Download - Emo Moti (Reddy) Final
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CHAPTER-1
1. INTRODUCTION
1.1-OUT LINE OF THE PROJECT
Motivation is a chief factor playing important and unique role in
behavior of the people it is deciding the behavior and action of human being
toward their work. The motivation has been developed in the mind of the people
by creating comfortable working environment and encouraging, supporting
leadership. Also the motivation may influence by social factor, work factor and
leadership factor. Based on the motivation the person attitude or performances
are varying to the task. It is difficult to describe the motivation of the group of
workers in general.
Even it is difficult for a researcher to the find the individuals
motivation of the workers. The leader has to identify and analyze the motivational
factor of the people to offer and incentives, rewards and recognitionEtc. The
motivating attitude about the organization and managers help the leaders to
change and adopt the strategy to fit with the workers and to improve the
performance in a better and effective way.
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1.1.1-NEED OF THE STUDY
Motivated employees are always looking for the better ways to do the
jobs.
A motivated employee is more quickly oriented.
Highly motivated workers are more productive.
Every organization requires human resources.
Their behavior has motivated towards the organizational goals.
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1.1.2-SCOPE OF THE STUDY
The study can focus the needs for motivation.
It tries to find out the extent of the motivation.
The study can provide improved strategy to promote the motivation.
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1.1.3-OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
To study the basic motivators.
To evaluate the effective motivation measures given to the employees.
SECONDARY OBJECTIVES:
To analyze the motivation level of the employees in the organization.
To suggest and improve measures to promote motivation.
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1.1.4-RESEARCH AND METHODOLOGY
Methodology is a plan of action for a research project and explains
in details how data are collected, analyzed and presented so that they willprovide meaningful information. This section gives enough background of the
individuals motivation at work, which are collected from the specific category of
workers.
RESEARCH DESIGN:
Research design is a basic framework, which provides guidelinesfor the whole research process. The research design specifies the method for
data collection and data analysis. The research design specifically deals with
following questions.
How data could be collected?
Which instruments for data collection should be used?
What sampling plan should be used?
DESCRIPTIVE STUDY:
MEANINGS:
It involves surveys and fact-finding enquires of different kinds.
The major purpose of descriptive research is the description of the state of
affairs, as it exits at present. The main characteristic of this method is that the
researcher has no control over the variables; he can only report what has
happened or what is happening. The researcher seeks to measure such items
as, for example, frequency of shopping, attitudes of people.
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The type of research selected for this project is descriptive
research. Descriptive research describes the state of affairs, as it exists.
NATURE AND SOURCES OF DATA:
MEANING:
Data refers to information or facts. It includes numerical figures,
non-numerical figures, and descriptive facts, qualitative and quantitative
information. the task of data collection begins after a research problem has been
defined and research plan has been decided.
Type of data used is primary data. Using structured questionnaire,
which means, all respondents were given the same set of questions and they
were informed about the purpose of the study, collected primary data.
PRIMARY DATA:
The primary data are those that are collected for first time and thus
happen to be original in character. The primary data used for this project was
collected using questionnaires. The information was collected from the
employees through personal contacts.
SECONDARY DATA:
The secondary data about the company profile and other details
were collected from the company website and through personal discussion with
the company manager.
CONSTRUCTION OF QUESTIONNAIRE:
In constructing the questionnaire, care was taken to envisage the
difficulties that the difficulties that the respondents may face while answering
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them. Rough listings of questions were made, then it was scrutinized and
modifications were made after consulting with the guide.
QUESTIONNAIRE DESIGN:
The structured questionnaires that were framed and designed consist of
closed ended questions.
SAMPLING PROCEDURE:
Simple random sampling has been used in the study. Simple random
sampling used for selecting of homogenous sample for the study. It refers to
selecting a sample of study objects on conveniently located. Research findings
based on Simple random sampling. However, can not be generalized. It is also
know as probabilistic sampling.
