a study of motivation

7/30/2019 A Study of Motivation

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INTRODUCTION TO THE TOPIC

"MOTIVATION"

Performance results from the interaction of physical, financial and human resources. The

first two are inanimate; they are translated into "productivity" only when the human element is

introduced. However, the human element interjects a variable over which a management has

limited control. When dealing with the inanimate factors of production, a management can

accurately predict the input - output relationship and can even vary the factor it chooses in order

to achieve a desired rate of production. In dealing with employees, however, an intangible factor

of will, volition or freedom of freedom of choice is introduced, and workers can increase or

decrease their productivity as they choose. This human quality gives rise to the need for positivemotivation.

In fact, the level of the performance of an employee is a function of his abilities and

motivation. The first determiners what he can do, the second determines what he will do. Where

there is a strong positive motivation, the employee's output increase; but where it is negative or a

week positive motivation, his performance level is low. One of the key elements in personnel

management is motivation: "it is the core of management which shows that every human being

earnestly seeks a secure, friendly and supportive relationship which gives him a sense of worth inface-to-face groups which are most important to him.... A supervisor should strive to treat

individuals with dignity and recognition of their personal worth.

McGregor has stated that "the task of management is to arrange organizational condition

and methods of operation so that people can achieve their own goals best by directing their own

efforts toward organizational objectives." Successful supervisors will be those who integrate the

goal-oriented action of individual workers with the pursuit of organizational goals. The goals of

the individuals of the organization can be achieved through stimulating workers toward

productive performance - called motivational process. It is a process of arousing action,

sustaining the activity in progress, and regulating the pattern of activity. It attracts and initiates

action and also serves as a factor in the continuation until objectives have been attained.


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DEFINITION

Motivation has been variously defined by scholars. Usually one or more of these words

are included in the definition: desires, wants, aims, goals, drives, motives and incentives

"Motivation" is a Latin word, meaning "to move." Human motives are internalized goals within

individuals. As Berelosn and Steriner state: "A motive is an inner state that energizes, activates,

or moves and directs or channels behavior toward goals." Stanford and Wrightman describe a

motive thus: It is restlessness, a lack, a yen a force. Once in the grip of a motive the organism

does something. It most generally does something to reduce the restlessness, to remedy the lack

to alleviate yen, to mitigate force."

OBJECTIVE OF MOTIVATION

The purpose of motivation is to create condition in which people are willing to work with

zeal, initiative, interest and enthusiasm, with a high personal and group moral satisfaction, with a

sense of responsibility, loyalty and discipline and with pride and confidence in a most cohesive

manner so that the goals of an organization are achieved effectively.

Motivational techniques are utilized to stimulate employee growth. This was indicated by

Clareance Francis when he was Chairman of General Foods. He said: "You can buy a man's

time, you can buy a man's physical presence at a given place; you can even buy a measured

number of skilled muscular motion per hour or day; but you cannot buy enthusiasm. You cannot

buy initiative; you cannot buy loyalty; you cannot buy devotion of hearts, minds, and souls. You

have to earn these things. TYPES OF MOTIVATION

If a manager wants to get work done by his employees, he may either hold out a promise

of a reward for them for doing work. In a better or improve way, or he may constrain them, by

instilling fear in them or by using force, to do the desired work. In other words, he may utilize a

positive or a negative motivation. Both these types are widely used by managements.

A positive motivation involves the possibility of increased motive satisfaction, while

negative motivation involves the possibility of decreased motive satisfaction.


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Positive or incentive motivation is generally based on reward. According to Flippo,

"positive motivation is a process of attempting to influence others to do your will through the

possibility of gain or reward." People work for incentives in the form of the four "P"s of

motivation; Praise, prestige, Promotion and Pay cheque.

Positive motivation, in fact, includes: (1) Praise and credit for work done; (2) A sincere

interest in subordinates as individuals; (3) Competition; (4) Participation; (5) Pride; (6)

Delegation of responsibility; (7) Appreciation; and (8) Pay.

According to Peter Drucker, the "real positive motivators are responsible for placement,

high standard of performance, information adequate for self-control and the participation of the

worker as a responsible citizen in the plant community."

