED BY
THE ORGANIZATION
Satisfied 32 31
Neutral 28 27
Dissatisfied 12 12
TOTAL 103 100
CHART 5.19 SATISFACTION OF EMPLOYEES ON HR POLICY FOLLOWED BY
THE ORGANIZATION
SATISFACTION LEVEL OF EMPLOYEES ON HR POLICY

FOLLOWED BY THE ORGANIZATION
35
31
30
27
25
20 18
15
12 12
10
0
SATISFACTION LEVEL OF EMPLOYEES ON HR POLICY FOLLOWED BY THE ORGANIZATION
on the HR policy followed by the organizations, 31% of respondents are Satisfied , 27% of
respondents are Neutral, 12% of respondents are Dissatisfied, and 12% of respondent were
68
TABLE 5.20 DOES THE MANAGEMENT SATISFIES EMPLOYEES GRIEVENCE
Satisfied 22 21
Neutral 32 31
Dissatisfied 11 11
TOTAL 103 100
CHART 5.20 DOES THE MANAGEMENT SATISFIES EMPLOYEES GRIEVENCE
DOES THE MANAGEMENT SATISFIES EMPLOYEES GRIEVENCE

35
32
31
30
25
21
20
15
11
10
5
5
0
DOES THE MANAGEMENT SATISFIES EMPLOYEES GRIEVENCE
on the management satisfying employees grievance, 21% of respondents are Satisfied , 31% of
69
TABLE 5.21 SATISFACTION OF EMPLOYEES ON TRAINING AND DEVELOPMENT
ROGRAMMES
Satisfied 30 29
Neutral 20 19
Dissatisfied 12 12
TOTAL 103 100
CHART 5.21 SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT
SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT

35
32
30 29
25
20 19
15
12
10 8
0
SATISFACTION OF EMPLOYEES ON SALARY AND INCREMENT PROVIDED TO THE EMPLOYEES
on the Training and Development programmes provided by the organizations, 29% of
respondents are Satisfied , 19% of respondents are Neutral, 12% of respondents are Dissatisfied,
and 8% of respondent were Highly Dissatisfied.
70
TABLE 5.22 WHAT MOTIVATES THE EMPLOYEES MORE FOR PERFORMING
THE WORK EFFECTIVELY
REWARDS 33 32
APPRECIATION 22 21
INCREMENT 32 31
PROMOTION 11 11
RECOGNITION 5 5
TOTAL 103 100
CHART 5.22 WHAT MOTIVATES THE EMPLOYEES MORE FOR PERFORMING
WHAT MOTIVATES THE EMPLOYEES MORE FOR PERFORMING

35
32
30 29
25
20 19
15
12
10 8
0
REWARDS APPRECIATION INCREMENT PROMOTION RECOGNITION
WHAT MOTIVATES THE EMPLOYEES MORE FOR PERFORMING THE WORK EFFECTIVELY
INFERENCE: From the above table it is inferred that 29% of respondents are Motivated by
Rewards provided in the organization, 19% of respondents supports appreciation, 32% of
respondents supports Increment , 12% of respondents supports Promotion, and 8% of respondent
supports Recognition .
71
WEIGHTED AVERAGE
To find out the overall satisfaction level of the employees .
Table for Perception of employees over the satisfaction level .
Questions 1 2 3 4 5
Satisfaction level towards the 28 32 19 12 12

training provided by the
organization (X1)
Satisfaction level towards the 32 33 22 11 5

Reward system in the
organization(X2)
Satisfaction level towards the HR 19 32 28 12 12

policy system in the
organization(X3)
Current motivation factor that exist 30 33 20 12 8

in the organization (X4)
72
Rank 1 2 3 4 5
Weight(W) 5 4 3 2 1
X1 WX1 X2 WX2 X3 WX3 X4 WX4
32 160 33 165 32 160 33 165
28 112 32 128 28 112 30 120
73
19 57 22 66 19 57 20 60
12 24 11 22 12 24 12 24
12 12 5 05 12 1 8
∑WX1=365 ∑WX2=386 ∑WX3=354 ∑WX4=377
∑W = (5+4+3+2+1)=15
WEIGHTED AVERAGE = ∑WXI
∑W
(Where i=1,2,3,4....)
W1= 365/15= 24.33
W2= 386/15= 25.73
W3= 354/15= 23.6
W4= 377/15= 25.13
74
Questions WEIGHTED RANK
AVERAGE
Satisfaction level towards the 24.33 3

training provided by the
organization (X1)
Satisfaction level towards the 25.73 1

