Table of Contents

1.1 Introduction to the Furniture Industry.................................................................................. 7

1.1.1 Indian Furniture Market Overview ............................................................................... 8

1.1.2 Tamil Nadu Furniture Market ....................................................................................... 8

1.1.3 Coimbatore Furniture Market ....................................................................................... 9

1.2 Introduction to The Maark Trendz: Redefining Interior Solutions.................................... 10

1.2.1 Inception and Vision ................................................................................................... 10

1.2.2 Evolution and Leadership ........................................................................................... 10

1.2.3 Product Portfolio and Branch Network....................................................................... 10

1.2.4 Marketing Strategies and Evolution............................................................................ 10

1.2.5 Organizational Structure and Management Style ....................................................... 11

1.2.6 Financial Status and Challenges ................................................................................. 11

1.2.7 Workforce and Operations .......................................................................................... 11

1.2.8 Digital Transformation and Online Market Focus ...................................................... 11

1.2.9 Customization and Innovation .................................................................................... 12

1.2.10 Quality Assurance and CustomerCentric Approach ................................................. 12

1.2.11 Vision for the Future ................................................................................................. 12

1.3 Background of the Study ................................................................................................... 14

1.3.1 The Genesis of the Gap ............................................................................................... 14

1.3.2 The Need for Performance Analysis ........................................................................... 14

1.3.3 The Focus on Employee Interaction and Positive Affirmation .................................. 14

1.3.4 Addressing the Performance Productivity Paradox .................................................... 15

1.3.5 Contextual Relevance to Maark Trendz, Coimbatore................................................. 15

1.3.6 Anticipated Outcomes and Implications ..................................................................... 15

1.3.7 Research Motivation and Contextual Importance....................................................... 15

1.4 Problem Statement ............................................................................................................. 16

1.4.1 Communication Breakdown and Expectation Misalignment ..................................... 16

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 1.4.2 Limited Feedback Mechanisms and Performance Evaluation Challenges ................. 16

1.4.3 Employee Morale and Engagement Concerns ............................................................ 16

1.4.4 Impact on Organizational Performance and Culture .................................................. 16

1.5 Research Objectives ........................................................................................................... 17

1.6 Scope of Research .............................................................................................................. 17

1.6.1 Geographical Scope .................................................................................................... 17

1.6.2 Timeframe ................................................................................................................... 17

1.6.3 Participants.................................................................................................................. 18

1.7 Significance of the Study ............................................................................................... 18

1.7.1 Organizational Impact ................................................................................................. 18

1.7.2 Managerial Relevance ................................................................................................. 18

1.7.3 Employee Empowerment ............................................................................................ 19

1.7.4 Strategic DecisionMaking ........................................................................................... 19

1.7.5 Industry Influence ....................................................................................................... 19

1.8 Definitions of the Study Variables and Important Terminologies ..................................... 19

1.8.1 Employee Performance ............................................................................................... 19

1.8.2 Positive Affirmations .................................................................................................. 19

1.8.3 Employee Morale ........................................................................................................ 20

1.8.4 Employee Motivation.................................................................................................. 20

1.8.5 Communication Practices ........................................................................................... 20

1.8.6 Performance Evaluation Criteria................................................................................. 20

1.8.7 Organizational Culture ................................................................................................ 20

1.8.8 HR Interactions ........................................................................................................... 20

1.8.9 Productivity Levels ..................................................................................................... 21

1.8.10 Job Satisfaction ......................................................................................................... 21

1.9 Organization of the Report................................................................................................. 21

2. Introduction to Review of literature ..................................................................................... 23

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3. RESEARCH METHODOLOGY......................................................................................... 33

3.1 Discussion on Relevant Framework/Model/Concepts Pertaining to the Main Research

Issue ..................................................................................................................................... 33

3.1.1 Introduction to Research Issue .................................................................................... 33

3.1.2 Importance of Frameworks and Models ..................................................................... 33

3.1.3 Expectancy Theory as a Motivation Framework ........................................................ 33

3.1.4 Integrating HR Interactions and Employee Performance ........................................... 33

3.1.5 Role of HR Interactions .............................................................................................. 34

3.2 Research Design................................................................................................................. 34

3.2.1. Rationale for Pre-test Post-test Design ...................................................................... 34

3.2.2. Population and Sampling: .......................................................................................... 34

3.3.3. Data Collection Instruments ...................................................................................... 34

3.3.4. Data Collection Procedure ......................................................................................... 35

3.2.5. Data Analysis ............................................................................................................. 35

3.3 Sampling Technique .......................................................................................................... 36

3.3.2. Population and Characteristics ................................................................................... 36

3.3.3. Inclusion Criteria ....................................................................................................... 36

3.3.4. Exclusion Criteria ...................................................................................................... 36

3.3.5. Sampling Procedure ................................................................................................... 36

3.3.6. Sample Size................................................................................................................ 37

3.4 Choice of Instrument.......................................................................................................... 37

3.4.1. Pre and Post-Questionnaires ...................................................................................... 37

3.4.2. Observatory Record ................................................................................................... 37

3.5 Data Collection Procedure ................................................................................................. 38

3.5.1. Pre-Questionnaire Administration ............................................................................. 38

3.5.2. Observatory Record Implementation ......................................................................... 38

3.5.3. Intervention Implementation ...................................................................................... 38

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 3.5.4. Post-Questionnaire Administration............................................................................ 39

3.5.5. Data Compilation and Analysis ................................................................................. 39

3.6 Statistical tools used........................................................................................................... 39

3.6.2. Chi-square Test .......................................................................................................... 39

3.6.3. T-tests ......................................................................................................................... 39

3.6.5. Correlation Analysis .................................................................................................. 40

3.6.6. Regression Analysis ................................................................................................... 40

3.7 Proposed data analysis plan ............................................................................................... 40

3.7.2. Validity and Reliability Assessment .......................................................................... 40

3.7.3. Comparative Analysis ................................................................................................ 40

3.7.4. Correlation Analysis .................................................................................................. 40

3.7.5. Regression Analysis ................................................................................................... 41

3.7.6. Chi-square Test .......................................................................................................... 41

Overview: ................................................................................................................................. 42

4.1 Objective 1: To Identify the existing system of employee performance ........................... 43

4.1 Objective 2: Baseline performance of the employee: ........................................................ 45

Wilcoxon ranked test to understand the differences between pre and post agreement levels
of certain factors that are related to employee morale and motivation ................................ 48

4.3 Objective 3: Morale and Motivation on overall employee performance ........................... 49

Post Motivation vs. Pre Motivation ..................................................................................... 49

Post Encouragement to Initiate and Innovate vs. Pre Encouraged to Initiate and Innovate 49

Post Feel Recognized vs. Pre Feel Recognized ................................................................... 50

Post Morale and Motivation Affects the Company vs. Pre Morale and Motivation Effects the
Company .............................................................................................................................. 51

Post Level of Trust Between Management and Employee vs. Pre Level of Trust Between
Management and Employee ................................................................................................. 51

Post Communication Between Employee and Management vs. Pre Communication Between
Management and Employee ................................................................................................. 52

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4.3 Objective 4: Employee Morale and Motivation- Descriptives to compare the differences
.................................................................................................................................................. 53

4.4 Objective 5: Descriptive analysis....................................................................................... 55

5. FINDINGS, SUGGESTIONS & CONCLUSIONS ............................................................ 59

5.1 Findings.............................................................................................................................. 59

5.1.1 Objective 1: Identifying existing system of performance evaluation ......................... 59

5.1.2 Objective 2: Baseline Performance Assessment ......................................................... 59

5.3 Objective 3: Correlation Analysis.................................................................................. 59

Motivation and Understanding Performance Expectations: ................................................ 60

Motivation and Initiative/Innovation: .................................................................................. 60

Clarity in Performance Expectations and Initiative/Innovation: ......................................... 60

Initiative/Innovation and Productivity: ................................................................................ 60

5.4 Objective 4: Descriptive Analysis ................................................................................. 60

5.5 Objective 5: Barriers to Positive Affirmation ................................................................ 61

5.2 Suggestions ........................................................................................................................ 62

5.2.1 Enhancing Productivity and Performance .................................................................. 62

5.2.2 Improving Clarity and Communication ...................................................................... 62

5.2.3 Motivation and Recognition Strategies ....................................................................... 62

5.2.4 Fostering Innovation and Creativity ........................................................................... 63

5.2.5 Addressing Change Management Challenges ............................................................ 63

Change Management Initiatives .......................................................................................... 63

5.2.6 Building Trust and Collaboration ............................................................................... 63

5.2.7 Department-Specific Interventions ............................................................................. 63

5.2.8 Implications for Organizational Strategy .................................................................... 64

5.3 Conclusions ........................................................................................................................ 65

5.3.1 Baseline Performance Assessment ............................................................................. 65

5.3.2 Effectiveness of Positive Affirmations ....................................................................... 65

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5.3.3 Impact on Overall Performance .................................................................................. 65

5.3.4 Barriers and Challenges .............................................................................................. 66

5.3.5 Future Research Directions ......................................................................................... 66

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 CHAPTER I

1.1 Introduction to the Furniture Industry

The furniture industry is a sprawling ecosystem that encompasses everything from design and
manufacturing to distribution and retail. Its historical journey dates back thousands of years,
showcasing the evolution of craftsmanship and design sensibilities across various civilizations.
From ancient Egypt to the Renaissance and the Industrial Revolution, each era brought unique
influences that shaped furniture styles and production techniques.

Today, the industry is segmented into different categories to cater to diverse consumer needs.
Residential furniture forms a significant portion, including items like sofas, beds, dining sets,
and storage solutions designed for homes. Commercial furniture, on the other hand, focuses on
spaces like offices, hotels, restaurants, and institutions, requiring specialized designs for
functionality and aesthetics. Outdoor furniture has also gained prominence, emphasizing
durability and weather resistance for patio and garden settings.

Key players in the furniture industry range from global corporations like IKEA and Ashley
Furniture Industries to independent designers and artisans. Mass production techniques have
made furniture more accessible to the general population, while bespoke and luxury segments
cater to specific tastes and preferences. Raw material suppliers play a crucial role, ensuring
quality inputs for manufacturing processes, while retailers bridge the gap between
manufacturers and consumers, offering a wide range of products through physical stores and
online platforms.

The industry is characterized by ongoing trends and innovations, such as sustainable practices
focusing on eco-friendly materials and production methods. Smart furniture incorporating
technology like IoT-enabled controls and VR/AR experiences enhances functionality and
connectivity in modern spaces. Minimalist designs and customization options cater to evolving
consumer preferences, emphasizing personalization and flexibility.

Global market dynamics influence the furniture industry, with factors like economic
conditions, trade policies, and digitalization shaping market trends. E-commerce has
revolutionized how consumers shop for furniture, prompting companies to invest in digital

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strategies and omnichannel experiences. Supply chain challenges, including disruptions, raw
material shortages, and logistics complexities, require agile management strategies to ensure
smooth operations and customer satisfaction.

Despite challenges like competition, price pressures, sustainability concerns, and changing
consumer preferences, the furniture industry remains resilient and adaptable. Embracing digital
transformation, sustainability practices, and supply chain resilience are key priorities for
industry players looking to thrive in a dynamic and interconnected global marketplace. As
consumer lifestyles and design trends evolve, the furniture industry continues to innovate,
offering a diverse range of products and experiences for modern living spaces.

1.1.1 Indian Furniture Market Overview

The Indian furniture industry is experiencing robust growth driven by various factors. One of
the primary drivers is the rapid urbanization and increasing disposable incomes of the populace,
leading to a surge in demand for modern and aesthetically pleasing furniture products.
Moreover, the growing trend of interior designing and home décor has further augmented the
demand for innovative and stylish furniture solutions.
The market is characterized by a blend of organized and unorganized sectors. The organized
sector, represented by large furniture manufacturers and retailers, has gained traction due to
standardized quality, warranty assurance, and professional customer service. Conversely, the
unorganized sector, comprising small scale local manufacturers and artisans, continues to
thrive, especially in rural and semi urban areas, catering to the price sensitive segment of the
market.
Key segments within the industry include residential furniture (living room, bedroom, dining
room), office furniture, outdoor furniture, and institutional furniture (schools, hospitals, etc.).
Each segment has its own set of trends and preferences influenced by factors such as
functionality, comfort, design aesthetics, and material preferences.