Incentive motivation is the "pull" mechanism. It has its own benefits. The receipt of

awards, due recognition, and praise for work well done definitely lead to good team spirit, co-

operation and a feeling of happiness.

Negative or fear motivation is based' on force and fear. Fear causes persons to act in

certain way because the are afraid of the consequences if they don't. If workers do not work, they

are threatened with mechanism. Negative motivation has certain limitation; through its use only

the minimum of effort is put in to avoid punishment. . Moreover, the imposition of punishment

frequently result in frustration among those punished, leading to the development of maladaptive

behavior. Punishment also creates a hostile state of mind, and an unfavorable attitude to the job.

Moreover, it may result in lower productivity because it tends to disspate such human assets as

loyalty, co-operation and esprit de corps.

In spite of these demerits, negative motivation has been used to achieve the desired

behaviour, as in the case of a fire, a breakdown, a panic or a riot. There is no management which

has not used the negative motivation at some time or the other. However, in recent years, thetrend has been towards the use of positive motivation. This tendency has been influenced by

extensive unionization, a higher level of employee education, a number of researches in the field

which have emphasized the importance of the use of positive motivation.


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Extrinsic motivation is concerned with external motivators which employees enjoy -pay

promotion, status, fringe benefits, retirement plans, health insurance schemes, holidays and

vacations, etc. By and large, these motivators are associated with financial rewards.

Intrinsic motivation, on the hand, is concerned with the "feeling of having accomplished

something worthwhile," i.e., the satisfaction one gets after doing ones work well. Praise,

responsibility, recognition, esteem, power, status, competition and participation are examples of

such motivation.

STEPS IN MOTIVATION

Jucius has observed that the following steps be adopted in motivation:

b) Sizing up situation requiring motivation;

c) Preparing a set of motivating tools;

d) Selecting and applying an appropriate motivation; and

e) Following up the results of the application.

Sizing Up: This involves ascertaining motivational needs. All employees needmotivation but of varying degrees. For example, one may need proper facilities for the

education of ones children; others may want higher education for them. One may take

pride in production quality work; another may be interested only in quality. Stress at size-

up stage must, therefore, be laid up as individual difference.

Preparing a set of motivating Tools:This requires selection of specific tools of

motivation. An-executive, from personal experience, from the experience of others, and

with the help for the personnel department, may draw up a list of the devices that may

motivate different types of people under different types of people under different

circumstance


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Selecting and Applying Motivators: The executive should decide about the words, thetone of voice, the gestures, etc., to be used and make a necessary rehearsal for their

proper use. Besides, it has also to be considered where and when motivation is to be

applied. The place and timing for this purpose are important.

Feedback: This involves the finding the out of whether an individual has been motivated.If not, some other device may be applied. He further suggested that while stabling the

steps of motivation, an executive should be guided by certain rules such as:

Variability: The methods of motivation should not be same but should change accordingto the circumstances, and also because no one set of motivators will be effective for

everybody or for the same person over a period of time.

Self-interest and motivation: People are, by nature, selfish. When a person realizes thathis own interests are best served by the attainedment of an organizations goal, he is likely

to be motivated.

Attainability: It is necessary to establish goals which are reasonable and attainable.When such goals are attained, employee satisfaction is achieved. Unattainable goals often

frustrate people.

Participation: The desirability of the participation of those to be motivated ensures thattheir co-operation is enlisted. This reduces suspicion of management's motivational aims.

Proportioning Rewards: Motivation should be in proportion to the effort made.

The Human Element: Motivation appeals to the emotions. The executive who is mostsuccessful as a motivator can trace his success invariably to his skill in dealing with other

people's feelings.

Individual Group Relationships: Motivation must be based on group as well as individualstimuli.

Stimulation: Motivation must be based on a sound managerial theory.A. FINANCIAL MOTIVATORS

Such motivation is connected directly with money. Wages and salary, bonuses, profit-sharing,

leave with pay, medical reimbursement, etc. are included under this type of motivation.