Reward system in the
organization(X2)
Satisfaction level towards the HR 23.6 4

policy system in the
organization(X3)
Current motivation factor that exist 25.13 2

in the organization (X4)
75
CONCLUSION:
The sum concluded that most of the respondents rated for the Satisfaction level towards the
Reward system in the organization (X2) is 25.73, next preference Current motivation factor that
exist in the organization (X4) is 25.13,next were Satisfaction level towards the training
provided by the organization (X1) is 24.33and finally , next is Satisfaction level towards the
HR policy system in the organization(X3)is 23.6
CORRELATION
To find out the correlation between the organization providing the training and development
programmes and the satisfaction level of the employees towards the training and development.
Table for rating the training and development programmes provided by the organization
Question Strongly Agree Neutral Disagree Strongly
76
agree disagree
Organization 33 30 20 12 8
providing training
and development
programmes
Table for rating the satisfaction level of the employees towards the training and
development programmes provided by the organization
Question Strongly Agree Neutral Disagree Strongly

agree disagree
satisfaction level of 28 32 19 12 12
the employees
towards the training
and development
programmes provided
by the organization
77
satisfaction level of Organization providing
the employees towards training and development
the training and programmes (Y)
development
programmes provided
by the organization
(X)
28 33
32 30
19 20
12 12
12 8
X Y X2 Y2 XY
28 33 784 1089 924
32 30 1024 900 960
19 20 361 400 380
12 12 144 144 144
12 8 144 64 96
∑X =103 ∑y =103 ∑X2=2457 ∑Y2 =2597 ∑XY=2504
78
Formula:
r = n (∑XY) - (∑X) (∑y)
√[n∑X2-(∑X2)]- ∑X2[n∑Y2-(∑Y2)]
n ( ∑xy )−(∑ x )(∑ y )

r=
√ [n ∑ x ¿−( ∑ x ) ][n∑ y −(∑ y )]¿
2 2 2 2
r= 5 (2504)-( 103)(103)
√ [5(2457) – (103)2] [5(2597) – (103)2]
r = 0.722
79
Conclusion:-
The variables of the satisfaction level of the employees towards the training and
development program provided by the organizations are positively correlated.
H-TEST
To determine the respondents satisfaction towards the grievance settlement.
FORMULATION OF HYPOTHESIS:
80
NULL HYPOTHESIS (H0): Respondents perceptions towards motivations and job satisfaction
is considered as the same
ALTERNATE HYPOTHESIS (H1): Respondents perceptions towards motivations and job