1.1.2 Tamil Nadu Furniture Market

Tamil Nadu, situated in the southern part of India, is a significant contributor to the country's
furniture industry. The state boasts a rich heritage of woodworking and craftsmanship, which
is reflected in its diverse range of furniture products catering to varied consumer preferences.
A notable strength of Tamil Nadu's furniture industry is its robust manufacturing base. The
state is home to numerous furniture clusters and industrial estates, such as the Chennai
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Furniture Cluster, Coimbatore Furniture Cluster, and Madurai Furniture Cluster, housing a
wide range of manufacturers from small scale artisans to large scale production units,
significantly contributing to the state's economy and employment generation.

In terms of market demand, Tamil Nadu exhibits a strong appetite for both residential and
commercial furniture. The residential segment encompasses a wide range of products,
including wooden furniture, upholstered furniture, modular kitchens, and home accessories.
Urban consumers, in particular, show a high demand for customized and designer furniture,
driven by lifestyle preferences and evolving home décor trends.

The commercial furniture segment in Tamil Nadu is equally vibrant, catering to offices, hotels,
restaurants, educational institutions, and healthcare facilities. With rapid infrastructure
development and urbanization in the state, the demand for office furniture, including
ergonomic chairs, modular workstations, and conference tables, has seen a significant uptick.
Similarly, the expansion of the hospitality sector has fueled demand for stylish and durable
furniture solutions for hotels and restaurants.

Aside from domestic demand, Tamil Nadu's furniture industry has a notable presence in the
export market. The state exports a variety of furniture products to international markets,
leveraging its skilled workforce, competitive pricing, and adherence to quality standards.

1.1.3 Coimbatore Furniture Market

Coimbatore, a prominent city in Tamil Nadu, has emerged as a significant hub within the state's
furniture industry. The Coimbatore Furniture Cluster is renowned for its specialization in
manufacturing wooden furniture, including traditional and contemporary designs. The city's
proximity to key raw material suppliers, skilled labor force, and favorable business
environment has contributed to the growth of the furniture sector in Coimbatore.
The market in Coimbatore caters to both domestic and export demands. Locally, consumers
appreciate the quality craftsmanship and diverse range of furniture options available in
Coimbatore. The city's furniture manufacturers have also capitalized on export opportunities,
particularly in markets such as Europe, the Middle East, and North America, showcasing the
region's competitiveness on a global scale.

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1.2 Introduction to The Maark Trendz: Redefining Interior Solutions

1.2.1 Inception and Vision

The Maark Trendz, founded in the year 2000 by Mr. Maark Amal Raj, represents a journey of
passion and perseverance. With a background rooted in laboring across diverse companies, Mr.
Raj's vision for The Maark Trendz was not merely about creating furniture but about spreading
happiness through finely crafted interior solutions. The core ethos from the outset has been to
combine impeccable craftsmanship with a deep understanding of customer needs.

1.2.2 Evolution and Leadership

In 2006, The Maark Trendz witnessed a transformative moment as Ms. Malar Vizhi joined as
the CEO, bringing a wealth of experience and a strategic outlook to the company. This
partnership propelled The Maark Trendz into a phase of exponential growth and innovation.
Under their dynamic leadership, The Maark Trendz has expanded its offerings, diversified its
product range, and strengthened its position as a leader in the interior solutions industry.

1.2.3 Product Portfolio and Branch Network

The Maark Trendz boasts an extensive portfolio of over 1 lakh ready products, meticulously
designed to cater to varying tastes and preferences. The company's product range includes
luxury and premium furniture, bespoke furnishings, and comprehensive interior solutions.
With a strong presence across Tamil Nadu, The Maark Trendz operates through five
strategically located branches, ensuring widespread accessibility and convenience for its
discerning clientele. The branches are strategically positioned in key cities such as Coimbatore
(Gandhipuram and Goldwins), Tirupur (Ammapalayam and Rakiyapalayam), and Erode
(Palayapalayam), reflecting the company's commitment to serving customers across urban and
semi urban areas.

1.2.4 Marketing Strategies and Evolution

Traditionally, Maark Trendz relied heaily on traditional marketing channels such as field sales
teams, channel partnerships, and attractive promotional offers to engage customers and drive
sales. However, recognizing the paradigm shift towards digitalization and online commerce,
the company has recently undergone a strategic transformation in its marketing approach. They
now prioritize digital marketing initiatives and enhancing their online presence to tap into the
vast potential of e-commerce and digital consumer engagement.

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1.2.5 Organizational Structure and Management Style
Maark Trendz operates with a hierarchical organizational structure, characterized by clear lines
of authority and decision-making processes. This structured approach ensures efficient
communication, coordination, and implementation of business strategies across different
departments and levels within the company. The management style at Maark Trendz is target-
oriented, emphasizing performance metrics and goals to drive productivity, efficiency, and
overall business growth.

1.2.6 Financial Status and Challenges

While specific financial details are not publicly disclosed, there have been indications
suggesting that Maark Trendz has encountered challenges in recent years. These challenges
may stem from various factors such as market fluctuations, competitive pressures, or internal
operational issues. However, despite these hurdles, Maark Trendz remains resilient, leveraging
its strong workforce and strategic initiatives to navigate challenges and sustain its position in
the highly competitive furniture industry.

1.2.7 Workforce and Operations

Maark Trendz boasts a dedicated workforce of 72 employees, with a significant presence in
Coimbatore, including two branches and a factory. This workforce encompasses a diverse
range of talents and expertise, contributing to the company's success in delivering quality
products and exceptional customer service. The operational efficiency of Maark Trendz is a
testament to its structured approach, investment in technology, and continuous improvement
initiatives aimed at optimizing processes and enhancing customer satisfaction.

1.2.8 Digital Transformation and Online Market Focus

As part of its commitment to staying ahead in the digital age, The Maark Trendz recently
underwent a comprehensive digital transformation. The company redesigned and relaunched
its website, incorporating cutting edge features and functionalities to enhance the online
shopping experience for customers. With seamless online ordering and delivery services now
available across Tamil Nadu, The Maark Trendz has positioned itself as a frontrunner in
leveraging digital platforms to reach a wider audience and provide unparalleled convenience.

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1.2.9 Customization and Innovation
The Maark Trendz prides itself on its ability to deliver both standard and customized solutions,
catering to the unique requirements of every customer. From designing bespoke furniture
pieces to curating entire interior concepts, The Maark Trendz's focus on customization and
innovation sets it apart in the industry. The company's team of skilled artisans and designers
work collaboratively with clients to bring their vision to life, ensuring every project reflects a
perfect blend of functionality, aesthetics, and individual style.

1.2.10 Quality Assurance and CustomerCentric Approach

At the heart of The Maark Trendz's success lies its unwavering commitment to quality and
customer satisfaction. Every product undergoes stringent quality checks to ensure durability,
functionality, and aesthetic appeal. Moreover, the company's customer centric approach places
immense value on understanding and fulfilling the unique needs of each client. Whether it's
providing expert design consultations or offering post purchase support, The Maark Trendz
prioritizes building lasting relationships with its customers based on trust, transparency, and
exceptional service.

1.2.11 Vision for the Future

Looking ahead, The Maark Trendz envisions further expansion and consolidation of its position
as a premier provider of interior solutions. The company aims to continue pushing boundaries
in terms of design innovation, sustainability practices, and technological integration. With a
steadfast focus on excellence, The Maark Trendz is poised to redefine the landscape of interior
design and set new benchmarks for industry standards.

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Figure 1.1 Organisation Structure

Figure 1.2 Organisational structure

13
1.3 Background of the Study

The backdrop against which this study unfolds is characterized by a noticeable gap in
communication and alignment between management and employees within The Maark Trendz,
a renowned player in the furniture and interior solutions industry based in Coimbatore. This
gap, often attributed to differing perspectives, expectations, and understanding of roles and
responsibilities, has sparked the need for a comprehensive analysis of employee performance
to gauge productivity levels effectively. Within this organizational context, the HR department
at The Maark Trendz consists of a single HR professional, where I had the opportunity to intern.
Their day-to-day activities include gap analysis to identify skill shortages, job postings, resume
screening, conducting telephonic and personal interviews, monitoring attendance, and
preparing projections and reports. Notably, payroll responsibilities are currently managed by
the Accounts and Admin manager. With an employee count of approximately 75 individuals,
the HR department plays a pivotal role in maintaining a productive and harmonious work
environment at The Maark Trendz.

1.3.1 The Genesis of the Gap

The origins of the gap between management and employees at Maark Trendz can be traced
back to evolving organizational dynamics, including shifts in leadership styles, changes in
organizational culture, and the introduction of new technologies and processes. These
transformations, while aimed at enhancing efficiency and competitiveness, have inadvertently
led to communication breakdowns and a lack of clarity regarding performance expectations.

1.3.2 The Need for Performance Analysis

Against this backdrop, there emerges a pressing need to delve into the performance of
employees at Maark Trendz. The objective is twofold: firstly, to assess the current productivity
levels and identify areas of improvement, and secondly, to bridge the gap between management
and employees by fostering a culture of open communication, positive affirmation, and mutual
understanding.

1.3.3 The Focus on Employee Interaction and Positive Affirmation

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Central to this study is the concept of employee interaction and positive affirmation as catalysts
for enhancing performance. By engaging with employees on a personal level, understanding
their challenges, providing constructive feedback, and recognizing their contributions, the aim
is to create a conducive work environment that nurtures motivation, engagement, and
productivity.

1.3.4 Addressing the Performance Productivity Paradox

The study aims to unravel the performance productivity paradox often encountered in
organizations, where performance metrics may not always align with actual productivity levels.
By adopting a holistic approach that considers not only quantitative performance indicators but
also qualitative aspects such as job satisfaction, job engagement, and organizational
commitment, the study seeks to gain a comprehensive understanding of employee performance
at Maark Trendz.

1.3.5 Contextual Relevance to Maark Trendz, Coimbatore

The choice of Maark Trendz as the focal point for this study is informed by its standing as a
leading player in the industry, its diverse workforce, and its strategic presence in Coimbatore.
The findings of this study are expected to offer valuable insights and actionable
recommendations that can be directly applied within the organizational context of Maark
Trendz to enhance employee performance and foster a harmonious work environment.

1.3.6 Anticipated Outcomes and Implications

Through indepth analysis, interaction with employees, and the implementation of positive
affirmation strategies, the study anticipates several outcomes. These include improved
employee morale, increased job satisfaction, enhanced job engagement, heightened
productivity levels, and ultimately, strengthened organizational performance and
competitiveness.

1.3.7 Research Motivation and Contextual Importance

The motivation behind this research stems from a genuine desire to bridge the gap between
management and employees, enhance organizational effectiveness, and contribute to the
overall success and sustainability of Maark Trendz. The study's contextual importance lies in
its potential to offer actionable insights and practical solutions that can positively impact
employee performance and organizational dynamics.
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1.4 Problem Statement

The fundamental problem addressed by this study revolves around the persistent gap in
communication and understanding between the management and employees at Maark Trendz,
a distinguished player in the furniture and interior solutions industry located in Coimbatore.
This gap has led to several challenges within the organizational framework, impacting
productivity, employee morale, and overall organizational effectiveness.

1.4.1 Communication Breakdown and Expectation Misalignment

The primary issue stems from a breakdown in communication channels, resulting in misaligned
expectations between the management and employees. This misalignment often leads to
misunderstandings, unmet expectations, and a lack of clarity regarding performance evaluation
criteria, thereby affecting employee motivation and job satisfaction.