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B. NON-FINANCIAL

These motivators are not connected with monetary rewards. In the words of Dublin,

"non-financial incentives are the psychic rewards of enhanced position that can be secured in the

work organization."

Some of the most commonly used non-financial motivation are:

1. Appraisal, praise and prestige: When he does his work well, the employee naturallywants it to be praised'and recognized by his boss and fellow-workers. "Praise seems to

have its greatest value when given and received as recognition, and is not perceived by

either party as an attempt to control the behavior of the recipient." Recognition satisfies

human need for esteem by others and for self-esteem. This recognition may be shown in

the form of praise, of a pat on the back of the employee or a recommendation for a pay

raise, promotion, or assignment of more interesting tasks. Awards may be given in the

form of articles, banquets honoring certain individuals, certificates and plaques, too, may

be given, or the employees name may be entered on the Honours Board.

2. Status and pride: Status refers to "the social rank of a person", and satisfies social andegoistic needs. A management often tries to satisfy these needs by establishing status

symbols and distinctions in its organization.

3. Competition: As a form of motivation, competition is widely used in an organization.Individuals do compete with one another if they feel they have chances of winning and

satisfying their "ego." This competition may be in regard to sales, production, or safety

measures.


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4. Delegation: An authority is the right to act, to direct, and to requisition resources neededto properly perform the job. The delegation of a substantial amount of responsibility to

execute a given task often proves to be a string motivating force.

5. Participation: It implies the physical and mental involvement of the people in anactivity, especially in that of decision-making. This satisfies ones ego and self-esteem,

and the needs of creativeness and initiative.

6. Job security: For some employees, this is an equally important motivator. Job securityimplies that an employee would continue on the job in the same plant or elsewhere, and

that he shall enjoy economic and social security through health and welfare programs

providing security against sickness, unemployment, disability, old age, and death.

7. Job enlargement or whole job concept: It is the process of increasing the complexity ofthe in order to appeal to the higher-order needs of workers. It implies that the employee

performs more varied tasks, which are all on the same level, the idea being to make the

jobs less monotonous.

8. Job rotation: It implies the shifting of an employee from one job to another so thatmonotony and boredom are reduced. The basic objective of job rotation is the increase

the skill and knowledge of the employee about related jobs. In job rotations, workers

learn to do all the different activities necessary for an operation or unit of work.

9. Job loading: It implies making the more interesting. A horizontal job loading assumesthat if employees are given more work at the same level at which they are currently

performing, they will be motivated to work harder and also be more satisfied with their

work. In a vertical job loading, changes in jobs include areas of responsibility. Jobs are

restructured so that they will become intrinsically more interesting.


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10.Job enrichment: It is a form of changing or improving a job that a worker is likely to bemore motivated. It provides the employees with the opportunity for greater recognition,

advancement, growth and responsibility. Through job enrichment, the job is made more

interesting and challenging.

11. Reinforcement: Reinforcement is a powerful motivation tool. Reinforcement is built ontwo principles:

i. That behavior which appears to lead to a positive consequence (or reward) tends tobe repeated; while behavior that appears to lead to a negative consequence tends not

to be repeated; and

ii. Therefore, by providing the properly scheduled rewards, it is possible to influencepeople's behavior.

'Positive' and 'Negative' reinforcement focus on getting employees to learn the 'desired'

behavior. On the other hand, 'extinction' (with-holding merit raises) and 'punishment' focus on

unlearning the 6undesired' behavior and cannot be of much use in teaching persons the correct,

desired behavior,

12.Quality of work life: The term "quality of work life" means different things to differentpersons. For example, to a worker on an assembly line, it may just mean a fair days pay,

safe working condition, and a supervisor who treats him with dignity.


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EXECUTIVE MOTIVATORS

Managers are persons responsible for achieving organizational goals through people.

They are held accountable for their own performance as well as the performance of those who

are their subordinates. They have the responsibility to see that the behavior of their subordinates

is supportive of the organization rather than detrimental to it.

GUIDELINES FOR MOTIVATING EMPLOYEES AND THE MANAGERS:

We suggest below line of guidance for motivating people:

1. The management should let his people know that he considers them valuable, capableindividuals, i.e., should treat the people with respect with and honesty.

