A STUDY ON EMPLOYEE MOTIVATION

CHAPTER 1

1. INTRODUCTION TO HRM

Human resource management (HRM or HR) is the management of human resources. It

is designed to maximize employee performance in service of an employee’s strategic
objectives. HR is primarily concerned with the management of people within
organization, focusing on policies of an system.HR departments are possible for
overseeing employee benefits design, employee recruitment, training, and development
performance appraisal, and rewarding (e.g., managing pay and benefit system). HR also
concerns itself with organizational change and industrial relations that is, the balancing
of organizational practices and requirement arising from collective bargaining and form
governmental loss. HR is a product of the human relations movement of the early 20th
century when researchers began to document the ways of creating business values
through the strategic management. It was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company
consolidation, technological advances, and further research, HR as of 2015 focuses on
strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labor relation, and diversity and inclusion.

Human resource is a business field focusing on maximizing employee productivity.

Human resources professionals manage the human capital of an organization and focus
on implementing policies and processes. They can be specialists focusing on recruiting,
training, employee relations or benefits. Recruiting specialists are in charge of finding
and hiring top talent. Training and development professional ensure that employees are
trained and have continuous development.

1.1 Employee motivation

Employee motivation is the level of energy, commitment, and creativity that a

company’s workers bring to their jobs. Whether the economy is growing or shrinking,
finding ways to motivate employees is always a management concern. Competing
theories stress either incentives or employee involvement (empowerment).
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization. Issuance of well-
conceived instructions and orders does not mean that they will be followed. A manager
has to make appropriate use of motivation to enthuse the employees to follow them.
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Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.

To motivate workers to work for the organizational, goals, the managers must determine
the motives or needs of the workers and provide an environment in which appropriate
incentives are available for their satisfaction. If the management is successful in doing
so; it will also be successful in increasing the willingness of the workers to work. This
will increase efficiency and effectiveness of the organization. There will be better
utilization of resources and workers abilities.

1.1.1 Meaning of employee motivation

Motivation is nothing but it is a systematic process of encouraging the employees by

considering different models in view of making them to complete any kind of work
within time

1.1.2 Definition of employee motivation

According to Dalton E. McFarland, “The concept of motivation is mainly

psychological. It related to those forces are many and keep changing with time motives
are invisible and directed towards certain goals

1.2 Types of factors

Financial incentives

 Wages
 Salary
 Bonus
 Profit sharing
 Insurance
 Housing facility
 Medical reimbursement

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Non-financial incentives

 Job security
 Performance Appraisal
 Participation
 Delegation of authority
 Status and pride
 Work environment

1.3 Theories of motivation

1.3.1 Abraham Maslow’s need hierarchy

Abraham Maslow’s widely acknowledged need hierarchy theory evolved in 1940’s

holds good even today for having a good understanding of human motivation. The
theory of tremendous effect on modern management approach to motivation. Basing
upon his experience of human behaviour. Maslow concluded that a person’s
motivational needs can be put in a hierarchical order.

Maslow’s founds five level in his need hierarchy.

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Physiological needs
Basic needs food, drink, shelter, clothing while motivating employees. These needs
once fulfilled no longer motive. However, existence of these needs largely employee’s
performance.

Safety
It is human nature to feel safe and secure everywhere personal security, financial
security, job security, misfortune etc. such needs are generally met by safety laws,
measure of social security.

Social Needs
After physiological and safety needs are fulfilled, the third level of human needs is
interpersonal and involves feelings of belongingness. Love, friendship, Affection

Esteem needs
These needs are reflected in our desire for status and recognition, respect and prestige in
the work group or workplace. Human beings strongly want for power, authority,
achievement, and high status that give him reputation and esteems in the society.

Self-actualization
It is the higher order need in Maslow’s need hierarchy. It is a desire to become what one
wants in life. The need to lead a meaningful and satisfied life belongs to this level. A
sense of self-fulfilment motivates a person to do higher achievements.

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1.3.2 Fredrik Herzberg

Fredrik Herzberg that there are certain factors in the workplace that there are two factors

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Hygiene factors

 Working condition
 Salary and job status
 Security
 Company policy

Motivate factors

 Achievement
 Recognition
 Promotion
 Responsibility

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1.3.3 McClelland’s
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Need for achievement

These kind of employees always challenging assignments something difficult attain
high standard of success

Need for affiliation

Desire to form close personal relationship and friendships, avoid conflicts

Need for power

Desire to influence or control others, be responsible and have authority over others

1.4 Process of motivation

 Identification of need
 Tension
 Goals

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1.5 Types of motivation

Intrinsic motivation
Intrinsic motivation means that the individual's motivational stimuli are coming from
within. The individual has the desire to perform a specific task, because its results are in
accordance with his belief system or fulfills a desire and therefore importance is
attached to it

 Acceptance
 Honor
 Independence

Extrinsic motivation
Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside
source. Note that even though the stimuli are coming from outside, the result of
performing the task will still be rewarding for the individual performing the task

 Employee of month award

 Benefit packages
 Bonuses
 Organized activities

1.6 Significance of motivation

Motivation involves getting the members of the group to pull weight effectively, to
give their loyalty to the group, to carry out properly the purpose of the organization.
The following results maybe expected if the employees are properly motivated.