satisfaction is not considered as the same
Level of Significance; 5%
TEST STATISTIC:
SAMPLE I 32 19 12 28 12
SAMPLE II 20 30 33 12 8
SAMPLE III 12 28 32 19 12
FORMULA:
H = [12/(N(N+1)) *[R12/n1 + R22/n2 + R32/n3]-3(n+1)
= 12/15(15+1) *[(38)2/5 + (39)2/5 + (38.5)2/5]-3(15+1)
= 0.3145<5.991
DEGREE OF FREEDOM:
= K-1
= 3-1
=2
TABULATED VALUE:
81
Table value at 5% level of significance = 5.991
Calculated value < table value which is 0.3145 < 5.991
Hence, Ho is accepted.
Respondents perceptions is considered as the same
INFERENCE:
Since the alternative hypothesis is accepted, it is concluded that, respondents perceptions
towards motivations and job satisfaction is accepted.
82
CHAPTER-6
CONCLUSIONS
83
6.1 Findings
1. From the avove inference 35% of respondents were from the age group of 18-25yrs, 29% of
the respondents were from the age group of 26-35yrs ,24% of respondents were from the age of
36-45yrs , % of the respondents were from the age of Above 46.
2. From the above inference it is inferred that 81% of respondents are Male, and 19% of
respondents are Female
3. From the above inference it is inferred that 56% of respondents are single, and 44% of
respondents are married.
4. From the above inference, it is inferred that, 58% of respondents belongs to production., 21%
of the respondents belongs to Purchase ,8% of respondents belongs to Sales, 5% of the
respondents belongs to Finance, and 8% of respondents belongs to H.R.
5.From the above inference it is inferred that 19% of respondents are diploma/IT holders, 19% of
respondents are Under graduates, and 15% of respondents are graduates, and and 47% of
respondents are 10th and 12th qualifications.
6.From the above table it is inferred that 19% of respondents have Below 1yr. experience, 68%
of respondents have 1-5 yrs. experience, 8% of respondents have 5-10 yrs. experience, 5% of
respondents have more than 10 yrs. Experience
7. From the above table it is inferred that 47% of respondents have the salary of below 10000,
and 19% of respondents have the salary of 10000-15000, 19% of respondents have the salary of
15000-20000, and finaly only 15% of respondents have the salary of above 20000.
84
8. From the above table it is inferred that 12% of respondents Strongly Agree that the
organizations provides learning opportunities, 12% of respondents Agree , 27% of respondents
are Neutral, 31% of respondents Disagree, and 18% of respondent strongly disagree..
9. From the above table it is inferred that 18% of respondents are Highly Satisfied on their fringe
benefits provided by the organization, 31% of respondents are Satisfied , 27% of respondents are
Neutral, 12% of respondents are Dissatisfied, and 18% of respondent are Highly Dissatisfied.
10. From the above table it is inferred that 32% of respondents are Highly Satisfied on their
working conditions, 31% of respondents are Satisfied , 21% of respondents are Neutral, 11% of
respondents are Dissatisfied, and 5% of respondent are Highly Dissatisfied on their working
conditions.
11. From the above table it is inferred that 32% of respondents Strongly Agree that motivation
improves he productivity of the employees, 31% of respondents Agree , 21% of respondents are
Neutral, 11% of respondents Disagree, and only 5% of respondent strongly disagree
12. From the above table it is inferred that 31% of respondents Strongly Agree that the
employees have the opportunity to take part when decisions are made , 18% of respondents
13.From the above table it is inferred that only 5% of respondents Strongly Agree that the
employees are facing work pressure from the superiors during the work, and 11% of respondents
14. From the above table it is inferred that only 8% of respondents Strongly Agree that the
vacations and tours are provided to motivate employees, and 12% of respondents Agree , 29%
85
of respondents are Neutral, 32% of respondents Disagree, and only 19% of respondent strongly
disagree.
15. : From the above table it is inferred that only 21% of respondents Strongly Agree that the
organization provides the resources what the employees need to do their job effectively, and 32%
of respondents Agree , 31% of respondents are Neutral, 11% of respondents Disagree, and only
5% of respondent strongly disagree.
16. From the above table it is inferred that only 31% of respondents Strongly Agree that the
organization offers the opportunity to grow and learn, and 18% of respondents Agree , 12% of
respondents are Neutral, 27% of respondents Disagree, and only 12% of respondent strongly
disagree.
17. From the above table it is inferred that 32% of respondents are Highly Satisfied on the salary
and increment provided, 29% of respondents are Satisfied , 19% of respondents are Neutral, 12%
of respondents are Dissatisfied, and 8% of respondent are Highly Dissatisfied on the salary and
increment provided.
18. From the above table it is inferred that 31% of respondents are Highly Satisfied on the
Reward System p followed by the organizations, 32% of respondents are Satisfied , 21% of
19. From the above table it is inferred that 18% of respondents are Highly Satisfied on the HR
policy followed by the organizations, 31% of respondents are Satisfied , 27% of respondents are
Neutral, 12% of respondents are Dissatisfied, and 12% of respondent were Highly Dissatisfied.
management satisfying employees grievance, 21% of respondents are Satisfied , 31% of
86
Training and Development programmes provided by the organizations, 29% of respondents are
Satisfied , 19% of respondents are Neutral, 12% of respondents are Dissatisfied, and 8% of
respondent were Highly Dissatisfied
22. From the above table it is inferred that 29% of respondents are Motivated by Rewards
provided in the organization, 19% of respondents supports appreciation, 32% of respondents
supports Increment , 12% of respondents supports Promotion, and 8% of respondent supports
Recognition.
23. Since the alternative hypothesis is accepted, it is concluded that, respondents perceptions
towards motivations and job satisfaction is accepted.
87
6.2 Suggestions
1. In training programmes practical sessions and motivating factors must receive greater
emphasize.
2. The management may enhance the frequency of employee’s feedback on their performance.
3. The employees should also participate in decision-making.
4.Recognition should be given for the work to motivate the employees.
5.Flexible shift timing should be provided to the employees in order to perform effectively.
88
6.4 Conclusions
The study Concludes that the organizational motivation has a great impact on employee’s job
satisfaction .The management may encourage all the employees to participate in decision-making
process. The study about the organizational culture and behavior on employees reveals that the
workers were satisfied with their ability, co-operation, team work, involvement, supervisors,
utilization of their skills and rewards etc. They are highly satisfied with the current culture of
Reliance General Insurance. Because of this favorable culture the employees’ show positive
behavior’s like high involvement, highly commitment to the organization, highly motivated and
highly flexible to the organizational changes etc.
89
90
CHAPTER-7
BIBLIOGRAPHY
91
BIBLIOGRAPHY
 Armstrong, Michael. (2006). A Handbook of Human Resource Management Practice