2. He should make sure that subordinates have the tools to get the job done for achieving thegoals.

3. The persons should be fitted on the job where he can set his own standard, get concretefeedback and deal with moderate risks.

4. He should avoid building "dissatisfies" into the job, i.e., he should make sure that salaryand working conditions are adequate.

5. He should set fair, achievable goals and communicate them to the employees,accomplishment of the goals.

6. The people should be made known, through feedback, how they are doing.7. All such techniques as reinforcement incentives, MBO, job enrichment and maintenance

of high morale should be utilized.

8. Job analysis selection and training should be used to ensure that people are hired whocould do Jthe jobs if they wanted to- people with the required skills and abilities.

Managers may be rewarded through recognition, advancement, achievement, and other kinds

of more advanced fulfillment.


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COMPANY PROFILE

CEEJAY TOBACCO LIMITED

Ceejay tobacco was established in the year 1919 in pal chowk region of Gondia district which is

declared as backward area by central government. industry was established by late

shri. MANOHAR BHAI PATEL .The industry is engaged in manufacturing beedi. Now The

ceejay TOBACCO LIMITED Was managed by Mr. Praful Patel, Even before Praful Patel would

change the maroon carpets and the ivory leather upholstery at his second floor office in Rajiv

Gandhi bhavan Which new minister undertake with great Zeal to undo the legacies of their

predecessors the.Rs.400 Crore beedi King from Maharashtra head managed to send many a

senior united progressive Alliance (UPA) Into a fail/spin thanks to his decision to cap foreign

direct investment (FDI).

Management:

The Company is soundly managed by its management team. Mr. Praful Patel Proprietor

of The Company, himself is a Business Magnet and contribute to the development of the unit.

The manage , Mr. Praful Patel is in charge of the industry and manage the day to day production

of the unit.

Constitution:

CEEJAY TOBACCO LIMITED is a Proprietary Firms and was registered in District, Industries

center in 1919 located at 22/9, Pal Chowak, Gondia, Dist. Gondia. The proprietor of the unit is

Mr. Praful Patel


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APPLICATION OF THE PRODUCT:

Beedi Is a Type of Cheap Indian agarette in which tobacco is rolled in tendu leaves

Jangipur, in murshidabad district, is home to 700,000 beedi-rollers, the biggest beedi

manufacting centre in India, while gondia has about 60,000 workers inside beedi manufacturing

units including those owred by the Ceejay Gorup Of Praful Patel.

Source Of Finance:

In 1919, Company was established by its own finds and with the help of partners and

family Funds. Later in 1984. Unit fetched a working capital loan of Rs 45 lacs from state Bank of

India, Gondia Branch. The Fixed assets and working loan 90 lacs as near about Rs 1.25 Crore


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RESEARCH METHODOLOGY

Title of the Study:

"A Study of Motivation of Employees at Ceejay Tobacco Limite, Gondia"

Selection of Topic:

At the outset as the researcher is a student of BBA Final year, Department of Management,

N.M.D. College Gondia, has taken up the said topic mainly due to reasons that:

The ultimate success of any organization depends upon various policies laid down by theorganization to its employees. Similarly introduction of Motivational policies is a source

of efficiency of the workers.

Since the topic tells individual employees of Ceejay Tobacco Limited about the Motivational

policies and their benefits to every individual employees and the employer, the researcher to

select the topic as "A Study of Motivation of Employees of Ceejay Tobacco Limited, Gondia"

Objectives of the Study:

a. To study the respondents personal background and their job information.b. To know the awareness among the employees about the various policies of Motivation.c. To find the satisfaction among the respondents related with policies.d. To find the reason for non-satisfaction up to great extent with various policies.e. To suggest the management based on the research finding.f. To learn research methodology.


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Basic Research Questions:

The researcher formulated following basic research questioner:

1. What are the Motivational policies as per the establishment rule of the company providedto the employees?

2. What is the level of satisfaction among employees about various Motivation policies?3. What is reason for dissatisfaction among employees about various Motivation policies?