 The workforce will be better satisfied if the management provides them with
opportunities to fulfil their physiological and psychological needs. The
workers will cooperate voluntarily with the management and will contribute
their maximum towards the goals of the enterprise.

 Workers will tend to be as efficient as possible by improving upon their skills

and knowledge so that they are able to contribute to the progress of the
organization. This will also result in increased productivity.

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1.7 Importance of motivation

 It leads to high level performance of organization

 Improvement of skills and knowledge
 Drives to the best result of goals
 To increase the confidence level of the employee
 Improves relation between manager and employees

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 CHAPTER 2

2. Review of Company

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Established in 1990 and headquartered at Bangalore, DTDC has 7 Zonal offices, 20

strategically located Regional Offices and over 430 operating facilities spread across
India. DTDC has now embarked upon its journey of transforming its identity from an
Express Document Player to an Integrated Parcels driven business through its strategic
partnership with Geopost's DPD group - Europe's second largest Parcels Delivery
player. The brand name is now being re-christened to DTDC Express Limited as the
company focuses to enhance their expertise in the logistics sector under their Vision
2020 program. The strategy behind the repositioning of the brand is to project DTDC as
a complete express logistics player that delivers significant value in the markets that it
operates in across the globe. DTDC Express Limited has its presence in more than 500
district headquarters through its large network of more than 10500 franchisees and
extends services to over 10,500 Pin codes while handling more than 12 million
shipments every month.
DTDC Express Limited also has a significant global footprint and services 240
international locations including USA, UK, Canada, UAE, Hong Kong, Australia,
China and all Asian countries, through its own operations, joint ventures and business
associates. A key part of the success of DTDC’s network is the contribution of its
people. It comprises of a family of 35,000 people including employees, franchisees and
their associates who are committed to its spirit of service.

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2.1 Our journey

DTDC’s journey through the years has been full of milestones, growth and pushing the
boundaries often. With many firsts to its credit, DTDC has constantly strived to not just
grow as an organization but also set an industry benchmark. A small glimpse of our
journey thus far, is as below:

 1990: Inception of DTDC by CMD; Incorporated as Private Limited Company

1994: Converted as Public Limited Company

 2000: First overseas expansion in the US, UK and Dubai 2003: Revenue crossed
the 100-cr. Mark

 2005-06: Private equity investment in DTDC by Reliance ADAG 2007:

Revenue crossed the 200-cr. Mark

 2008: Introduction of Premium Express Products (PEP) portfolio

 2009-10: DTDC's Supply Chain Solutions division was launched with a special
focus on providing Cargo Services via surface, air and rail modes.

 2010: DTDC Retail Ltd. was launched in 2010. Under its aegis, DTDC Retail
Ltd. set up DTDC New World that operates a chain of convenience retail stores
that endeavours to create a world of convenience by providing a bouquet of
services to make customer’s lives easy.

 2012: DTDC acquires a majority stake in Eurostar Express of UAE - first

international acquisition by an Indian express company

 2013: DTDC enters into strategic partnership with Europe’s leading logistics
player ‘Geopost’, the Express arm of La Poste Group, for extensive penetration
into key markets across the world.

DTDC launched its specialist logistics company for e-commerce - DotZot - the 1st pan
India e-commerce delivery network. DTDC acquired the Bangalore-based freight
forwarding company Nikkos Logistics Pvt Ltd to enhance its freight presence globally

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  2014: DTDC undertakes an organization-wide Business Transformation
Program, with its Engagement Partner IBM on its 25th year

 2015: DTDC launched the new brand identity through a strategic partner – DPD
group. The brand name is re-christened to DTDC Express Limited (formerly
known as DTDC Courier & Cargo Ltd.) along with a new Cobranded identity
DTDC sets up its first state-of-the-art automated hub at Hyderabad, followed by
Delhi.
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2.2 Vision

To be India's Preferred Express Parcel Service Provider with a Special Consumer (2C)
Focus.

2.3 Mission

Delivering Value to all our Stakeholders and at all touch points.

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2.4 Strategic Intent & Core Values

Strategic Intent
DTDC’s current strategy in keeping with its Mission 1000 and Vision 2020 is to
consolidate its current position and constantly introduce new services and products that
are relevant to the needs of our consumers. We are not satisfied with just being the
largest delivery network in the country. We wish to go deeper and triple our network
within the country. To face competition, DTDC is heavily investing in technology,
infrastructure, brand development and network expansion. A three year program that
started last year, involves an investment of over Rs.25 crores in brand building and a
complete upgrade and standardization of all DTDC outlets.