 Aswathappa k. (2003). Human Recourse & Management.
 Baron, R. A. (2003). Behaviour in organisations.
 Boone, C.W. (1978), “The relationship between job characteristics, role conflict, role
ambiguity, internal locus of control, and job satisfaction.
 Bourantas, D. and Papalexandris, N. (2009), “Personality traits discriminating between
employees.
 Bull, I. H. F. (2005). The relationship between job satisfaction and organizational
commitment .
 Burgess, S., Ratto, M. (2003). ―The Role of Incentives in the Public Sector: Issues and
evidence,
 Burke, R. (1970). Occupational and life strains, satisfaction, and mental health. Journal of
Business Administration
92
WEBSITES:
❖ www.tradeindia.com
❖ www.wikipedia.com
❖ www.scribd.com
❖ www.zaubacorp.com
❖ www.sagejournals.com
❖ www.ostberg.com
93
QUESTIONNAIRE
A STUDY ON EMPLOYEE MOTIVATION AND SATISFACTION
Dear Sir/ Madam,

I am Naveen kumar pursuing final year MBA in Apollo Engineering College. As part of
my MBA curriculum, I am doing the project on “ A STUDY ON EMPLOYEE
94
MOTIVATION AND JOB SATISFACTION” I kindly request you to help me in the study by
answering the questions below. Data collected from you will be kept highly confidential & will
not be disclosed to anyone at any cost .It is purely for academic purpose.
Demographic profile:
1. Age:
 18-25  26-35  35-45 46 above
2. Gender: Male Female
3. Designation:
 Manager  Supervisor  Worker  Housekeeping
4. Educational Qualification:
 Diploma/IT  U/G P/G  10/+12
5. Department:
 Production  Purchase sales
 Finance
  Human Resource
6. Years of service:
Less than 1yr 1-5yr
 5-10yr
 above
 10yr
7. Monthly Salary:
Less than 10,000  Rs.10,000-15,000
Rs.15,000-20,000 Above
 20,000
8. Marital status
Single Married

9. Do you think your job has enough learning opportunities that will help you in carrier
development?
Strongly agree  Agree  Neutral  Disagree  Strongly disagree
10. Describe the level of satisfaction with the Fringe benefits provided by the organization.
 Highly Satisfied  Satisfied  Neutral  dissatisfied  Highly dissatisfied
95
11. Are you satisﬁed with your working conditions and working environment.
 Highly Satisfied  Satisfied  Neutral  dissatisfied  Highly dissatisfied
12. Do you agree that motivation improves the productivity of the employees?
13. I have the opportunity to take part when decisions are made.
14. I am facing high work pressure from my superior during the work time.
15. Does management provides vacation/ tours for motivating employees?