Hypothesis:

1. The respondents are satisfied up to great extent with Motivation policies.2. The respondents are not satisfied up to great extent with Promotion Policies.

Research Design:

To design means to plan i.e. the process of decisions before the situation arsis, in which

the decision to be carried out. It is thus a process of deli borate anticipation directed towards

bringing an expected situation under.

For any research, the design is very important. Research design is a parameter or

boundary, which allows researcher to work the boundary.

For this study the researcher has used 'descriptive and evaluative research design' because

in this research design the researcher has been allowed to go into deep of the study.

Method of Research:

The researcher used "Survey99 method as he came into direct contact with the employees

and it also permitted greater objectivity.

Scope of the Study:

The scope of the study limited to the study of opinion of process of Motivation provided

in the Ceejay Tobacco Limited, Gondia.

The time span of the study is limited between 01-09-2009 to 15-09-2009.


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i) Area of Study:

The present study is limited to the regular employees of Ceejay Tobacco Limited, Gondia.

Methods of Data Collection:

Primary Method:

In the primary source, the researcher used the 'Interview scheduled method' for collection of

data. It is a direct method for collection of data.

Secondary Method:

The secondary sources or methods used as supportive sources to the interview methods used as

supportive sources to the interview method were sources like records, books, and observation

and research papers.

Tools of Data Collection:

In the present study, researcher had used the 'Interview schedule' as the primary tool for the data

collection. The researcher also took the help of various literature and dissertation for collection

of data as the secondary method.

Before finalizing the interview schedule, the researcher did the presenting of the interview

schedule.

Period of data Collection:

The period of data collection was from 01 -09-2009 to 15-09-2009.


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Data Processing:

1. Editing:It is the first step of the data processing. It is the process of examination and scrutinizing the

data collected by interview Schedule and finally to get relevant and correct information which

can be properly coded.

2. Coding:Coding is the process, which helped the researcher to organize the data into classes, and

symbols, which were further, helped the researcher to organize the data into classes and symbols

which was further helpful for tabulating the same.

3. Master Chart Preparation:The researcher prepared the master chart and positioned the data from the schedule into

master chart in a coded from, so that collected information could be seen and understood at a

glance.

4. Tabulation:

The researcher tabulated the raw data by displaying it in compact from of further analysis.The researcher prepared simple Tables.

5. Analysis and Interpretation:The researcher after tabulation analyzed and interpreted the data, as the collected data in itself

does not provide and answer to the research problems. Thus is done in order to provide a general

understanding of the factors collected. It also heaped to provide a theoretical conception, which

served as a guide for further research.

Limitation of the Study:

The study is limited to the study of the clerical personnel of personnel department due tonon-availability are not included.

The researcher is a learner and it is obvious that the perfection cannot be ensured.


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EFFECTS ON EMPLOYEES

Career of identity Recognition is closely tied to the concept of identity. Identity is built initially in the

private sphere and continues to develop in the public sphere, particularly in the

workplace. Work therefore becomes "a crystallizing medium for identity." Through their

work, individuals can define themselves as human beings and confirm their earlier

development. In the public sphere, identity is built through others* perception of us, and

especially the self-perception they mirror back to us. Employee recognition can promote

identity development by putting individuals in a positive light and acting as a catalyst for

personal growth.

Source of meaning in work

Employee recognition also helps make work meaningful, giving it a renewed sense ofdignity and the ability to be a source of pleasure and satisfaction. More than the

completion of tasks for financial reward, work becomes a source of meaning.

Self-esteem booster Recognition helps reinforce employees1 sense of personal skill and self-esteem. Daily

expressions of gratitude and an appreciation of know-how lead employees to see

themselves in a positive light and understand their value within the organization.

Increased motivation and satisfaction Bourcier & Palobart (1997) highlight the importance of employee recognition as a source

of motivation and satisfaction. When employees believe they have a well-defined place

within the organization and their contribution is fully appreciated, they are more apt to

dedicate themselves to their work and feel motivated to do their best. Motivation drives

action, in some sense, and determines work behaviors. Recognition also fosters a feeling

of competency and gives employees a certain sense of satisfaction. By contributing to

employee satisfaction and motivation, recognition has a positive impact on company

productivity and performance.