1.4.2 Limited Feedback Mechanisms and Performance Evaluation Challenges

Another critical aspect of the problem statement is the limited feedback mechanisms and
challenges in the performance evaluation process. The absence of robust feedback mechanisms
inhibits effective communication of expectations, performance standards, and areas for
improvement, hindering the organization's ability to gauge employee productivity accurately.

1.4.3 Employee Morale and Engagement Concerns

The gap in communication and performance evaluation directly impacts employee morale and
engagement levels. Without clear communication channels, recognition of achievements, and
opportunities for professional growth, employees may experience reduced job satisfaction,
leading to decreased motivation and potentially lower productivity levels.

1.4.4 Impact on Organizational Performance and Culture

The overarching impact of these challenges is reflected in the organization's overall
performance and work culture. A lack of effective communication and performance evaluation
mechanisms can contribute to a negative work environment, decreased collaboration, and

16
suboptimal organizational outcomes, ultimately affecting Maark Trendz's competitiveness and
growth trajectory.

1.5 Research Objectives

The research objectives outlined below serve as the guiding framework for this study, focusing
on assessing employee performance, examining the effectiveness of positive affirmations,
analyzing their impact, and identifying potential barriers within the organizational context of
Maark Trendz.
1. To identify the existing system of performance evaluation
2. To assess the baseline level of employee performance at Maark Trendz before the
implementation of positive affirmations during HR interactions.
3. To examine the effectiveness of positive affirmations administered during HR
interactions in enhancing employee morale and motivation.
4. To analyze the impact of enhanced morale and motivation resulting from positive
affirmations on overall employee performance.
5. To identify any potential barriers or challenges in implementing positive affirmation
strategies within the organizational culture of Maark Trendz.

1.6 Scope of Research

1.6.1 Geographical Scope

The research is specifically centered on Maark Trendz in Coimbatore, Tamil Nadu, with a
focused examination of its branches within the Coimbatore region, including Gandhipuram and
Goldwins along with its factory which is located in Sulur.

1.6.2 Timeframe
The study is conducted from March 2024 to April 2024, with interactions and data collection
specifically happening in April. Data from March and April is collected to compare employee
performance before and after the implementation of positive affirmations during HR
interactions.

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1.6.3 Participants
Participants include employees across various departments and hierarchical levels within
Maark Trendz. The study engages frontline employees, middle management, and senior
leadership to gather diverse perspectives on the impact of positive affirmations on morale,
motivation, and performance.

The scope of this research encompasses a focused study within Maark Trendz, examining
employee performance before and after the implementation of positive affirmations during HR
interactions. The study's timeframe, data collection techniques, and participant involvement
are structured to provide comprehensive insights into the impact of positive affirmations on
employee morale, motivation, and overall performance within the organizational context of
Maark Trendz.

1.7 Significance of the Study

The significance of this study lies in its potential to contribute valuable insights, inform
strategic decisions, and drive positive change within the organizational dynamics of Maark
Trendz. The study holds significance at multiple levels, encompassing the organizational,
managerial, and employee perspectives, as outlined below:

1.7.1 Organizational Impact

At the organizational level, the study's findings are expected to have a profound impact on
Maark Trendz's overall effectiveness, productivity, and competitiveness. By identifying factors
that influence employee performance, such as communication practices and motivational
strategies, the study can provide actionable recommendations to optimize organizational
processes and enhance performance outcomes.

1.7.2 Managerial Relevance

From a managerial standpoint, the study offers insights into effective leadership practices,
employee engagement strategies, and performance management techniques. Managers and
leaders at Maark Trendz can leverage these insights to foster a positive work culture, improve
team dynamics, and facilitate meaningful interactions that boost employee morale and
motivation.

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1.7.3 Employee Empowerment
For employees, the study signifies an opportunity for empowerment, recognition, and
professional growth. Positive affirmations and constructive feedback during HR interactions
can enhance job satisfaction, increase motivation levels, and promote a sense of belonging and
fulfillment within the organization. Employees become more engaged, productive, and aligned
with organizational goals.

1.7.4 Strategic DecisionMaking

The study's outcomes will serve as a foundation for strategic decisionmaking at Maark Trendz,
guiding initiatives related to human resource management, performance evaluation, and
employee development. By aligning HR practices with employee needs and organizational
objectives, Maark Trendz can cultivate a highperformance culture that drives sustainable
growth and success.

1.7.5 Industry Influence

Beyond Maark Trendz, the study's insights have the potential to influence industry practices
and standards within the furniture and interior solutions sector. Best practices identified
through this research can be shared with industry peers, contributing to knowledge exchange,
innovation, and continuous improvement across the sector.

1.8 Definitions of the Study Variables and Important Terminologies

1.8.1 Employee Performance

Employee performance refers to the measurable outcomes and achievements of employees
within Maark Trendz, including productivity levels, task completion rates, quality of work,
adherence to deadlines, and overall contributions to organizational goals.

1.8.2 Positive Affirmations

Positive affirmations in this context refer to supportive and encouraging messages, feedback,
and interactions provided by HR personnel or managers during employee interactions. These
affirmations aim to boost morale, motivation, and job satisfaction among employees.

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1.8.3 Employee Morale
Employee morale pertains to the overall mood, attitude, and satisfaction levels of employees
within Maark Trendz. It reflects their sense of wellbeing, engagement, and enthusiasm towards
their work and the organization.

1.8.4 Employee Motivation

Employee motivation refers to the internal drive, enthusiasm, and determination of employees
to achieve their goals, excel in their roles, and contribute effectively to the success of Maark
Trendz. Motivation can be intrinsic (personal goals, values) or extrinsic (rewards, recognition).

1.8.5 Communication Practices

Communication practices encompass the methods, channels, and frequency of communication
within Maark Trendz. This includes verbal communication, written communication, team
meetings, feedback sessions, and other forms of interaction that facilitate information exchange
and collaboration.

1.8.6 Performance Evaluation Criteria

Performance evaluation criteria are the standards, metrics, and benchmarks used to assess
employee performance at Maark Trendz. This includes objective measures such as key
performance indicators (KPIs), qualitative assessments, peer reviews, and manager
evaluations.

1.8.7 Organizational Culture

Organizational culture refers to the shared values, beliefs, norms, and behaviors that
characterize the work environment and ethos of Maark Trendz. It encompasses aspects such as
leadership styles, communication patterns, teamwork, innovation, and employee engagement.

1.8.8 HR Interactions
HR interactions denote the formal and informal interactions between HR personnel and
employees at Maark Trendz. These interactions include performance review initiatives
facilitated by the HR department.

20
1.8.9 Productivity Levels
Productivity levels refer to the efficiency and output of employees in completing tasks,
projects, and assignments within specified timeframes at Maark Trendz. It is measured by
comparing input (time, resources) to output (deliverables, results) and assessing the
effectiveness of work processes.

1.8.10 Job Satisfaction

Job satisfaction represents the degree of contentment, fulfillment, and happiness that
employees experience in their roles at Maark Trendz. It encompasses factors such as worklife
balance, job security, career growth opportunities, recognition, and relationships with
colleagues and superiors.

1.9 Organization of the Report

The report is structured in a logical sequence to provide a comprehensive understanding of the

research study conducted at Maark Trendz. The organization of the report is outlined as
follows:

1. Introduction
• Introduction to the research topic and background of the study.
• Research objectives, significance, scope, and definitions of key terminologies.
2. Literature Review
• Review of relevant literature and theoretical frameworks related to employee
performance, positive affirmations, communication practices, motivation theories, and
organizational culture.
• Exploration of previous studies, best practices, and empirical evidence in the field of
human resource management and performance improvement strategies.

3. Research Methodology
• Description of the research design, including the study approach (quantitative,
qualitative, or mixedmethod), sampling methods, data collection techniques, and data
analysis procedures.
• Explanation of the timeframe, participant selection criteria, and ethical considerations.

21
4. Data Collection and Analysis
• Details of data collection processes, including surveys, observational records, and
attendance/productivity metrics for March and April.
• Analysis of collected data using statistical tools and qualitative analysis methods to
examine changes in employee performance, morale, and motivation.
5. Results and Findings
• Presentation of results, findings, and statistical analyses related to the impact of positive
affirmations on employee performance, morale, and motivation.
• Interpretation of findings in relation to research objectives and theoretical frameworks.

6. Discussion
• Critical analysis and discussion of the study's implications, including practical
implications for Maark Trendz, theoretical contributions to the field, and comparisons
with existing literature.
• Identification of key insights, trends, patterns, and relationships observed in the data
analysis.

7. Conclusion
• Summary of key findings, conclusions drawn from the study, and recommendations for
Maark Trendz based on the research outcomes.
• Limitations of the study and suggestions for future research directions.

8. References
1. List of references cited throughout the report, including academic journals, books,
research papers, and credible sources used in the literature review and data analysis.

9. Appendices
• Supplementary materials such as survey questionnaires, interview guides, raw data
tables, and additional analyses not included in the main body of the report.
• Any supporting documents or information relevant to the research study.

22
 Chapter II

2. Introduction to Review of literature

1. Irum Shahzadi, Ayesha Javed, Syed Shahzaib Pirzada, Shagufta Nasreen and Farida
Khanam(2014) in their study titled as Impact of Employee Motivation on Employee
Performance investigated the intricate dynamics of employee motivation and performance,
particularly within the educational sector in Pakistan. It highlights the multifaceted factors
influencing employee motivation, including intrinsic rewards, recognition, job satisfaction, and
perceived training effectiveness. By focusing on 160 teachers from government and private
schools and utilizing self-administered questionnaires, the study employs regression analysis
to quantify the impact of employee motivation on performance. The findings reveal a
significant and positive relationship between motivation and performance, emphasizing the
pivotal role motivation plays in enhancing productivity, engagement, and job satisfaction
among teachers. Furthermore, the review underscores the importance of intrinsic rewards such
as job enrichment and recognition in fostering motivation and acknowledges the negative
impact of perceived training ineffectiveness on motivation levels. The study's implications
extend to organizational management, emphasizing the need for tailored motivational
strategies and effective training initiatives to optimize employee engagement, productivity, and
overall performance in educational institutions.

2. Oluwayomi Ayoade Ekundayo, Joseph Ayo(2018) in their study The Impact of Motivation
on Employee Performance in Selected Insurance Companies in Nigeria studied about the
relationship between motivation and employee performance within selected insurance
companies in Lagos, aiming to understand how motivation influences employees' willingness
to utilize their potential and achieve organizational objectives. With three primary objectives—
to evaluate the effects of motivation on employee performance, assess motivational factors
impacting performance, and recommend policies for enhanced performance and profitability—
the research employs a structured questionnaire as its primary instrument, ensuring reliability
and validity through expert certification. Utilizing stratified and simple random sampling
techniques, 100 respondents across management, senior, and junior staff were surveyed.
Analysis involved simple percentages, distribution tables, pie charts, and Chi-Square tests for
hypothesis testing. The findings emphasize motivation's significant impact on employee

23
performance, highlighting a direct, strong, and positive relationship between the two variables.
The study advocates for management to conduct comprehensive studies on motivational tools
such as employee involvement in decision-making, job rotation, fringe benefits, bonuses, and
promotions, as strategies to foster employee motivation and improve organizational
performance. Also found that there is a strong relationship between motivation and employee
performance. The type of motivation determined the level of performance of the employee.
When positive motivation was efficiently, skillfully and effectively applied, the level of
employee performance increased and vice versa.