16. The supervisor regularly lets me know what is expected of me in doing my job effectively
17. Organization provides the resources I need (equipment, materials, information, etc.) to do my
job effectively.
18. The organization offers me opportunities to grow and learn new skills.
19. Flexible shift timing is available?

Yes  No
20.Are you satisfied with the salary and increment provided to you?
Highly Satisfied  Satisfied  Neutral Dissatisfied
  Highly dissatisfied
96
21. Are you satisfied with the organisation in providing training and development programes ?
22. State the level of satisfaction towards training provided by organization

23. Management gives me the individual help and support I need to do my job effectively.
24. Are you satisfied with the reward system ?

25.Supervisor supports and involves himself in production process?

26. . Are you satisfied with the HR policy of the organization.

27.Does the management satisfies the labor grievance ?

28. What really motivates you in performing your work more effectively?
Rewards  Appreciation  Increment  Promotion  Recognition
29. Rate the current motivation factor that exist in your organization
30. Suggest your opinion for increasing job satisfaction

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“A STUDY ON EMPLOYEE MOTIVATION AND JOB SATISFACTION”

OSTBERG INDIA PVT LTD

APOLLO ENGINEERING COLLEGE

FACULTY OF MANAGEMENT SCIENCE

In partial fulfillment of the requirement

MASTER OF BUSINESS ADMINISTRATION

This is to certify that this training report entitled “ A STUDY ON EMPLOYEE

Faculty guide Head of the department

Submitted project report and viva examination held on ______________

Internal Examiner External Examiner

I hereby declare that the project report entitled “ A STUDY ON EMPLOYEE

CHENNAI, submitted to APOLLO ENGINEERING COLLEGE, is partial fulfillment of the

degree, associate ship, fellowship, diploma or any other similar title.

PLACE: Chennai Signature of the student

DATE: NAVEEN KUMAR.T

I am indebted to our chairman for providing excellent environment and infrastructure at

I have a great pleasure in expressing my sincere and profound thanks to

I express my gratitude to Mr. ILLANSERAL ULA ,Managing Director and

CHAPTER PARTICULARS PAGE NO.

1.1 Introduction of the study 2

1.2 Statement of the problem 13

1.3 Need for the study 14

1.4 Scope for the study 15

1.5 Objective of the study 16

1.6 Limitations of the study 17

II REVIEW OF THE LITERATURE 19

3.1 Industry profile 23

3.2 Company profile 25

4.2 Sampling design 31

4.3 Method of data collection 33

4.4 Tools for analysis 34

V DATA ANALYSIS AND INTERPRETATION 37

 Motivation is a process that starts with a physiological or psychological deficiency or

need that activates behavior or a drive that aimed at a goal or an incentive.

direction you want them to go in order to achieve a result” - Armstrong

 "Psychological forces that determine the direction of a person's behavior in an

For example, To establish compensation systems, employee performance appraisal systems,

Basics about Job Satisfaction

Motivation is a very important for an organization because of the following

➢ Puts human resources into action

 Improves level of efficiency of employees

✓ Reducing cost of operations, and

✓ Improving overall efficiency.

✓ There is best possible utilization of resources,

✓ There is a co-operative work environment,

✓ The employees are goal-directed and they act in a purposive manner,

✓ Goals can be achieved if co-ordination and co-operation takes place

 Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be

✓ Monetary and non-monetary incentives,

✓ Promotion opportunities for employees,

✓ Disincentives for inefficient employees.

✓ Industrial dispute and unrest in employees will reduce,

✓ This will result in profit maximization through increased productivity.

 Leads to stability of work force

What motivates employees?

2. Growth: Feeling that they are growing and developing personally

2) Motivation is goal directed.

5) Once the employee have received either rewards or punishments.

6) They reassess their needs.

The Role of Motivation:

Why do we need motivated employees?

 Motivated employees are needed in our rapidly changing workplaces.