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Mental health Work can directly affect employee mental health. Mental health at work refers to

workers' sense of psychological, physical, and emotional wellbeing or illbeing at work.

According to a study conducted by the Chair in Occupational Health and SafetyManagement at Universite Laval, the level of psychological distress of hospital,

university, forest, and metallurgy industry workers is 43%-more than double the rate for

all Quebecers (20%). Among the factors cited as causes of this distress, lack of employee

recognition comes in second, right behind overwork. In short, the lack of employee

recognition may be considered as a leading risk factor for high psychological distress at

work.


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APPENDIX

(A) Questionnaire

PERSONAL RELATED QUESTIONS

1. Age group of the employees 18-23 24-29 30-35 36 & above2. Qualification of the employees

S.S.C H.S.C Graduate Post graduate

3. Marital status of employees

Married Unmarried

3. Family background of employers? Joint Nuclear

4. Age group of employes 20-30 30-40 40-50 50-60


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3. Monthly income of employees

3000-4500 4500-6000 6000-7500 7500 & above

4. Length of service

Less than 2 yrs 2-4 yrs 4-6 yrs 6 & above

7. Satisfactory Level of employees with regards to compensation and other benefit

Satisfied Partially satisfied Not Satisfied

8. Satisfactory levels of employees with regard to incentives provided by the company for

higher productivity:


9. Satisfactory level of employees with recognition of their work by the supervise:


10. Satisfactory level of Employees with regards to suggestion and opinion:

Satisfied Partially satisfied


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Not Satisfied11 Satisfactory level of Employees with regards to non-statuary benefits like sharing of

profits or offering or offering shares:


12 Satisfactory level of employees with regards to promotion provided by the industry:

Satisfied

Partially satisfied Not Satisfied

13 Satisfactory level of Employees with regards to training provided by the industry:


14 Satisfactory level of employees with regard to Relationship with Manager:


15. Satisfactory level of Employees with regard to Adequate and detailed direction provided

by the Manager:



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DATA REPRESENTATION, ANALYSIS & INTERPRETATION

Q.1. Age group of employees

Response No. of respondents

20-30 50

30-40 30

40-50 15

40-50 8

Analysis: It can be concluded from the above that 50 employees are 20-30 age group, 30 employeesare 30-40 age group, 15 are employees 40-50 age group neutral and 8 employees are 50-60 age group.

Interpretation: Thus, the above table indicates that the majority of employees are in the age

group of 24-29 years.

0%

100%

200%

300%

400%

500%

600%

20-30 30-40

40-50 40-50


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Q.2 Qualification of employers?


S.S.C 10

H.S.C 30

Graduation 50

Post-Graduation 57

Analysis:

It can be concluded from the above that 10%employees are S.S.C 30 % employees are H.S.C 50%

employees are Graduation and 57% employees are Post-Graduation

Interpretation:

Thus the above table indicates that the majority of employees are in the qualification group of

Post graduate.

0%

10%

20%

30%

40%

50%

60%

S.S.C

H.S.C

Graduation

Post-Graduation


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Q.3 Marital Status


Married 60

Unmarried 40

Analysis:

It can be concluded from the above that 60%employees are Married 40% are Unmarried

Interpretation:

Thus, above table indicates that majority of employees are unmarried.

0%

10%

20%

30%

40%

50%

60%

70%

Married

Unmarried


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Q.4. Family background of employers?


Joint 23

Nuclear 37

Analysis:

It can be concluded from the above that 22% employees are joint 15 employees are 37, nuclear

Interpretation:

Mostly all thinks that this is helpful in the areas it is discussed ahead and there are number of aspects

which are true motivator must be studied.

0%

5%

10%

15%

20%

25%

30%

35%

40%

Joint Nuclear


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Q.5. Age group of employes


20-30 50

30-40 30

40-50 15

40-50 8

Analysis:

It can be concluded from the above that 50 employees are 20-30 age group, 30 employees are 30-40

age group, 15 are employees 40-50 age group neutral and 8 employees are 50-60 age group.