3. Mohamed Muhumed Maah(2009) in his Case Study titled as The Impact of Motivation On
Employee Performance: A Case Study of Kenya Red Cross Society At Garissa District,
Kenya investigated the significant impact of motivation on employee performance within
organizational settings, with a focus on understanding how motivation levels directly correlate
with employees' productivity and effectiveness. It emphasized the extensive efforts made by
managers and leaders to motivate employees, particularly through effectively communicating
the organization's vision to align behaviors with overarching goals. The study delved into
various motivational theories, including Victor H. Vroom's expectancy theory and Herzberg's
two-factor theory, to comprehend the underlying mechanisms that drive employee engagement
and satisfaction. It also acknowledged the challenges organizations face in effectively
motivating their workforce, ranging from individual preferences to organizational barriers. The
findings underscored the critical need to tailor motivational strategies to individual employee
needs and preferences, highlighting the importance of collaboration between researchers and
policy makers to develop targeted interventions aimed at enhancing employee performance and
organizational success.

4. Yonatan Tilahun(2019) in his study The Effect of Motivation on Employees Performance

at Development Bank of Ethiopia examined the impact of motivation on employee
performance at the Development Bank of Ethiopia's head office, considering three distinct
measurements of employee performance: direct financial factors, indirect financial factors, and
non-financial factors that serve as motivators for enhancing performance. Employing a
combined quantitative and qualitative research approach, the researcher utilized both
descriptive and explanatory research designs to delineate and elucidate the relationship
between the independent variables (direct financial factors, indirect financial factors, and non-
financial factors) and the dependent variable, employee performance. Based on the formulated
24
research question and hypotheses, the study paper concluded that direct financial motivational
factors significantly influence employee performance by exacerbating issues such as lateness,
absenteeism, turnover, reduced willingness to work extra hours, prolonged task delivery times,
and diminished evaluation scores. To mitigate these adverse effects, the bank is recommended
to enhance salaries and related benefits to remain competitive and boost employee
performance. The findings corroborated the hypothesis that direct financial motivational
factors indeed have a substantial impact on employees' overall performance within the
organization. The study also found that the main source of reason that demotivates employees
was lack of non financial benefit package to the employees. The second reason is lack of
satisfaction on the direct financial benefit like salary and other related benefits.

5.Christopher Mathews and Khann I.K (2015) in their paper titled as Impact of Work
Environment on Performance of Employees in Manufacturing Sector in India: Literature
Review discussed about the The significance of the workplace environment in influencing
employee performance is widely acknowledged, given that employees are a paramount asset
for organizations, contributing significantly to current operational performance and future
competitive advantage. As employees spend a substantial portion of their lives within their
work environment, this study aims to explore the relationship between the workplace
environment and productivity, particularly focusing on elements such as lighting, noise, color,
air quality, and suitable furniture. The quality and quantity of work produced by employees are
directly impacted by the conditions of their work environment, with poor environmental
conditions leading to inefficiencies in worker productivity and reduced job satisfaction.
Investigations in this area suggest that various factors within the workplace environment play
a pivotal role in enhancing employee productivity, especially in the manufacturing sector in
India. Specifically, the study aims to identify how elements such as lighting, noise levels,
temperature, and ergonomic furniture significantly influence the performance levels of
employees. For industries, recognizing the importance of employees and their working
conditions is paramount, as the workshop environment can profoundly impact productivity. A
well-designed workshop environment that considers factors like adequate lighting, noise
control, suitable furniture, and optimal temperature can have positive effects on employees
both physically and psychologically. Conversely, poor environmental conditions can lead to
health issues such as headaches, respiratory problems, fatigue, and ultimately impact the
organization's financial well-being in the long term. Administrative office managers are urged
to prioritize ergonomically sound workshop environments that align with employees' needs, as
25
this can significantly contribute to maintaining and enhancing employee productivity over
time.

6. Sanyal MK and Biswas SB (2014) in their study on Employee Motivation from

Performance Appraisal Implications: Test of a theory in the Software Industry in West
Bengal (India) investigated the software industry's operational dynamics has garnered
significant attention from researchers, especially in the past decade, owing to its unique nature,
technological advancements, substantial contribution to GDP, and distinctive HR practices.
Characterized by rapid technological changes, quality-conscious multinational clientele,
intense international competition, and skill obsolescence, the software industry places immense
importance on its skilled workforce for success. This necessitates a systematic approach to
measuring and managing individual, team, and organizational performance. Focusing
specifically on the software companies in West Bengal, India, this paper investigates
employees' attitudes towards performance appraisal, drawing insights from previous literature
on the consequences of appraisal and their impact on employee motivation. Conducting a
primary survey involving 506 employees across 19 software companies in Kolkata, the paper
employs factor analysis to identify the applications of appraisal and binary regression to assess
their implications on employee motivation. The study underscores the pivotal role of line
managers in the appraisal process, highlighting various dilemmas and employee concerns
based on company size and business focus. It reveals diverse practices and implications of
appraisals across different companies within the industry, emphasizing excellence through
mutual goal setting, continuous monitoring, integrating individual and team performances,
fostering innovative climates, and engaging line functions in the appraisal method. The
findings emphasize the importance of non-monetary factors such as task significance, growth
opportunities, recognition, innovation support, and empowerment in motivating the highly
educated, skilled workforce, aligning with Herzberg's motivator factors. The paper advocates
for a shift in emphasis during appraisals from mere performance measurement to holistic
performance management, promoting employee involvement, empowerment, and participation
to cultivate a committed, contented, and loyal workforce capable of delivering exceptional
value and sustaining competitive advantage. It also addresses challenges posed by economic
volatility, dynamic team structures, rater biases, and organizational policies, proposing a
performance culture based on OCTEPACEC (openness, confrontation, trust, empowerment,
proactivity, authenticity, collaboration, experimenting, and continuous interaction) to ensure
fair and accurate performance ratings.
26
7. Surya Prakash Tripathi (2014) in his research paper titled as Impact of Motivation on Job
Performance of Contractual Staff in Devi Ahilya University Indore (M.P.), India
investigates the impact of key motivational factors—specifically remuneration, recognition,
and incentives—on employees' performance within Devi Ahilya University, Indore, India. The
study involved a sample of one hundred university employees, and data collection was carried
out using a meticulously designed questionnaire distributed among the employees. Employing
regression analysis, including F tests, t tests, and correlation analysis, the study aimed to test
the hypotheses regarding the influence of remuneration, recognition, and incentives on job
performance. The findings notably reveal a robust positive correlation and a significant effect
of these motivational factors on employees' job performances, with incentives emerging as the
most impactful factor in boosting job performance among employees at Devi Ahilya
University. Consequently, a recommendation is made for the university to prioritize
understanding and addressing the needs and sentiments of its employees, recognizing that a
contented workforce translates to enhanced productivity. The study underscores the critical
role played by motivational factors, particularly incentives, recognition, and remuneration, in
eliciting optimal performances from employees. It emphasizes the pivotal importance of
providing incentives and recognition for job accomplishments, noting that such practices lead
to improved employee performances. The study's results highlight that employees place
considerable value on these motivational factors provided by their employer, and the absence
of such factors can lead to dissatisfaction, reduced commitment, and subpar job performance.
Therefore, it is imperative for institutions like Devi Ahilya University to prioritize employee
needs and feelings, recognizing that a happy workforce is a productive one, ultimately
contributing to organizational success and achieving employee commitment.

8. Anant Deogaonkar, Bijal Zaveri and Chandan Vichoray(2020) in their study on Employee
Performance Motivation And Performance Management System-Exploring The
Pertinence delve into the intricacies of the performance management system and its correlation
with employee performance motivation, drawing insights from a study encompassing 416
working professionals in the telecommunications sector in India. A novel three-step model is
proposed to elucidate the interplay between the components of PMS, namely Design and
Execution, identified as latent classes crucial for motivating employees to perform within the
system. Through multinomial logistic regression analysis, the study validates the proposed
model, emphasizing the importance of aligning PMS design and execution with employee
27
motivations. The findings underscore that employees seek simplicity, clarity, real-time
feedback, and active involvement in the PMS process, indicating a preference for user-friendly
systems that facilitate performance measurement and documentation against targets. Notably,
while the PMS design is perceived as strategic and beyond immediate supervisor influence, the
execution phase significantly impacts employee performance. This phase involves manual
interactions, performance discussions with supervisors, and the incorporation of real-world
data into the system, highlighting the need for a well-executed PMS to optimize employee
performance outcomes. Overall, the study emphasizes the critical role of PMS design and
execution in shaping employee motivation and performance, advocating for a collaborative
approach that incorporates employee feedback and aligns system intricacies with
organizational goals and employee expectations.

9. Subhra Pattnaik and Susmita Pattnaik (2020) in their research paper titled as Exploring
employee performance dimensionality in Indian public sector units studied the
dimensionality of performance as perceived by managers within Indian Public Sector Units
(PSUs) and its implications on the sustainability of performance practices in these
organizations. Performance data from 588 PSU executives were collected through a pen-paper
survey conducted by their respective managers (162 in number). The study utilized Exploratory
Factor Analysis (EFA) followed by Confirmatory Factor Analysis (CFA) using SPSS 25 and
AMOS 24 to ascertain the dimensionality of the performance construct. The findings revealed
that the data best fit a model where performance was conceptualized as a second-order factor,
with three dimensions serving as first-order indicators. However, when the measurement model
was structured with employee performance as a one-dimensional first-order factor, the fit was
poor. This indicates that while PSU managers do implicitly differentiate between performance
dimensions, this differentiation is not explicitly reflected in performance ratings. This study
contributes to the existing literature by being the first of its kind in the Indian context, shedding
light on PSU managers' perceptions regarding performance dimensionality. It raises important
questions about the ability of Indian PSUs to adapt to the evolving dynamics of the future
workplace with their current performance management practices and offers relevant
suggestions for improvement in this regard.

28
10. Bhaswani. P and Hymavathi CH(2022) in their paper The Factors that Affecting
Employee Performance in Indian Hospitality Industry covered the challenges faced by the
hospitality sector, a field known for its heavy reliance on an efficient workforce for success.
High turnover rates and labor shortages persist in this industry, largely attributed to factors
such as inadequate remuneration, limited growth opportunities, insufficient training, and skill
gaps. Through a review of the Indian hospitality sector, it becomes evident that job insecurity,
unattractive remuneration packages, and skill deficiencies significantly impact employee
performance. While acknowledging potential variations in survey responses, both secondary
and primary data analyses consistently underscore these factors' influence on performance
within the sector. As a result, it is imperative for hospitality entities to prioritize initiatives such
as providing competitive remuneration, robust training programs, ample growth avenues, and
ensuring job security to foster a positive work environment and enhance employee
performance. Future research in this area should delve deeper into motivation, skill
development, and job-related insecurities within the hospitality sector to facilitate a more
comprehensive understanding and inform improved strategies and practices.

11. Bharvi Shah (2023) in her paper titled as Work Stress and Employee Performance:
Analysis of Work Stress and it’s Implication on Employee Performance addressed the
pervasive issue of work stress experienced by employees across various organizations and its
profound impact on organizational and individual performance. Work stress is a ubiquitous
element that affects individuals in diverse roles and industries, leading to a range of negative
outcomes such as decreased organizational performance, reduced employee productivity,
lower quality of work, increased staff turnover, and higher rates of absenteeism. Moreover,
work stress is linked to adverse health effects like anxiety, depression, headaches, and
backaches among employees. Management's emphasis on addressing work stress stems from
the understanding that effective stress management correlates with enhanced employee
performance, which in turn influences overall organizational success and resilience in today's
competitive business environment. This study delves into the multifaceted dimensions of work
stress, particularly its impact on employee performance across three main areas: task
performance, contextual performance, and counterproductive work behavior. Through a survey
conducted in Ahmedabad district with 123 respondents aged 25-50, the study examines the
factors contributing to work stress and its subsequent influence on employee performance. The
findings reveal a significant negative relationship between work stress and employee

29
performance, highlighting the detrimental effects of excessive stress levels on individuals'
ability to perform optimally.