In the last 26 years, DTDC has seen an exponential growth in its Express business and
has become a leading brand and a household name in the country. DTDC’s road map
for growth aspires toward a Rs.5000-crore company from the present level by 2020. To
achieve this, different SBUs have been formed with clear focus on their respective
functions. Every SBU will add more value-added products for the growing needs of the
Indian corporate and retail consumers.
The Domestic Division as an SBU will remain as the mainstay with all its value-added
products. More innovative products will be launched periodically. In addition to our
current formidable reach, expansion of branches and franchisee network in all districts
and taluks (administrative division in some South Asian countries, including India and
applicable to the suburbs or rural areas) of ‘B’ and ‘C’ category cities is a strategic
direction. The plan is being systematically executed to reach the targeted figure of
20,000 franchises in India in 2020.
DTDC understands that in the next ten years the lives of people are going to be different
with more access to money but less time to spare for themselves and their family.
Consumers will, therefore, look for service providers who can help them do more in life
in the same amount of time. Only the organized sector can provide all such inclusive
services under one roof backed up by an extensive and dependable network coupled
with speed of delivery – that is where DTDC with its unique strengths provides reliable
solutions. DTDC, through its Retail Division SBU is opening Service Super Malls
through which various services and products will be extended to customers to help them
save and make time for their families and themselves. Our vision is to make life easy for
people in the years to come. Consequently, retail outlets are being expanded
aggressively and over 60 Multi Service Stores have been opened so far under the brand
name ‘DTDC New World’. DTDC plans to open over 500 such stores in strategic
locations in the next 3 – 4 years in different parts of the country. International Division
as an SBU will strategically focus on in-bound shipments from all over the world
through DTDC’s own offices abroad, international franchises, JVs and associates and
effectively distribute through its own network in India. For this purpose, new
international franchisees are being aggressively appointed in major countries of the

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world. DTDC has plans of major acquisitions for inorganic growth. The company has
set up 50:50 JV in Singapore and Hong Kong with Donald Tay, ex CEO and President
of DPEX, a subsidiary of Qantas Airlines, and a JV in Dubai. Supply Chain Solutions
has been identified as another SBU and a growth driver. Plans are underway to expand
new routes through continuous research. A large number of SCS offices have already
been opened across India. This SBU is being run by experienced people and continuous
training is being imparted to improve their efficiency. Freight Forwarding SBU is
another area of growth. Key people from the industry have been recruited to spearhead
this vertical. DTDC Institute of Supply Chain Management (DISCM) concentrates on
Training and Development of not only internal staff but also anyone who would like to
be trained in the Supply Chain and Logistics space.

2.5 Brand Building

Brand Building In recent times, building a powerful brand and connecting with its
customer base more effectively has been one of DTDC’s focus areas. As we grow
geographically and as our product portfolio accommodates a wider set of consumer
needs, we have realized that the right brand environment and communication can be of
incomparable value for our customers to experience and adopt our new initiatives.

DTDC has, thus, undertaken a Brand Building campaign encompassing all India to
enhance our visibility, showcase our new ground-breaking products and build the base
for DTDC to emerge as a power to reckon with, in future. This includes not just creating
a warm and welcoming store setting, but also trained staff members well-equipped to
respond to customer needs, state-of-the-art infrastructure and technology.
While our network is spread to all the metros and tier-1 cities, we have vowed not to
limit the Brand Building Campaign to Urban India.
In a recent time, Brand Building has been treated as one of the most important activities.
As our channel partners and customers see the tangible benefits of the activity, it has
already crossed the borders of Metros and cities and has reached rural and remote areas.
From the most posh residential areas of Mumbai to the small town of less than 5000
population Jaspur in Uttaranchal, DTDC has a common identity today.
We also believe that this campaign is binding us as an organization and aligning us to
our common organizational goals apart from enhancing our visibility, bringing us new
business and strengthening the already strong bond between franchisees and the
management.

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2.6 Technology

Keeping up with world-wide technological developments in the logistics industry,

DTDC has been investing extensively in ramping up its infrastructure, since it is the
backbone for holding together the operational service excellence. DTDC ensures that it
identifies and deploys state-of-the-art technology, which offers the following:

 World Class ERP (SAP)

 Real-time Connectivity
 End-to-end Consignment Tracking and Tracing functionalities
 Data Accuracy
 Web-based and Mobile (text message) status query solutions
 Tech-based Mass Mailing solutions

Tech-related Research & Innovations at DTDC include:

 Image-scan of Proof of Delivery (POD) on theweb

 Mobile-based instant delivery update
 Franchisee ERP & Tech enablement
 Portal for Franchisees - a complete suite of applications and utilities
 Fleet Management and GPRS software solutions
 Logistics and Warehouse Management applications
 Human Resource Management Systems (HRMS) and SFA applications
 Help Desk and call management applications

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2.7 Partners

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Statutory Auditors Internal Auditors

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HR Consultant IT Development Partner

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ERP Partner IT Infrastructure Partner

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Database Partne
Network Partner

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2.8 Products & Services

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The domestic package of services is designed for the customer's

time-sensitive needs. Its components include: DTDC Lite, Value
Added Service (VAS).