Interpretation:

Thus, the above table indicates that the majority of employees are in the age group of 24-29

years.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

20-30 30-40

40-50 40-50


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Q.6 Respondents by Monthly Income:

Monthly Salary Percentage

3000-4500 20

4500-6000 25

6000-7500 20

7500 & above 15

Analysis:

It is evident that majority i.e. 25% of employees are in the monthly salary group of 4500-

6000. 30% of the employees are in the monthly salary group of 3000-4500, 25% of the

employees are in the monthly salary group of 6000-75000 and 20% are in the monthly salary

group of 7500 & above.

Interpretation:

Thus, the above table indicates that the majority of employees are in the monthly salary

group of 4500-6000.

0%

5%

10%

15%

20%

25%

3000-4500

4500-6000

6000-7500

7500 & above


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Q.7 Satisfactory Level of employees with regards to compensation and other benefit

Satisfactory level Percentage

Satisfied 6

Partially satisfied 10

Not Satisfied 14

ANALYSIS:

It is evident from the above table that 15% of employees are satisfied with the compensation and

other benefits being provided by the company to it's employees and 25% are partially-satisfied

and 60% of the respondents are in the Satisfaction Level group of Not-Satisfied.

INTERPRETATION

Thus above table indicate that majority of respondents are in the group of Not-satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

Satisfied

Partially satisfied

Not Satisfied


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Q.8 Satisfactory level of employees with regard to incentives provided by the company for

higher productivity:

Monthly Salary Percentage

Satisfied 10


Not Satisfied 7

ANALYSIS

It is evident that majority i.e. 40% of the respondent are in the Satisfaction Level group pf

Satisfied, 35% of the respondents are in the satisfaction Level group of Partly-satisfied and 25%

of the respondents are in the satisfaction Level Service group of Not-satisfied.

INTERPRETATION

Thus above table indicate that majority of respondents are in Satisfaction Level group of

satisfied.

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

Satisfied

Partially satisfied

Not Satisfied


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Q.9. Satisfactory level of employees with recognition of their work by the supervise:


Satisfied 18


Not Satisfied 2

ANALYSIS

It is evident that majority i.e. 80% of the respondent are in the Satisfaction Level group pf

Satisfied, 15% of the respondents are in the satisfaction Level group of Partly-satisfied and 5%

of the respondents are in the satisfaction Level Service group of Not-satisfied.

INTERPRETATION

Thus above table indicate that majority of respondents are in Satisfaction Level group of

satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Satisfied

Partially satisfied

Not Satisfied


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Q.10 Satisfactory level of Employees with regards to suggestion and opinion:


Satisfied 20


Not Satisfied 2

ANALYSIS:

It is evident that majority i.e. 80% of the employees are in the Satisfaction level group of

Satisfied, 10% of the employees are in the satisfaction level group of Partly-satisfied and 10% of

the employees are in the group of satisfaction level Service group of Not-satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in Satisfaction level group of satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Satisfied

Partially satisfied

Not Satisfied


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Q.11 Satisfactory level of Employees with regards to non-statuary benefits like sharing of

profits or offering or offering shares:


Satisfied 4


Not Satisfied 18

ANALYSIS:

It is evident that majority i.e. 75% of the employees are in the Satisfaction are in the satisfaction

level group of Satisfied 15% of the employees are in the satisfaction level group of Partly-

satisfied and 10% of the employees are in the Satisfaction level group of Satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in Not satisfied.