12. Jeet R Modi and Vaishali Pillai(2022) in their study on Employees Engagement and Their
Impact on Employee Performance focused on employee engagement and its impact on
employee performance at Umedica Laboratories Pvt Ltd. A descriptive research design was
utilized to measure this impact and gather information on the current status of employees. The
research plan aimed to investigate the impact of employee engagement on performance, using
primary data sources. The research objectives included studying the relationship between
employee engagement and organizational performance outcomes. The findings revealed high
employee satisfaction with compensation, regular recognition for good work, and a workplace
environment focused on health and safety. The demographic profile indicated a nearly equal
distribution of male and female employees, with a majority aged between 21-30 years,
showcasing experienced and young staff. Most employees earned between 10,000 - 15,000,
with strong encouragement for participation in organizational activities and a culture of
teamwork. The organization provided adequate training for new systems/tools, facilitated two-
way communication, and had satisfactory policies on rewards and recognition. Overall, the
study concluded that employees were highly satisfied with the company's performance,
received necessary job information, and that engagement factors positively influenced
performance, with a positive correlation between engagement and organizational performance.
The organization's emphasis on training, clear communication of goals, and strategies
contributed to this positive relationship.

13. Shilpa Varma, Priyavij and Gopal R(2015) in their paper titled as A Study of the Employee
Engagement Practices in the Indian Manufacturing Sector investigated the phenomenon of
employee engagement within the Indian Manufacturing Sector, utilizing a descriptive research
approach to explore its impact on organizational success. Traditionally, organizations have
relied on financial metrics to assess performance, but the shift towards recognizing "soft"
measures like employee attitudes and engagement is gaining traction. Employee engagement,
reflecting a positive employee outlook towards the organization and its values, has been linked
to various positive business outcomes such as enhanced productivity, improved job
performance, and better talent retention. This study aims to investigate the relationship between
employee engagement and organizational performance, using primary data collected through
questionnaires in selected companies and complemented by secondary data from relevant
30
sources. The findings underscore the importance of effective employee communication and
engagement strategies in achieving business objectives, emphasizing the need for continuous
learning, improvement, and strategic investment in fostering a culture of high employee
engagement for long-term organizational success.

14. K K Bajaj (2012) in his research paper on Employee Engagement and Their Impact on
Employee Performance- A Study in Production Unit at Bikaner investigated the influence
of employee engagement on employee performance and explore various factors affecting
performance, including wages and benefits, health and safety measures, performance appraisal,
organizational performance, communication, training, leadership, grievance processes, and
performance improvement initiatives. Conducted through a research design, data were gathered
from a sample survey comprising 100 employees. Data analysis involved descriptive statistics,
the Kolmogorov-Smirnov test, and cross-tabulation. Results revealed that employees were
satisfied with the organization's overall performance, with all elements, such as recognition for
good work, workplace health and safety, clear communication of policies and goals, provision
of necessary resources, effective training, and constructive feedback contributing positively to
employee satisfaction and performance. Notably, salary increments, reward and recognition
practices, performance appraisal, and training initiatives were identified as crucial factors
impacting employee engagement and performance, indicating the importance of these aspects
in fostering a conducive work environment and achieving organizational goals.

15. Radhika T and Arvind Kumar Saxena(2023) in their research paper titled as Determinants
of Employee Engagement And their impact on Employee Performance delves into the
crucial aspect of employee engagement and its impact on organizational success. It emphasizes
that engaged employees, who exhibit enthusiasm and commitment toward their work and
employer, are key contributors to a company's competitive advantage and heightened
productivity. The study's primary objective is to investigate the strategies employed by the
company to foster employee engagement. It seeks to identify various factors influencing
employee engagement, including satisfaction levels, organizational contributions, and methods
to enhance engagement. Through a descriptive research approach and survey questionnaire,
data collection and analysis were conducted to gain insights into the variables affecting
employee engagement. The study highlights the importance of creating a positive work
environment, fostering team cohesion, and providing opportunities for career advancement as
crucial aspects of employee engagement. The research findings shed light on the elements
31
critical for retaining a motivated and productive workforce, leading to recommendations for
employee retention and motivation strategies. Ultimately, the study anticipates that
implementing these recommendations will result in a highly committed workforce within the
banking industry, contributing significantly to organizational success. It underscores the vital
role of human resources in every company, emphasizing the need for effective human resource
management to ensure competitiveness and profitability in today's dynamic market. Key
factors identified in the study that contribute to employee engagement include working
conditions, support systems (both managerial and peer), opportunities for career growth,
organizational backing, and recognition and rewards programs.

32
 CHAPTER III

3. RESEARCH METHODOLOGY

3.1 Discussion on Relevant Framework/Model/Concepts Pertaining to the Main Research

Issue
3.1.1 Introduction to Research Issue
The central focus of this study is to explore the impact of HR interactions on employee
performance within The Maark Trendz in Coimbatore. Employee performance, particularly in
terms of productivity, engagement, and motivation, plays a crucial role in organizational
success. However, the role of HR interactions in shaping employee performance has not been
thoroughly examined, leading to a gap in understanding the mechanisms that drive employee
effectiveness and engagement.

3.1.2 Importance of Frameworks and Models

To address this research issue effectively, it is essential to leverage relevant frameworks,
models, and concepts that provide a theoretical foundation for understanding the dynamics
between HR interactions and employee performance. These frameworks serve as guiding
principles and lenses through which the research problem can be analyzed and interpreted.

3.1.3 Expectancy Theory as a Motivation Framework

One of the key motivation theories that can be applied to this study is Expectancy Theory.
According to Expectancy Theory, employees are motivated to perform when they believe that
their efforts will lead to desired outcomes and that they possess the necessary capabilities to
achieve those outcomes. This theory emphasizes the importance of perceived instrumentality,
expectancy, and valence in driving employee motivation and performance.

3.1.4 Integrating HR Interactions and Employee Performance

The conceptual framework for this study involves integrating the elements of HR interactions,
employee engagement, performance, attendance, productivity, motivation, organizational
culture, employee feedback mechanisms, and communication channels. These elements
collectively influence the overall employee experience and contribute to organizational
effectiveness.

33
3.1.5 Role of HR Interactions
The project focuses on conducting a series of HR interactions encompassing various essential
activities such as performance appraisals, training and development initiatives, transparent
communication of organizational objectives, establishing robust feedback mechanisms, and
nurturing a conducive work environment. These interactions are strategically designed to
consistently deliver positive affirmations to employees. The overarching objective is to
optimize employee performance by fostering higher levels of engagement, enhancing
productivity, and nurturing a positive organizational culture through the systematic
reinforcement of affirming and encouraging HR interactions.

3.2 Research Design

The research design chosen for this study is a pretest posttest design. This design involves
collecting data from participants at two different time points: before and after the
implementation of the intervention or treatment. In this case, the intervention is the focus on
HR interactions and its impact on employee performance among employees of The Maark
Trendz in Coimbatore.

3.2.1. Rationale for Pre-test Post-test Design

This design allows for the comparison of data collected before and after the intervention. It
helps in assessing the effectiveness of the intervention by measuring changes in the variables
of interest over time.

3.2.2. Population and Sampling:

The population for this study comprises employees of The Maark Trendz in Coimbatore. The
total number of employees are 51. As this study aims to include all eligible employees, a census
approach will be used for sampling, ensuring that the entire population is included in the study.

3.3.3. Data Collection Instruments

Quantitative Questionnaire: A structured questionnaire will be developed to gather data on
variables such as employee engagement, performance, attendance, productivity, motivation,
organizational culture, feedback mechanisms, and communication channels.
Observational Records: Direct observations will be made to record interactions between
employees and HR personnel, as well as any changes in employee behavior or performance.

34
3.3.4. Data Collection Procedure
Pre-test Questionnaire: The initial data collection (pre-test) will be conducted before the
implementation of any interventions related to HR interactions. Employees will be asked to
complete the questionnaire, and observations will be made regarding existing HR practices and
employee behaviours.
Intervention: Following the pre-test, interventions focused on enhancing HR interactions will
be implemented within the organization. This includes the understanding of employee
motivation level and providing positive affirmations to increase the motivation level.
Post-test Questionnaire: After a suitable period post-intervention, the same data collection
procedures will be repeated (post-test). Employees will again complete the questionnaire, and
observations will be made to assess any changes in employee performance, engagement, and
other relevant variables.

3.2.5. Data Analysis

Statistical Analysis: The collected data will be analyzed using statistical techniques such as
correlation analysis, regression analysis, and factor analysis. These analyses will help in
examining the relationships between HR interactions and various aspects of employee
performance.

35
3.3 Sampling Technique

In this study, a purposive sampling technique will be employed to select participants from the
employee population of The Maark Trendz in Coimbatore. Purposive sampling is chosen due
to its focus on selecting participants who possess specific characteristics relevant to the
research objectives.

3.3.2. Population and Characteristics

The population for this study comprises all 51 employees currently employed at The Maark
Trendz in Coimbatore.
Characteristics of the population includes employees from various departments, levels of
experience, job roles, and demographic backgrounds.

3.3.3. Inclusion Criteria

All regular employees of The Maark Trendz in Coimbatore will be eligible for inclusion in the
study. Employees across different job roles and departments will be considered to ensure
diversity in perspectives. To accommodate the diverse education levels of employees, ranging
from higher secondary education to master's degrees, personalized assistance was provided
during the questionnaire filling process. This assistance aimed to ensure clarity by explaining
both the questions and the expected answers in person.

3.3.4. Exclusion Criteria

Temporary or contractual employees with short-term tenures will be excluded from the study.
Employees who are on extended leave (e.g., maternity leave, sabbatical) during the data
collection period will also be excluded

3.3.5. Sampling Procedure

The study adopts a census approach, encompassing all 51 employees within the Coimbatore
region, as the sampling procedure. The selection of participants is based on their direct
relevance to the research objectives, specifically focusing on their experience with HR
interactions and their demonstrated impact on employee performance. All employees will be
approached through official communication channels within the organization, and their
voluntary participation will be solicited for the study.

36
3.3.6. Sample Size
The sample size is dependent on the number of eligible participants meeting the inclusion
criteria within The Maark Trendz in Coimbatore. The Population size of 51 employees is
targeted to ensure the representation of diverse perspectives and experiences among
employees.

3.4 Choice of Instrument

The choice of instruments for data collection in this study includes pre and post-questionnaires,
as well as an observatory record. These instruments are designed to gather quantitative data
regarding HR interactions and their impact on employee performance. The validity and
reliability of these instruments will be assessed through a pilot study.

3.4.1. Pre and Post-Questionnaires

Purpose: The pre-questionnaire will be administered before the intervention, aimed at gathering
baseline data on employees' perceptions of HR interactions and their performance. The post-
questionnaire will be administered after the intervention to assess any changes or effects.
Format: The questionnaires will consist of close-ended questions, Likert scale items, ratings,
and checklist items.
Content: The pre-questionnaire will inquire about employees' current experiences with HR
interactions, job satisfaction, motivation levels, and perceived performance. The post-
questionnaire will focus on evaluating changes in these aspects following the intervention.
Validity and Reliability: The questionnaires will undergo content validity by ensuring that
items align with research objectives. Reliability testing will be conducted through test-retest
reliability to assess consistency over time.

3.4.2. Observatory Record

Purpose: The observatory record will serve to document specific interactions between
employees and HR personnel during the intervention period.
Format: The observatory record will be paper-based and include fields for recording date, time,
nature of interaction, topics discussed, actions taken, and outcomes.
Content: The record will capture both qualitative and quantitative data, such as the frequency
of HR interactions, types of issues addressed, resolutions achieved, and employee feedback.

37
Validity and Reliability: The observatory record's validity will be established through expert
review to ensure it captures relevant information. Reliability will be assessed through inter-
rater reliability, ensuring consistency in data recording among observers.

3.5 Data Collection Procedure

The data collection procedure for this study will involve several steps, including administering
pre and post-questionnaires and maintaining an observatory record. These procedures will be
conducted in a structured manner to ensure accurate and reliable data collection.

3.5.1. Pre-Questionnaire Administration

Before the intervention, the pre-questionnaire will be distributed among employees working at
The Maark Trendz in Coimbatore.
Employees will be provided with clear instructions on how to complete the questionnaire,
emphasizing the importance of honest and accurate responses.
The pre-questionnaire will capture baseline data on employees' perceptions of HR interactions,
job satisfaction, motivation levels, and perceived performance.