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Over the last 26 years, DTDC has emerged as leading

provider of Express, Courier & Logistics.

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Premium Express Products assure delivery to

metropolitan and major cities. This provision is custom.

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Realizing the need to cater to a very niche client base that

includes large corporate, multi-nationals.

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Delivering end-to-end supply chain solutions, DTDC

strives for real-time services. It boasts of a highly.

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At DTDC Worldwide Express, the International Freight

Forwarding (IFF) business division of DTDC, we.

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Coming from the portfolio of DTDC’s subsidiary

company DTDC Retail Ltd., the brand DTDC New World.

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2.9 Market Share
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2.10 Total Revenue

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 2.11 Price & Time Finder

To get the estimated price of a shipment anywhere in the world fill in the collection and
delivery countries and select the type of package.

Official online Booking Site

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2.12 Packaging Solutions

DTDC Packaging Solutions. At DTDC we understand that safe packaging is imperative

to the swift delivery of your shipment. Therefore, we have designed a new range of
DTDCpackaging boxes to suit your needs and handle your shipment with utmost care.
We make a wide variety of packing solutions available, from heavy materials to fragile
items such as mobiles and laptop boxes etc.

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 Do’s

 Please use appropriate size boxes as per weight of the consignment.

 Only use rigid cartons in good condition.
 Place the consignor / consignee address in the label provided on the box

Dont’s

 Do not exceed the weight specification of the packaging box(es) used.

 Do not cover or overwrite on the sender / recipient information.
 Do not tape or wrap the labels.

What can be shipped in the DTDC Box?

The content in the box should not exceed the weight specification of the box. Contents
should be compatible with the container and packed securely to ensure safe
transportation with ordinary care in handling. Please refer to the list of restricted and
banned items, for further reference View List.

What are DTDC’s terms of carriage of shipment?

DTDC advises the parties to insure the goods handed over to DTDC for transportation.
Under the consignor insurance in the event of any loss DTDC shall provide COF
(Certificate of Facts) on request. A COF charge of 0.2% on the invoice value shall be
charged. If the consignment is not insured by the consignor DTDC has provisions to
cover under Risk coverage policy, if consignor agrees to pay Risk surcharge as
applicable at the time of booking. The maximum value goods carried under Risk
coverage by DTDC is Rs.50,000/-

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 CHAPTER 3

3. Industry Profile

3.1 Overview

The courier industry serves as a key enabler for business by providing time-bound
logistics services to customer industry segments Based on the growth estimates for

the industry, the employee base of the industry, direct and indirect, is expected to grow
to 17.2 lakhs by 2015-16.

Express industry is a premium segment of the logistics industry, providing logistics

services for movement of time sensitive shipments. By creating an integrated chain
including multi-modal transport modes, both air and surface, express industry has fine-
tuned the logistics process for time- bound deliveries of shipments across domestic and
international regions. The express delivery market is the fastest growing segment in the
overall logistics industry. Express market provides integrated, time-bound, door-to-
door, delivery services to multiple industry businesses as well as to individual
customers. Both documents like letters, trade documents, applications, cheque books as
well as non-documents like equipment parts, electronic products, spare parts, trade
samples are shipped through express services. Peoples take many things for granted
these days, never realizing how great we have it. As generations did not have many of
the conveniences that we use every day. Transportation is one area that has changed
drastically over the decades and improvements have affected many areas of life,
including the speed at which we receive packages. Evolution of transportation methods
T

has transformed the courier service industry, making it faster and more convenience
hi
s
i

ever before. “Couriers have been around for hundreds of years, the earliest being
runners, horseback riders, and trusty homing pigeons that delivered messages in what
was then considered a timely manner. These were the days before mechanized
transportation was available, so foot messengers ran for miles to reach their destinations,
with very little reward. Even exclusive messengers of royal courts duringthe Middle
Ages were poorly paid for all their travels. Mall courier companies were established
during the late 15th century, using stagecoaches to carry personal messagesto homes
where phone service was not yet available. # One courier’s delivered package,luggage,
or even gold. The pony express was later established to transport these items more
quickly. The inventions of railroads and automobiles took this industry to the nextlevel
& concertmaster highways were built.

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3.2 Duties and functions

Couriers are distinguished from ordinary mail services by features such as speed,
security, tracking, signature, specialization and individualization of express services,
and swift delivery times, which are optional for most everyday mail services. As a
premium service, couriers are usually more expensive than standard mail services, and
their use is normally limited to packages where one or more of these features are
considered important enough to warrant the cost.
Courier services operate on all scales, from within specific towns or cities, to regional,
national, and global services. Large courier companies include DHL, Postaplus, DTDC,
FedEx, EMS International, TNT, UPS, India Post and Aramex. These offer services
worldwide, typically via a hub and spoke model.
Courier services utilizing Courier Software provide electronic Proof of Delivery and
electronic Tracking details.