0%

1%

1%

2%

2%

3%

3%

4%

4%

5%

5%

Satisfied

Partially satisfied

Not Satisfied


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Q.12 Satisfactory level of employees with regards to promotion provided by the industry:


Satisfied 4


Not Satisfied 18

ANALYSIS

It is evident that majority i.e. 80% of the employees are in the Satisfaction level group of Not-

satisfied 10% of the employees are in the satisfaction level group of Partly-satisfied and 10% of

the employees are in the Satisfaction level group Service group of Satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in Satisfaction level group of Not-

satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Satisfied

Partially satisfied

Not Satisfied


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Q.13 Satisfactory level of Employees with regards to training provided by the industry:


Satisfied 12


Not Satisfied 4

ANALYSIS:

It is evident that majority i.e. 50% of the employees are in the Satisfaction level group of

Satisfied 40% of the employees are in the Satisfaction level group of Partly-satisfied and 10% ofthe employees are in the Satisfaction level Service group of Not-satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in satisfaction level group of satisfied.

0%

2%

4%

6%

8%

10%

12%

Satisfied

Partially satisfied

Not Satisfied


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Q. 14 Satisfactory level of employees with regard to Relationship with Manager:


Satisfied 18


Not Satisfied 4

ANALYSIS:

It is evident that majority i.e. 80% of the employees are in the satisfaction level group of satisfied

10% of the employees are in the satisfaction level group of partial-satisfied and 10% of theemployees are in the satisfaction level Service group of Not-satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in satisfaction level group of Satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Satisfied

Partially satisfied

Not Satisfied


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Q. 15. Satisfactory level of Employees with regard to Adequate and detailed direction

provided by the Manager:


Satisfied 20


Not Satisfied 6

ANALYSIS:

It is evident that majority i.e. 80% of the employees are in the satisfaction level group of

Satisfied 10% of the employees are in the Satisfaction level group of Partially-satisfied and 10%

of employees are in the satisfaction level service group of Not-satisfied.

INTERPRETTION

Thus above table indicate that majority of employees are in the satisfaction level group of

satisfied.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Satisfied

Partially satisfied

Not Satisfied


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HYPOTHESIS TESTING

On the basis of the data analysis and interpretation, the hypotheses made earlier are tested

as following:

H-0 It is found to be false. Hence, it is rejected.

H-1 It is found to be true. Hence, it is accepted.

H-2 It is found to be false. Hence, it is rejected,

H-3 It is found to be true. Hence, it is accepted.


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CONCLUSION

On analyzing the data collected from the respondents the following observation are made

question put the respondents by using Questionnaire Research Methodology.

a) I conclude that the majority of respondents in age group of 33-40 years.b) I conclude that the majority of respondents are in the monthly salary group 3000-4000.c) I conclude that the majority of respondents are in the Length Service group of 10 to 15

years.

d) I conclude that the majority of respondents are in the Marital Status group of Married.e) I concluded that the majority of respondents are belonging to Nuclear Family.f) I concluded that the majority of employees are not getting proper compensation inthe

organization.

g) I concluded that the majority if employees are not getting financial support for theeducation of their children.

h) 1 conclude that the majority of workers are satisfied with their supervisor behavior,i) I concluded that majority of employees are not getting Incentives.j) I concluded that majority of employees are satisfied with the opinion or suggestion of the

managers.

k) I concluded that majority of employees have to face some challenging task.l) I concluded that majority of employees are not satisfied with the Promotion Policies.m) I concluded that majority of employees are satisfied with the Motivational Policies of the

organization.

n) I concluded that majority of employees are in satisfaction level group of satisfied.


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SUGGESTION

On intellectual interpretation of questionnaire, various data, tables, literature of

Motivational policies following recommendation are made for improvement in the policies to

keep the moral of the employees up to the sky.

a) Workers must get the education facility for their children.b) Wages must be given as per work.c) Training must be provided on the job.d) Workers must get the incentives.e) Working environment must be free between workers and management.f) Workers must have promotion as per their grades.g) The manager must be available in. any type of challenging task of the workers.h) The workers must get reinforcement by their managers.i) The managers must listen to their workers opinion and suggestion.j) Innovation or creativity must be welcomed by the organization.


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BIBLIOGRAPHY

Sr.

No

Name of books Author Published by

1 Human Resource Management S. S. Khanka S. Chand & Co. Ltd.

2 HR & Personnel Management Aswathappa K Himalaya

Publications

3 Personal Management C.B. Mamoria & S. V.

Ghankar

Himalaya

Publications

a study of motivation

Documents