3.5.2. Observatory Record Implementation

Simultaneously, observatory records of specific interactions between employees and HR
personnel will be recorded in a form.
Observatory record will contain details such as the date, nature of interaction, topics discussed,
actions taken, and outcomes of each interaction.
This observatory record will serve to provide qualitative insights into the types and frequency
of HR interactions during the intervention period.

3.5.3. Intervention Implementation

Following the pre-questionnaire administration and observatory record setup, the intervention
aimed at improving HR interactions will be implemented.
The intervention will include discussion about the employee performance so far and positive
affirmations to help the employee with their motivation level.

38
3.5.4. Post-Questionnaire Administration
After the intervention period, the post-questionnaire will be distributed among the same group
of employees who completed the pre-questionnaire.
Similar to the pre-questionnaire, employees will be instructed on how to complete the post-
questionnaire accurately and honestly.
The post-questionnaire will assess any changes or effects resulting from the intervention on
employees' perceptions of HR interactions, job satisfaction, motivation levels, and perceived
performance.

3.5.5. Data Compilation and Analysis

Once data collection is complete, all responses from the pre and post-questionnaires will be
compiled and entered into a database for analysis.
Statistical analysis techniques, such as descriptive statistics, correlation analysis, and possibly
regression analysis, will be employed to analyze the quantitative data collected from the
questionnaires.

3.6 Statistical tools used

In order to analyze the data collected from the research instruments, several statistical tools and
techniques will be employed to derive meaningful insights and draw conclusions. These tools
are chosen based on the nature of the data and the research objectives. The following statistical
tools will be utilized:

3.6.2. Chi-square Test

The chi-square test will be used to analyze the association between categorical variables. This
includes examining relationships such as gender and agreement with specific statements, as
well as departmental differences in the frequency of HR interactions.

3.6.3. T-tests
Paired t-tests will be utilized to compare mean scores within the same group before and after
interventions, such as comparing motivation levels before and after feedback sessions.

39
3.6.5. Correlation Analysis
Correlation analysis will be conducted to examine the strength and direction of relationships
between variables. This includes exploring correlations between productivity and motivation
levels, providing insights into potential dependencies.

3.6.6. Regression Analysis

Regression analysis will be utilized to determine the extent to which independent variables
(e.g., positive affirmations, HR interactions) predict a dependent variable (e.g., employee
performance). This helps in understanding the predictive power of various factors on outcomes.

3.7 Proposed data analysis plan

The data collected from the research instruments, including pre and post questionnaires and
observatory records, will undergo a comprehensive data analysis process. The analysis plan is
structured to address the research objectives and hypotheses effectively. The proposed data
analysis plan is outlined as follows:

3.7.2. Validity and Reliability Assessment

Prior to the main analysis, a pilot study will be conducted to assess the validity and reliability
of the research instruments, namely the questionnaires and observatory record. This will
involve evaluating the consistency, accuracy, and appropriateness of the measurement tools.

3.7.3. Comparative Analysis

A comparative analysis will be conducted to compare the pre-test and post-test scores obtained
from the questionnaires. This analysis will determine if there are significant differences in
employee engagement, performance, attendance, and productivity before and after the
intervention (e.g., positive affirmations, HR interactions).

3.7.4. Correlation Analysis

Correlation analysis will be performed to explore the relationships between variables of
interest. Specifically, correlations between employee engagement, motivation, organizational
culture, communication channels, and employee performance will be examined. This analysis
aims to identify potential associations and dependencies among these factors.

40
3.7.5. Regression Analysis
Regression analysis will be employed to assess the predictive relationships between
independent variables (e.g., HR interactions, organizational culture) and dependent variables
(e.g., employee performance, attendance). Multiple regression may also be utilized to analyze
the combined influence of multiple predictors on outcomes.

3.7.6. Chi-square Test

The chi-square test will be used to analyze categorical data and assess associations between
variables such as employee engagement and organizational outcomes, as well as demographic
factors (e.g., age, gender) and performance metrics.

41
 Chapter IV

Overview:

Understanding the dynamics of human resource interactions and their impact on employee
performance is crucial for organizational success in today's competitive business environment.
This analysis delves into the realm of HR interactions, employing a multifaceted approach that
includes Wilcoxon signed-ranks tests, correlations, and descriptive statistics. These statistical
tools provide a robust framework to explore the relationships between various HR factors and
their influence on employee motivation, innovation, recognition, trust, communication, and
overall productivity.

The Wilcoxon signed-ranks test is a non-parametric statistical method used to compare paired
data sets, making it particularly suitable for analyzing pre- and post-intervention scenarios
within the HR context. By evaluating the ranks of differences between paired observations, this
test allows us to assess whether there are significant changes or differences in employee
perceptions, attitudes, and behaviors following HR interventions such as positive affirmations,
training programs, or communication enhancements.

In tandem with the Wilcoxon test, correlations play a pivotal role in uncovering the strength
and direction of relationships between different variables. Correlation analysis enables us to
determine if there are meaningful associations between factors such as employee motivation,
clarity of expectations, recognition, trust in management, communication effectiveness, and
productivity levels. These insights aid in understanding the interplay of HR practices and their
outcomes on employee engagement and organizational performance.

Furthermore, descriptive statistics provide a comprehensive overview of key metrics, including

means, standard deviations, and frequency distributions. This statistical summary enhances our
understanding of the central tendencies, variabilities, and distributions of HR-related variables
across different age groups, education levels, or job roles within the organization. Such insights
are invaluable for pinpointing areas of strength, identifying challenges, and formulating
targeted strategies for HR enhancement and organizational development.

42
Through a systematic analysis integrating Wilcoxon tests, correlations, and descriptive
statistics, this study aims to elucidate the nuanced nuances of HR interactions and their impact
on employee attitudes and behaviors. By unraveling these intricate relationships, organizations
can glean actionable insights to optimize HR practices, foster a positive work culture, and drive
sustainable performance gains.

4.1 Objective 1: To Identify the existing system of employee performance

The company employs a target-based approach coupled with an internal SAP system to track
and monitor employee performance across various metrics including attendance, lead
generation, projections, closures, and overall productivity. This section provides an overview
of the existing performance monitoring system within the organization.

Target-Based Approach
The company's performance management strategy revolves around setting clear and
measurable targets for employees, teams, and departments. These targets are aligned with
organizational goals and objectives, ensuring that individual performance contributes directly
to the company's success. Targets are set based on key performance indicators (KPIs) such as
sales targets, project milestones, customer acquisition goals, and productivity metrics.

Internal SAP System

The company utilizes an internal SAP (Systems, Applications, and Products) system to record
and manage critical performance data. The SAP system serves as a centralized platform for
tracking various aspects of employee performance, including:

Attendance Monitoring
The SAP system records employee attendance and tracks punctuality, absenteeism, and leaves.
It provides real-time visibility into workforce availability and helps in managing staffing levels
effectively.

43
Lead Generation and Conversion
Sales and marketing teams input lead generation data into SAP, including leads generated,
source of leads, lead quality assessments, and lead follow-up activities. The system also tracks
lead conversion rates, opportunities created, and sales pipeline management.

Projection Accuracy
Project managers and analysts use SAP for forecasting and projecting future outcomes such as
sales projections, revenue forecasts, production targets, and resource allocation. The system
compares projected figures with actual results to assess projection accuracy.

Closure and Sales Performance

SAP captures data related to closures, sales transactions, deal closures, customer acquisitions,
and sales performance metrics. It generates reports on sales achievements, revenue generated,
sales cycle duration, and customer satisfaction levels.

Monitoring and Analysis

HR personnel and management utilize the SAP system to monitor performance metrics,
generate performance reports, and conduct data analysis. Key functionalities of the SAP system
include:
Dashboard Visibility: The SAP dashboard provides real-time visibility into
performance metrics, KPIs, target progress, and performance trends. It enables
stakeholders to track performance at individual, team, and organizational levels.
Customized Reporting: SAP offers customizable reporting tools that allow for tailored
reports based on specific performance criteria, time periods, departments, and
employee categories. Reports include graphical representations, trend analysis, and
comparative data.
Performance Reviews: HR conducts performance reviews using SAP data, evaluating
individual and team performance against set targets and KPIs. Performance feedback,
coaching, and development plans are integrated into the system.
Data Security and Compliance
The SAP system ensures data security, confidentiality, and compliance with privacy
regulations. Access controls, user permissions, data encryption, and audit trails are
implemented to safeguard performance data and ensure data integrity.

44
The existing performance monitoring system, driven by a target-based approach and supported
by the SAP system, plays a crucial role in evaluating, managing, and improving employee
performance across the organization. The system provides actionable insights, facilitates data-
driven decision-making, and fosters a culture of performance excellence within the company.

4.1 Objective 2: Baseline performance of the employee:

Wilcoxon Ranked test between the pre and post productivity

Post productivity - Pre-
productivity N Mean Rank Sum of Ranks

Negative Ranks 10a 27.1 271

Positive Ranks 34b 21.15 719

Ties 7c

Total 51
Table 4.1 Wilcoxon-Productivity

a Post productivity < Pre-productivity

b Post productivity > Pre-productivity
c Post productivity = Pre-productivity

Test Statisticsa Post productivity - Pre-productivity

Z -2.621b

Asymp. Sig. (2-tailed) 0.009

Table 4.2 Wilcoxon statistics - Productivity

a Wilcoxon Signed Ranks Test

b Based on negative ranks.

Interpretation:
Negative Ranks (Post productivity < Pre-productivity): N = 10
Positive Ranks (Post productivity > Pre-productivity): N = 34

45
Since the number of negative ranks (N = 10) is smaller than the number of positive ranks (N =
34), this indicates that there is an increase in productivity from pre-productivity to post-
productivity. The positive ranks suggest that, on average, the post-productivity scores were
higher than the pre-productivity scores, contributing to the overall increase.

Correlation between Factors affecting the performance and productivity in the month of march

I can Clearly
understand
the I feel I feel the team
I feel performance encouraged to has good
motivated in expected initiate and communicati
my current from my innovate in on and Productivity
Factors role superior my role collaboration in March

I feel
motivated in
1 0.332* 0.294* -0.031 -0.041
my current
role

I can Clearly
understand
the
performance 0.332* 1 0.415 0.080 0.029
expected
from my
superior

I feel
encouraged to
initiate and 0.294* 0.415 1 0.254 0.023
innovate in
my role

I feel the team

-0.031 0.080 0.254 1 0.156
has good

46
 communicati
on and
collaboration

Productivity
-0.041 0.029 0.023 0.156 1
in March

Table 4.3 Correlation – Factors and productivity

* Correlation is significant at the 0.05 level (2-tailed).

Correlation is significant at the 0.01 level (2-tailed).

Interpretation
Motivation and Understanding Performance Expectations
Positive Correlation (r = 0.332*, p = 0.017): Employees who feel motivated in their current
roles tend to have a better understanding of the performance expected from their superiors.
Assessment: This suggests that motivated employees are likely to align their actions and efforts
with the performance standards set by their superiors. They are more aware of what is expected
of them and are likely to strive to meet or exceed those expectations.

Motivation and Initiative/Innovation

Positive Correlation (r = 0.294*, p = 0.036): Motivated employees also feel encouraged to take
initiative and innovate in their roles.
Assessment: This indicates that motivated employees are proactive and creative in their
approach to work. They are more likely to generate new ideas, contribute to problem-solving,
and drive positive change within the organization.

Clarity in Performance Expectations and Initiative/Innovation

Strong Positive Correlation (r = 0.415, p = 0.002): Employees who clearly understand their
performance expectations are more likely to feel encouraged to take initiative and innovate.
Assessment: Clear communication of performance expectations leads to a culture of
empowerment and ownership among employees. When employees know what is expected of
them, they feel more confident in exploring new ideas and driving innovation.