3.3 Before the Industrial Era

Courier or postman, Japan, hand-coloured albumen print by Felice Beato, between 1863
and 1877

Japanese military bike courier pursued by Cossacks (1904). On foot, military couriers
are known as runners.
In ancient history, messages were hand-delivered using a variety of methods, including
runners, homing pigeons and riders on horseback. Before the introduction of
mechanized courier services, foot messengers physically ran miles to their destinations.
Xenophon attributed the first use of couriers to the Persian prince Cyrus the Younger.

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Famously, the Ancient Greek courier Pheidippides is said to have run 26 miles from
Marathon to Athens to bring the news of the Greek victory over the Persians in 490
BCE. The long-distance race known as a marathon is named for this run.
Starting at the time of Augustus, the ancient Greeks and Romans made use of a class of
horse and chariot-mounted couriers called anabasii to quickly bring messages and
commands long distances.[2] The word anabasii comes from the Greek αναβασις
(adscensus, "mounting").[3] They were contemporary with the Greek hemeredromi,
who carried their messages by foot.
In Roman Britain, Rufinus made use of anabasii, as documented in Saint Jerome's
memoirs (adv. Ruffinum, l. 3. c. 1.): "Idcircone Cereales et Anabasii tui per diversas
provincias cucurrerunt, ut laudes meas legerent?" ("Is it on that account that your
Cereales and Anabasii circulated through many provinces, so that they might read my
praises?")

3.4 Middle Ages

In the Middle Ages, royal courts maintained their own messengers who were paid little
more than common labourer’s.

 Aramex India Pvt Ltd.

 Blue Dart Express Ltd.
 DHL Express India Pvt Ltd.
 DTDC Courier Cargo Ltd.
 E-commerce Express Pvt Ltd.
 FedEx Express TSCS India Pvt Ltd.
 First Flight Couriers Ltd.
 Gati Ltd.

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In cities, there are often bicycle couriers or motorcycle couriers but for consignments
requiring delivery over greater distance networks, this may often include Trucks,
railroads and aircraft.
Many companies who operate under a Just-In-Time or "JIT" inventory method often
use on-board couriers (OBCs). On-board couriers are individuals who can travel at a
moment's notice anywhere in the world, usually via commercial airlines. While this
type of service is the second costliest—general aviation charters are far more
expensive—companies analyse the cost of service to engage an on-board courier versus
the "cost" the company will realize should the product not arrive by a specified time (an
assembly line stopping, untimely court filing, lost sales from product or components
missing a delivery deadline, organ transplants)

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 CHAPTER 4

4. Theoretical background of the study

4.1 Need of the study

In Today’s down economy, it’s more important than ever to have a motivated
workforce. Because a motivated employee is a productive employee is more
profitable employee. When people are not motivated, they become less productive,
less creative, less of an asset to your company. So there is a need to study the
employee motivation

4.2 Scope of the study

 To identify the employees’ level of satisfaction upon that job.

 This study is helpful to that organization for conducting further research.
 This study is helpful to the organization for identifying the area of
dissatisfaction of job of the employees.
 This study helps to make a managerial decision to the company.

4.3 Objectives of the study

 To study the important factors which are needed to motivate the employees.
 To study the effect of monetary and non-monetary benefits provided by the
organization

4.4 Methodology

4.5 Types of data collection

Data collection is one of the most important aspects of research for the success of any
project accurate data is very important and necessary. The information collected
through research methodology must be accurate and relevant.
The data collection method can be classified into two methods- primary data and
secondary data.

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 4.5.1 Primary data

Data collected by a researcher is known as “primary data”. It is collected by a person

for his own use obtained from finding research project. Allrequired data was collected
by means of questionnaire method. The normal procedure is to interview some people
individually or group in employees

4.5.2 Secondary data

Secondary data means data that are already available that is they refer to data which
has already been collected and analysed by someone else. This type of data
information can also be research usually starts their investigation by examine
secondary data. Secondary data provides a starting point for researcher and after
offer advantage of low cost and ready availability.

4.6 Sampling

4.6.1 Sample Size

Data is collected from 102 employees

4.6.2 Sample Procedure

Sample is the process of randomly selected

4.6.3 Sampling Unit

The respondents to my survey are employees of Ambuja Cement

4.6.4 Tools Used for Data Analysis

The data is used by analysing simple percentages and Bar graph

4.7 Limitations

 The sample size of survey limited 102 employees

 The response from the respondents may be accurate
 The problem faced by the researcher is limited interaction with the respondents
due to their busy work

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 CHAPTER 5

5. Analysis and interpretation

5.1 Satisfaction with the support from of department

S.NO frequency No. of respondents percentage

1 Highly satisfied 40 39.2

2 satisfied 45 44.1

3 Dissatisfied 12 11.7

4 Highly dissatisfied 5 4.9

total 102 100

5%

12%

39%

44%

Highly satisfied satisfied Dissatisfied Highly dissatisfied

Interpretation

The above table represent that 40% of respondents are said that highly satisfied 45% of
respondents are said that they are satisfied 12% of respondents are said that they are

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dissatisfied 5% of respondents are said that highly dissatisfied support of HR
department.

5.2 Management is really interested in motivating theemployees

s. no frequency No of respondents percentage

1 Strongly agree 40 39.2

2 Agree 45 44.1

3 Disagree 12 11.7

4 Strongly disagree 5 4.9

Total 102 100

Strongly
disagree
5%
Disagree
12%

Strongly agree
39%

Agree
44%

Interpretation

The above table represent that 40% of respondents are said that highly satisfied
45%of respondent said that they are said that they are satisfied 12% of respondents
are said that they are dissatisfied 5% of respondents are said that highly dissatisfied
motivating of the employees

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5.3 Incentives motivates you most

s.no frequency No of respondents percentage

1 Financial incentives 65 63.7

2 Non-financial 22 21.5
incentives
3 Both 15 14.7

total 102 100

Both
15%

Non-financial
incentives
21%

Financial
incentives
64%

Interpretation

The above table represented that 65% of respondent said that financial incentives said
that they are non-financial incentives 22% of respondent are said that they are both.

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5.4 Satisfaction with the incentives provided by the organization

S.no Frequency No. of respondents percentage

1 0-5 years 50 49.5

2 5-10 25 24.6

3 10-15 19 18.7

4 More than 15 years 8 7.5

0-5 years 05-Oct Oct-15 More than 15 years

8%

19%

49%

24%

Interpretation

The above table represent that 49.5% of respondents are said that highly satisfied
24.6% of respondents said they are said that satisfied18.7% of respondents are said
that they are dissatisfied 7.5% of are respondent said that highly dissatisfied

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5.5 Incentives and others benefit influence performance

s.no frequency No.of respondents percentage

1 Strong influence 95 93.13

2 Does not influence 5 4.9

3 opinion 2 1.9

Total 102 100

Strong influence Does not influence opinion

5% 2%

93%

Interpretation

The above table represent that 95% of respondent are said that strong influence 5%
of respondents said that they are does not influence 2% of respondents are said that
they are opinion.

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5.6 Factors de-motivates you at workplace

s.no frequency No of respondents Percentage

1 Job profile 45 44.1

2 Company policy 40 39.2

3 Work environments 17 16.66

Total 102 100

17%

44%

39%

Job profile Company policy Work environments

Interpretation

The above table respondents that 45% of respondents are that job profile 40% of
respondents said that they are company policy 17% of respondents are said that they
are work environments.

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5.7 Managements involvements connected to decision making

s.no frequency No.of respondents Percentage

1 yes 93 91.1

2 No 2 1.9

3 Occasionally 7 6.8

Total 102 100

yes No Occasionally

7%
2%

91%

Interpretation

The above chart 93% yes with involvements in decision making 2% no respondents
said that they occasionally.

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5.8 Work experience

s.no frequency No.of respondents Percentage

1 0-5 years 48 47

2 5-10 years 25 24

3 10-15 years 20 20

4 More than15 years 9 9

Total 102 100

0-5 years 5-10 years 10-15 years More than15 years

9%

20%

47%

24%

Interpretation

Form the chart it can be interpreted that 48% of respondents have 0-5 yrs of working
experience in organization, 25% of them 5-10,20% of respondents 10-15 and 9% of the
employees are more than 15 yrs.

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5.9 Promotion at work in the last six months

s.no frequency No.of respondents Percentage

1 Yes 97 95

2 No 5 4.9

total 102 100

Yes No

5%

95%

Interpretation

Form the above chart it can be interpreted that 97% of employees of respondents said
that can be 5% of respondents said that no.

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5.10 Factors motivates an employee most

s.no frequency No.of respondents Percentage

1 Salary income 52 51

2 Promotion 26 25

3 Leave 14 14

4 Motivation talks 10 10

total 102 100

Salary income Promotion Leave Motivation talks

10%

14%

51%

25%

Interpretation

Form the above chart it can be interpreted that 52% of employee motivated with salary
income in the organization, 26% with the promotions, 14% with leaves and 10% of
them with motivational talks.

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5.11 Organization provides motivation activities

s.no frequency No.of respondents Percentage

1 yes 92 90

2 No 10 10

Total 102 100

yes No

10%

90%

Interpretation

Form the above chart it can be interpreted that 92% of respondents have positive
opinion regarding motivation activities and 10% does not have.

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5.12 Medical facility for employees

s.no frequency No.of respondents percentage

1 Strongly agree 76 74

2 Agree 16 16

3 Neutral 5 5

4 Disagree 3 3

5 Strongly disagree 2 2

total 102 100

Strongly agree Agree Neutral Disagree Strongly disagree

3% 2%
5%

16%

74%

Interpretation

From the above 76% are strongly agree with provision of medical facility 16% agree
,5% neutral,3% disagree and 2% strongly disagree.