47
Initiative/Innovation and Productivity
Weak Positive Correlation (r = 0.023, p = 0.072): While there is a positive correlation between
feeling encouraged to initiate/innovate and productivity in March, it is not statistically
significant.
Assessment: While feeling encouraged to innovate is beneficial, it may not directly translate
into immediate productivity gains. Other factors or time may be needed to see the impact of
innovative behaviors on actual productivity.

Wilcoxon ranked test to understand the differences between pre and post agreement
levels of certain factors that are related to employee morale and motivation
Sum of
Ranks N Mean Rank Ranks

Negative Ranks 5a 9 45
Post clarity of understanding in superior
expectations - Pre clarity of Positive Ranks 18b 12.83 231

understanding in superiors expectations Ties 28c

Total 51
Table 4.4 Wilcoxon – Clarity in Understanding

Post clarity of understanding in superior expectations - Pre

Test Statistics clarity of understanding in superiors expectations

Z -2.979b

Asymp. Sig. (2-tailed) 0.003

a Wilcoxon Signed Ranks Test

b Based on negative ranks.

Table 4.5 Wilcoxon statistics – Clarity in understanding

Interpretation:
Out of the 51 recorded data, 28 cases have the similar clarity of understanding in superior’s
performance expectations in pre and post interactions. 18 cases have increase in the clarity of
understanding in superior’s performance expectations after the interactions. 5 cases have a

48
decrease in the understanding. Thus the HR interactions implemented have a significant impact
in the clarity of understanding in superior’s performance expectations.

Test statistics:
Since the p-value (0.003) is less than 0.005 there is a significant difference in the clarity of
understanding in superior’s performance expectations between before and after
implementation of HR interactions.

4.3 Objective 3: Morale and Motivation on overall employee performance

Post Motivation vs. Pre Motivation

H0: There is no significant difference in motivation levels before and after the intervention.
H1: There is a significant difference in motivation levels before and after the intervention.

Ranks N Mean Rank Sum of Ranks

Negative Ranks 3 14.83 44.5

Positive Ranks 16 9.09 145.5

Ties 32

Total 51
Table 4.6 Wilcoxon - Motivation

Out of the 51 cases analyzed, 3 cases demonstrated a decrease in motivation levels post-
intervention, 16 cases indicated an increase, and 32 cases had no change. This suggests a mixed
response to the positive affirmations during HR interactions regarding motivation levels. The
Wilcoxon Signed Ranks Test revealed a significant result (Z = -2.189, p = .029), indicating a
notable difference in motivation before and after the positive affirmations. Therefore,
Hypothesis 1 (H1) is accepted.

Post Encouragement to Initiate and Innovate vs. Pre Encouraged to Initiate and Innovate
H0: There is no significant difference in the encouragement to initiate and innovate before and
after the intervention.
H1: There is a significant difference in the encouragement to initiate and innovate before and
after the intervention.

49
Ranks N Mean Rank Sum of Ranks

Negative Ranks 3 18 54

Positive Ranks 21 11.71 246

Ties 27

Total 51
Table 4.7 Wilcoxon – Initiate and Innovate

Regarding encouragement to initiate and innovate, 3 cases showed reduced levels post-
intervention, 21 cases experienced an improvement, and 27 cases remained unchanged. This
implies an overall positive impact on encouraging innovative behavior. The statistical analysis
confirmed this finding with a significant result (Z = -2.921, p = .003). Therefore, Alternate
Hypothesis (H1) is accepted.

Post Feel Recognized vs. Pre Feel Recognized

H0: There is no significant difference in feeling recognized before and after the intervention.
H1: There is a significant difference in feeling recognized before and after the intervention.

Table with Stats:

Ranks N Mean Rank Sum of Ranks

Negative Ranks 2 20.75 41.5

Positive Ranks 29 15.67 454.5

Ties 20

Total 51
Table 4.8 Wilcoxon - Recognition

In terms of feeling recognized, 2 cases reported a decrease, 29 cases experienced an increase,

and 20 cases remained constant after the intervention. This suggests a positive impact on
feeling recognized. The Wilcoxon Signed Ranks Test confirmed this impact with a highly
significant result (Z = -4.330, p = .000), highlighting a substantial difference in feeling
recognized post-intervention. Therefore, Hypothesis 3 (H1) is accepted.

50
Post Morale and Motivation Affects the Company vs. Pre Morale and Motivation Effects
the Company
H0: There is no significant difference in the impact of morale and motivation on the company
before and after the intervention.
H1: There is a significant difference in the impact of morale and motivation on the company
before and after the intervention.
Ranks N Mean Rank Sum of Ranks

Negative Ranks 5 11.4 57

Positive Ranks 12 8 96

Ties 34

Total 51
Table 4.9 Wilcoxon – Morale and Motivation

In comparing the effects of morale and motivation on the company, 5 cases showed a decrease
post-intervention, 12 cases indicated an increase, and 34 cases had no change. This indicates a
varied response to the positive affirmations in impacting company morale and motivation.
However, the statistical analysis did not find a significant difference (Z = -.956, p = .339).
Therefore, Alternate Hypothesis 4 (H1) is not accepted.
Post Level of Trust Between Management and Employee vs. Pre Level of Trust Between
Management and Employee
H0: There is no significant difference in trust levels between management and employees
before and after the intervention.
H1: There is a significant difference in trust levels between management and employees before
and after the intervention.
Ranks N Mean Rank Sum of Ranks

Negative Ranks 2 8.5 17

Positive Ranks 16 9.63 154

Ties 33

Total 51
Table 4.8 Wilcoxon - Recognition

51
Regarding trust levels between management and employees, 2 cases demonstrated a decrease,
16 cases showed an increase, and 33 cases remained constant post-intervention. This suggests
a positive impact on trust levels. The statistical test confirmed this impact with a highly
significant result (Z = -3.258, p = .001), indicating a notable difference in trust post-
intervention. Therefore, Hypothesis 5 (H1) is accepted.

Post Communication Between Employee and Management vs. Pre Communication

Between Management and Employee
H0: There is no significant difference in communication levels between employee and
management before and after the intervention.
H1: There is a significant difference in communication levels between employee and
management before and after the intervention.
Ranks N Mean Rank Sum of Ranks

Negative Ranks 3 9.5 28.5

Positive Ranks 21 12.93 271.5

Ties 27

Total 51
Table 4.10 Wilcoxon - Communication

In terms of communication, 3 cases reported a decrease post-intervention, 21 cases indicated

an improvement, and 27 cases remained unchanged. This suggests an overall positive impact
on communication. The statistical analysis confirmed this finding with a significant result (Z =
-3.664, p = .000). Therefore, Hypothesis 6 (H1) is accepted.

52
4.3 Objective 4: Employee Morale and Motivation- Descriptives to compare
the differences

To analyze the impact of enhanced morale and motivation resulting from positive affirmations
on overall employee performance.
Motivation SDA DA N A SA

Pre frequency 1 0 4 43 3

Pre Percent 2 0 7.8 84.3 5.9

Post Frequency 0 2 2 33 14

Post Percent 0 3.9 3.9 64.7 27.5

Table 4.11 Frequency analysis: Pre and Post Motivation

Interpretation:
Before the intervention, the majority of participants (84.3%) agreed that they were motivated,
with a smaller percentage (5.9%) strongly agreeing. However, after the intervention, there was
a noticeable shift. The percentage of participants who strongly agreed increased significantly
to 27.5%, indicating a positive impact on motivation levels. On the other hand, the percentage
of those who agreed decreased slightly to 64.7%. This shift suggests that the intervention may
have effectively boosted participants' motivation, as evidenced by the increase in strong
agreement.

Clarity of understanding SDA DA N A SA

Pre frequency 0 15 10 22 4

Pre Percent 0 29.4 19.6 43.1 7.8

Post Frequency 0 1 17 31 2

Post Percent 0 2 33.3 60.8 3.9

Table 4.12 Frequency analysis: Pre and Post Clarity of understanding

In terms of understanding superior expectations, there was also a notable change post-
intervention. Before the intervention, a significant portion (29.4%) disagreed with their
understanding, but after the intervention, this percentage dropped drastically to 2.0%.
Meanwhile, the percentage of participants who agreed with their understanding increased from

53
43.1% to 60.8%. These shifts demonstrate that the intervention likely improved participants'
clarity regarding their superiors' expectations.
Morale and Motivation SDA DA N A SA

Pre frequency 0 3 4 29 15

Pre Percent 0 5.9 7.8 56.9 29.4

Post Frequency 0 2 2 30 17

Post Percent 0 3.9 3.9 58.8 33.3

Table 4.13 Frequency analysis: Pre and Post Morale and Motivation

Participants were asked to rate the morale and motivation effects on the company. Before the
intervention, the majority (56.9%) rated it as a 4, indicating a positive perception. After the
intervention, this positive perception slightly increased to 58.8%. Conversely, the percentage
of participants who rated it as a 3 decreased from 7.8% to 3.9%. This suggests that the
intervention may have contributed to a slightly more positive perception of morale and
motivation effects within the company.
Encourage to initiate SDA DA N A SA

Pre frquency 0 3 7 38 3

Pre Percent 0 5.9 13.7 74.5 5.9

Post Frequency 0 1 3 33 14

Post Percent 0 2 5.9 64.7 27.5

Table 4.14 Frequency analysis: Pre and Post Initiate and Innovate

Interpretation:
Regarding the willingness to initiate and innovate, participants' responses also showed a shift
post-intervention. Before the intervention, 74.5% agreed that they were encouraged to initiate
and innovate, with a small percentage (5.9%) strongly agreeing. After the intervention, the
percentage of those who agreed decreased slightly to 64.7%, while the percentage of those who
strongly agreed increased significantly to 27.5%. This indicates that the intervention may have
had a positive impact on participants' enthusiasm and confidence in initiating and innovating
within their roles.

54
In summary, the data across these sections suggests that the intervention led to improvements
in motivation levels, clarity of understanding in superior expectations, perception of morale
and motivation effects on the company, and encouragement to initiate and innovate. These
findings align with the hypothesis that the intervention positively influenced participants'
attitudes and behaviors in the workplace.

4.4 Objective 5: Descriptive analysis

To identify any potential barriers or challenges in implementing positive affirmation strategies

within the organizational culture of Maark Trendz
Challenges Frequency Percent

Lack of understanding 4 7.8

Skepticism 4 7.8

Uncomfortable with praise 12 23.5

Lack of trust 6 11.8

Uncomfortabiliyty due to out of the norm practice 5 9.8

No challenges 20 39.2

Total 51 100
Table 4.15 Frequency analysis: Challenges in Implementing the HR Interactions

Interpretation:
Challenges Identified:
1. Lack of Understanding (7.8%): Some participants didn't fully grasp the intervention's
purpose.
2. Skepticism (7.8%): A few participants were doubtful about the intervention's effectiveness.
3. Uncomfortable with Praise (23.5%): Many felt uneasy receiving praise or recognition.
4. Lack of Trust (11.8%): Some participants lacked trust, possibly in the organization or the
intervention.
5. Discomfort with New Practices (9.8%): A portion of participants found it uncomfortable to
adjust to new ways of doing things.

55
No Identified Challenges (39.2%): A significant number of participants didn't report any
specific issues, indicating a positive reception overall.
These challenges highlight areas for improvement, including clearer communication,
addressing doubts, building trust, and helping participants adapt to new practices smoothly.

Figure 4.1

Age group 18-25 26-35 36-45 46-55

Challenges Total

Lack of understanding 1 2 1 0 4

Skepticism 1 2 1 0 4

Uncomfortable with praise 4 3 4 1 12

Lack of trust 3 1 2 0 6

Uncomfortabiliyty due to out of the norm practice 0 4 1 0 5

No challenges 10 7 2 1 20

Total 19 19 11 2 51
Table 4.16 Frequency analysis: Age group and Challenges

56
 Figure 4.2

Interpretation:
18-25 vs. 26-35: Both age groups reported similar levels of skepticism and discomfort with
new practices. However, the 18-25 age group showed more discomfort with praise compared
to the 26-35 age group.
36-45 vs. 46-55: The 36-45 age group had more challenges related to lack of understanding
and discomfort with praise compared to the 46-55 age group, which reported minimal
challenges overall.