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5.13 Career development opportunities motivate anemployee

s.no frequency No.of respondents Percentage

1 Strongly agree 65 64

2 Agree 26 25

3 Neutral 6 6

4 disagree 3 3

5 Strongly disagree 2 2

Total 102 100

Strongly agree Agree Neutral disagree Strongly disagree

3% 2%
6%

25%

64%

Interpretation

Form the above chart 65% of respondents strongly agree with career developments
opportunities, 26% agree, 6% neutral, 3% disagree and 2% strongly disagree.

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5.14 Feeling of personal accomplishment

s.no frequency No.of respondents Percentage

1 Strongly agree 52 50

2 Agree 28 27

3 Neutral 13 13

4 Disagree 3 3

5 Highly disagree 6 6

total 102 100

Strongly agree Agree Neutral Disagree Highly disagree

6%
3%

13%

51%

27%

Interpretation

From the above chart 52% of respondents strongly agree with the feeling of personal
accomplishment, 28% agree, 13% neutral, 3% disagree, 6% highly disagree.

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5.15 Opinion about satisfaction with the job
s.no frequency No.of respondents percentage

1 Highly satisfied 34 33

2 Satisfied 38 37

3 Neutral 17 17

4 Dissatisfied 5 5

5 Highly dissatisfied 8 8

total 102 100

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

8%

5%

33%

17%

37%

Interpretation

From the above chart 34% of highly satisfied with the job 38% satisfied 17% neutral,
5% dissatisfied and 8% highly dissatisfied

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5.16 Best place of work

s.no frequency No.of respondents percentage

1 Yes 91 89

2 No 11 11

total 102 100

Yes No

11%

89%

Interpretation

From the above chart it can be interrelated that 91% of respondents positively reacted
and 11% does not.

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5.17 Working culture in organization

s.no frequency No.of respondents Percentage

1 Highly satisfied 41 40

2 Satisfied 28 27

3 Average 20 20

4 dissatisfied 8 8

5 Highly dissatisfied 5 5

total 102 100

Highly satisfied Satisfied Average dissatisfied Highly dissatisfied

5%
8%

40%
20%

27%

Interpretation

Form the above charts, it can be interpreted that 41% of the respondents are highly
satisfied with existing working condition in the organization and 28% of them are
satisfied with that. 20% of them are average, 8% of them dissatisfied and 5% of them
highly dissatisfied.

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5.18 Good physical working condition in the organization

s.no frequency No.of respondents Percentage

1 good 67 66

2 Average 26 25

3 Poor 9 9

Total 102 100

good Average Poor

Poor
9%

Average
25%

good
66%

Interpretation

From the above chart it can be interpreted that 67% of employees feel good with
physical working conditions,26% of employee feel average and 9% of employees have
poor opinion.

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5.19 Satisfaction with top management

s.no frequency No.of respondents Percentage

1 Yes 84 82

2 No 18 18

total 102 100

Yes No

18%

82%

Interpretation

From the above chart it can be interpreted that 84% of employees satisfied with top
management and 18% of employees does not.

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5.20 Organization providing platform to improve skills

s.no frequency No.of respondents Percentage

1 yes 90 88

2 No 12 12

Total 102 100

No
12%

yes
88%

yes No

Interpretation

From the above chart 90% of the respondents are positively responded towards giving
platform to improve skills and 12% does not.

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 CHAPTER 6

6. Findings & Conclusion

6.1 Findings

 Most of employees are satisfied with the support of HR department

 Maximum number of employees agree with management interest in

motivating employees
 Most of the employees are satisfied with financial incentives.

 More employees are highly satisfied with incentives provided by organization.

 Most of the employees are influenced with other benefits.

 Most of the employees opined that factor motivate at workplace.

 Maximum number of employees said yes about employee involvement in

decision making
 Most of the employees are working from 0-5years.

 Most of the employees promoted for every six months once

 Most of the employees motivated with salary income.

 Majority of the employees are motivated with motivational activities.

 Maximum number of employees satisfied with medical facilities.

 Maximum number of employees strongly agree with the statement of career

development opportunities.
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 Most of the employee strongly agrees with feeling of personal
accomplishment.

 Most of the employees are satisfied with their job.

 Most of the employees considered it is best place to work.

 Most of the employees are highly satisfied with working culture.

 Most of the employees are satisfied physical working conditions.

 Maximum number of employees satisfied with top management.

 Most of the employee said yes to the statement of organization is giving

platform to improve skills.