Department Sales/Telesale Marketin Administratio Deliver Digita Productio Tota

s g n y and l team n l
Challenges logistics

Lack of
understanding 1 0 1 0 0 2 4

Skepticism 3 1 0 0 0 0 4

Uncomfortable
with praise 3 3 1 0 0 5 12

Lack of trust 1 0 1 0 1 3 6

57
Uncomfortabiliyt
y due to out of the
norm practice 2 0 0 0 0 3 5

No challenges 4 3 3 1 8 1 20

Total 14 7 6 1 9 14 51
Table 4.17 Frequency analysis: Department and Challenges

Interpretation:
Sales/Telesales vs. Marketing: Sales/Telesales department faced more skepticism and
discomfort with praise compared to the Marketing department, which reported no challenges
related to skepticism.
Administration vs. Digital Team: Administration reported challenges related to lack of
understanding and lack of trust, while the Digital Team faced discomfort with praise and lack
of trust issues.
Delivery and Logistics vs. Production: Delivery and Logistics department reported no
challenges, whereas the Production department had challenges with lack of understanding,
discomfort with praise, and lack of trust.

58
 Chapter V

5. FINDINGS, SUGGESTIONS & CONCLUSIONS

5.1 Findings

5.1.1 Objective 1: Identifying existing system of performance evaluation

The existing system of performance evaluation at Maark Trendz integrates a target-based
approach with an internal SAP system. This approach aligns individual performance with
organizational goals through key performance indicators (KPIs) such as sales targets, project
milestones, and productivity metrics. The SAP system centralizes data on attendance, lead
generation, projections, closures, and productivity, enabling real-time monitoring and analysis
by HR personnel.

5.1.2 Objective 2: Baseline Performance Assessment

The analysis conducted using the Wilcoxon Signed-Ranks Test revealed compelling insights
into the baseline performance assessment. This statistical test compared the pre-intervention
and post-intervention productivity scores, shedding light on the effectiveness of the
implemented strategies.

The results indicated a significant increase in productivity following the intervention (Z = -

2.621, p = 0.009). This statistical significance underscores the tangible impact of the
intervention on enhancing employee productivity levels. By comparing the negative ranks (N
= 10) associated with post-productivity being lower than pre-productivity to the positive ranks
(N = 34) indicating post-productivity surpassing pre-productivity, a clear pattern emerges. On
average, employees demonstrated higher productivity levels post-intervention, signifying a
positive shift in their performance.

5.3 Objective 3: Correlation Analysis

The correlation analysis delved into the intricate relationships between various factors,
providing valuable insights into employee dynamics and performance drivers within the
organizational context.

59
Motivation and Understanding Performance Expectations:
The positive correlation (r = 0.332, p = 0.017) highlighted a crucial link between employee
motivation and their clarity regarding performance expectations set by superiors. This finding
suggests that motivated employees tend to have a better grasp of what is expected from them,
aligning their efforts more effectively with organizational goals.

Motivation and Initiative/Innovation:

Another noteworthy correlation (r = 0.294, p = 0.036) revealed that motivated employees are
more inclined to take initiative and innovate in their roles. This aligns with established theories
emphasizing the role of motivation in fostering proactive behaviors and driving innovation
within teams.

Clarity in Performance Expectations and Initiative/Innovation:

The strong positive correlation (r = 0.415, p = 0.002) between clear communication of
performance expectations and employees feeling encouraged to innovate underscores the
importance of transparent communication channels. When employees have a clear
understanding of what is expected from them, they are more likely to feel empowered to think
creatively and contribute novel ideas.

Initiative/Innovation and Productivity:

While the correlation between feeling encouraged to innovate and immediate productivity
gains was not statistically significant (r = 0.023, p = 0.072), the trend suggests a positive
association. This implies that while encouragement to innovate may not directly translate into
immediate productivity spikes, it sets the stage for long-term performance improvements and
organizational growth.

5.4 Objective 4: Descriptive Analysis

The descriptive analysis provided a nuanced view of how participants' perceptions and attitudes
shifted post-intervention across key metrics.

Motivation Levels: The data showcased a substantial increase in participants strongly agreeing
with feeling motivated post-intervention. This shift from 5.9% to 27.5% in strong agreement
underscores the intervention's positive impact on boosting employee motivation levels.

60
Clarity of Understanding in Superior Expectations: Post-intervention, there was a
remarkable decrease in the percentage of participants who disagreed with their understanding
of superior expectations. This shift from 29.4% to 2.0% signifies a significant improvement in
clarity, highlighting the intervention's effectiveness in enhancing communication and
alignment.

Perception of Morale and Motivation Effects on the Company: While there was a slight
increase in the positive perception of morale and motivation effects on the company post-
intervention, this shift indicates a growing awareness and acknowledgment of the
organizational climate's positive aspects.

Encouragement to Initiate and Innovate: The intervention notably influenced participants'

enthusiasm and confidence in initiating and innovating within their roles. The increase in strong
agreement post-intervention reflects a heightened sense of empowerment and initiative among
employees.

5.5 Objective 5: Barriers to Positive Affirmation

The exploration of barriers to positive affirmation unearthed key challenges that need attention
for future interventions.

Challenges Identified: Identified barriers or challenges in implementing positive affirmation

strategies included discomfort with praise (23.5%) and discomfort with new practices (9.8%).
These findings highlight the need for targeted interventions to address specific challenges and
ensure the successful integration of positive affirmation strategies within Maark Trendz's
organizational culture.

Age Group and Departmental Differences: Variations in challenges across age groups and
departments highlight the need for targeted strategies. For instance, younger age groups
exhibited more discomfort with praise, while certain departments faced specific challenges
related to trust and adapting to new practices.

61
5.2 Suggestions

Based on the comprehensive findings derived from the study, Maark Trendz can implement
targeted strategies to optimize performance, enhance motivation, and address identified
challenges. The following section outlines specific suggestions aligned with the study's
objectives and key findings:

5.2.1 Enhancing Productivity and Performance

The study demonstrated a significant increase in productivity post-intervention, emphasizing
the effectiveness of positive affirmations during HR interactions. To maintain and further boost
productivity levels:
Continued Positive Affirmations: Regular reinforcement of positive affirmations during HR
interactions is recommended to sustain productivity gains.

5.2.2 Improving Clarity and Communication

The substantial improvement in understanding superior's performance expectations post-
intervention underscores the importance of clear communication. To enhance clarity and
communication:
Regular Feedback Sessions: Conduct regular feedback sessions and performance reviews to
ensure alignment with organizational goals and expectations.
Performance Alignment Workshops: Organize workshops to align individual goals with
organizational objectives and enhance communication channels.

5.2.3 Motivation and Recognition Strategies

While motivation levels showed a notable increase post-intervention, challenges such as
discomfort with praise need to be addressed. To boost motivation and recognition:
Tailored Recognition: Develop personalized recognition methods to ensure employees feel
valued without causing discomfort.
Motivational Training: Provide training on motivation techniques and strategies to boost
morale and engagement.

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5.2.4 Fostering Innovation and Creativity
The positive impact on encouragement to initiate and innovate highlights the need to foster a
culture of creativity. To promote innovation:
Innovation Platforms: Establish dedicated platforms for idea sharing, brainstorming sessions,
and innovation workshops.
Problem-Solving Forums: Create forums for collaborative problem-solving and idea
generation among teams.

5.2.5 Addressing Change Management Challenges

Challenges related to discomfort with new practices require targeted change management
strategies. To address change management challenges:
Tailored Training Programs: Develop tailored training programs to help employees adapt to
new practices and processes.
Change Management Initiatives: Implement change management initiatives with clear
guidelines, support resources, and gradual implementation strategies.

5.2.6 Building Trust and Collaboration

The positive influence on trust levels post-intervention highlights the importance of fostering
trust and collaboration. To build trust and collaboration:
Transparent Communication: Foster transparent communication channels between
management and employees.
Consistent Follow-through: Ensure consistent follow-through on commitments and promises
to build trust.
Active Listening: Practice active listening and address employee feedback to foster a culture
of trust and collaboration.

5.2.7 Department-Specific Interventions

Address specific challenges identified across different departments with tailored interventions:
Sales/Telesales: Address discomfort with praise and recognition in sales/telesales departments
through targeted recognition strategies and training programs.
Administration: Improve trust levels in the administration department through transparent
communication and trust-building initiatives.
Digital Team: Foster creativity and innovation within the digital team through dedicated
innovation platforms and workshops.
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5.2.8 Implications for Organizational Strategy
The study's findings have several implications for organizational strategy at Maark Trendz and
similar companies:
1. Continued Emphasis on Positive Affirmations: Maintain a focus on positive affirmations
during HR interactions to sustain and reinforce employee morale, motivation, and performance.

2. Tailored Training and Development: Develop personalized training programs to address

specific employee needs, enhance skills, and promote continuous learning and development.

3. Transparent Communication: Foster transparent communication channels to ensure clarity

in performance expectations, organizational changes, and decision-making processes.

4. Recognition and Rewards: Implement structured recognition and rewards programs to

acknowledge employee contributions, foster a culture of appreciation, and boost morale.

5. Diversity and Inclusion Initiatives: Promote diversity, equity, and inclusion through
inclusive hiring practices, diversity training, and creating an inclusive work culture.

6. Continuous Evaluation and Improvement: Embrace a data-driven approach to evaluate

interventions, gather employee feedback, and iteratively improve organizational practices.

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5.3 Conclusions

The study conducted at Maark Trendz, a prominent furniture company, aimed to evaluate the
impact of positive affirmations during HR interactions on employee performance, morale, and
motivation. The research objectives encompassed assessing baseline performance levels,
examining the effectiveness of positive affirmations, analyzing their impact on morale and
motivation, and identifying barriers to implementation. The comprehensive analysis and
findings provide valuable insights into organizational strategies for fostering a positive work
environment and enhancing employee engagement.

5.3.1 Baseline Performance Assessment

Before the implementation of positive affirmations, a baseline assessment of employee
performance at Maark Trendz revealed key insights into productivity levels and motivational
factors. The Wilcoxon Signed-Ranks Test indicated a significant increase in productivity post-
affirmations, with a majority of employees demonstrating improved performance and
motivation.

5.3.2 Effectiveness of Positive Affirmations

The study findings underscored the effectiveness of positive affirmations administered during
HR interactions in enhancing employee morale and motivation. Correlation analyses
highlighted positive relationships between motivation, understanding of performance
expectations, and initiative-taking behaviors, emphasizing the role of affirmations in fostering
a supportive and empowered workforce.

5.3.3 Impact on Overall Performance

The impact of enhanced morale and motivation resulting from positive affirmations was
evident in the overall performance metrics at Maark Trendz. The positive correlations observed
between motivation, innovation, and productivity underscored the transformative influence of
affirmations on employee engagement and organizational outcomes.

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5.3.4 Barriers and Challenges
While the implementation of positive affirmations yielded significant benefits, certain barriers
and challenges were identified. These included discomfort with praise, skepticism, and the need
for clearer communication and trust-building initiatives. Addressing these challenges is crucial
for sustaining positive outcomes and fostering a culture of continuous improvement.

5.3.5 Future Research Directions

Future research could delve deeper into the long-term effects of positive affirmations, explore
the impact of other motivational strategies, and assess employee perceptions of organizational
culture and leadership effectiveness.

In conclusion, the study at Maark Trendz demonstrates the transformative power of positive
affirmations in enhancing employee morale, motivation, and performance. By leveraging these
findings and implementing strategic initiatives, organizations can create a positive work
environment, foster employee engagement, and drive sustainable success.

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