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6.2 Suggestions

 Supports from the HR department, periodical increase in salaries are to

be considered in motivating the employees.
 Improvement of performance appraisal activities and change in
promotional activities are suggested to motivate the employees.
 The management should take necessary measures to improve the
coordination between employees of various departments.
 Can improve and energize the atmosphere in the office by improving the
ways that managers and their direct reports work together. If supervisors
practice positive emotional connections with employees, honour their
promises and commitments, and show a willingness to mentor others, it will
foster and sustain an atmosphere of trust and respect that employees may
value more than money.
 When an employee doesn’t see any opportunity for growth in their current
role or the company itself, they’re more likely to feel uncertain about their
future there and leave. Even if you can’t afford to pay them more, presenting
them with mentorship and training opportunities can provide them with
professional encouragement and make it easier for them to envision a future
at the company. Mentorship also benefits the organization by increasing
retention and employee satisfaction.
 Many employees are unhappy with their jobs because they don’t believe
that they have the tools to enjoy success. Whether it’s a lack of resources or
limited training opportunities, they don’t feel that they have what they need
to excel. Over time, this dissatisfaction can motivate them to leave. Tools
for success can be job-specific, employee-specific, or both.
 Appreciation and recognition make employees feel valued. Instead of taking
the attitude that doing a good job is simply what you’re paying them for,
offer sincere praise when an employee exceeds expectations.
 When employees go the extra mile, they are usually doing so for their
colleagues. While the salary may motivate them to accept a job offer,
camaraderie with co-workers encourages them to stay even when financial
rewards are not possible at the moment.
 Distribute Workload Evenly.

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6.3 Conclusions

The study concludes that, the motivational program procedure in DTDC is found
effective by highlighting so many factors which will help to motivate the employees. In
order to make highly effective, it is necessary to have support from HR department,
periodical increase in salary. And satisfying them at most extent.
Employee motivation is very important for a successful organisation, so the
company should focus on it in order to stay competitive in the market and avoid
some problems such as employee high turnover that will affect the business.
Thus, effective motivational techniques should be practiced at the workplace.

Through this study, companies will be able to understan d better ways to

motivate employees and the importance of employee motivation at the
workplace. As a result, the job satisfaction of employees will increase then they
will get motivated at the workplace. The result f r o m t h i s s t u d y h a d s h o w n
that motivator factors such as achievement, recognition,
responsibilities and advancement play an important role in motivatin g
emplo yees at the workplace. Through this study, we can conclude that different
research gave rise to different results for the most influential intrinsic factors.

Employees feel valued when the company provides training p ro g r a m s t o

s t re n gt h e n t h e i r s k i l l s , t h e y w i l l b e m o t i v a t e d t o e x e r t e f f o r t i n
a t t a i n i n g organisational goals. Besides that, the work itself also can motivate
employees to work. Therefore, the employer should make the work interesting
and let them enjoy at the workplace in order to motivate them. F i n a l l y , t h e
c ont ributi on of this stud y is it will definitel y benef it employer,
administrators and companies who lack of well-motivated employees by guiding
them to have better ways to motivate their employees at the workplace in order to have
a successful business.

Page | 49
 Bibliography

Books:

Human Resource Management

P. Subba Rao

(8thedition) Human resource management

K. Ashwatapa

Websites: www.google.com

Page | 50
 ANNEXURE
1. Are you satisfied with the support from HR department?

a) highly satisfied b) satisfied c)dis satisfied d) highly dissatisfied

2. Management is really interested in motivating the employees?

a) strongly agree b) agree c) disagree d) strongly disagree

3. Which type of incentives motivates you the most?

a) financial incentives b) non-financial incentives c) both d) none

4. How far are you satisfied with the incentives provides by the organization?

a) highly satisfied b) satisfied c) dissatisfied d) highly dissatisfied

5. Do you think that the incentives and others benefits will influence yourperformance?

a) strong influence b) does not influence c) no opinion

6. What factor de motivates you at workplace?

a) job profile b) company policy c) work environment

7. Does the management involve you in the decision making which areconnected to your
department?

a) yes b) no c) occasionally

8. How many years are you working in this organization?

a) 0-5years b) 5-10years c) 10-15years d) more than15years

9. Have you been promoted at work in the last sixmonths?

a) yes b) no

10. Which factors motivates you the most?

a) Salary income b) promotion c) leave d) motivational e) motivational talks

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11. Are you motivated by the motivation activities

provided by the organization?

a) yes b) no

12. Does the organization provide medical facility for employees?

a) strongly agree b) agree c) neutral d) disagree e) highly disagree

13. Does career development opportunities motivates you the most?

a) strongly agree b) agree c) neutral d) disagree e) strongly disagree

14. Are you feeling of personal accomplishment?

a) strongly agree b) agree c) neutral d) disagree e) highly disagree

15. Are you satisfied with your job?

a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied

16. Do you consider this is best place to work?

a) yes b) no

17. Are you satisfied with the working culture in the organization?

a) Highly satisfied b) satisfied c) average d) dissatisfied e) highly dissatisfied

18. Good physical working condition are provided in the organization?

a) Strongly agree b) agree c) disagree d) strongly disagree

19. Are you satisfied with the top management?

a) Yes b) no

20. Organization is giving the platform to improve

yourskills?

a) yes b) no

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