SAMPLE SIZE:
Sample size refers to the number of items to be selected from the
population to constitute sample, an optimum sample size is one fulfils the
requirements of efficiency representatives, reliability and flexibility. Keeping all
these factors in mind the sample size was taken to be 20.
STATISTICAL TOOLS APPLIED:
To analyze the data and to interpret the results, various tools are
applied.
They are:
Percentage analysis
PERCENTAGE ANALYSIS:
It helps to find percentage values for all questions,
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No. of respondent
Percentage =. X 100
Total respondents1.1.5-LIMITATIONS OF THE STUDY
Limited statistical tools are used for this study.
The opinion of the respondents is accepted as true and valid.
Time is one of the limitations of the study.
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1.2-REVIEW OF LITERATURE
Motivation is derived from the word motive.
According to BARON (1991) states that motivation is the internal
processes that activate, guide and maintain behavior (especially goal directed
behavior).
ROBERTSON AND SMITH (1985) agree, declaring that motivation is a
psychological concept related to the strength and direction of human behavior. A
motive is an inner state that energizes activities or moves and directs or channels
behavior towards goals.
Motivated employees put higher performance as compared to other
employees. The higher performance is must for an organization being successful
and this performance comes by a motivation. Motivated employees stay in the
organization and their absenteeism is low.
High turnover and absenteeism creates many problems in the
organization. Motivational factors are essential for improve reputation of the
organization favorably.
It is important for changes in technology, value system etc., it properly
motivated they accept, introduce and implemented these changes keeping
organization on the right track of the progress.
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MOTIVATING WORKING ENVIRONMENT:
According to Dr.Edward Deming, A motivating environment is one that
gives workers a sense of pride in what they do. To show supervisors and
managers how to build a more productive work environment.
I e created a five step process called the pride system.
P Provide a positive working environment R Recognize everyones efforts
I Involve everyone
D Develop skills and potential
E Evaluate and measure continuously
The individuals motivation is based on two factors, they are
work factors leadership factors
WORK FACTORS:
Reward and recognition
Job security
Salary / pay
Bonus Promotion
Working environment
Personal loyalty
Training
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Team work
Participation in target setting
Enough resources
Subsidies
REWARDS AND RECOGNITION:
Reward and recognition focused on catching people doing things is one
of the best ways to positively motivating work environment.
JOB SECURITY:
Where someones basic needs are threatened he will not be
responsive to moves directed at another part of the hierarchy. You must find out
whether the poor performer has trouble satisfying his more basic needs before
investigating the higher needs. Worry about living accommodation, job security.
SALARY / PAY:
Salary and allowances are effective when workers are from lower
sections of society, or the production is possible, or when productivity is easily
measurable.
NON-FINANCIAL REWARDS:
These are rewards intrinsic to work, for example, job satisfaction,
delegation, empowerment, etc. studies have indicated that these rewards are
much more effective than rewards in motivating people.
PROMOTION:It is a good idea to consider career development and where people
are in their careers when thinking about rewards and recognition.
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WORKING CONDITION:
It including relaxing the dress code where appropriate, developing
areas for socializing, creative thinking, reading and giving employees quality to
work in (larger desks, quiet, natural lighting etc.
PERSONAL LOYALTY:
It is essential for a manager to give each employee a sense of playing a
dynamic role in something much larger. Indeed, engendering loyalty is a key
element of motivating workers and thereby increasing the overall productivity of
operations.
TRAINING:For a fresher it helps to increase their skills or abilities on their
present job. It is mostly applicable to the low level employee and the production
sector.
ATMOSPHERE OF COOPERATION WITH EMPLOYEES AND DEPARTMENT:
A well informed worker considers himself a part of the system and is
committed to the organization. Inform him the significance of his job in relation to
overall organizational goals. It is extremely important to create an environment of
respect for each other, build team spirit, provide enlightened leadership and
capable supervision, and show that employees are wanted.
LEADERSHIP FACTORThe leadership factors are listed below, they are
leadership style
guidelines
work assignment
LEADERSHIP STYLE:
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Leadership style influence level of motivation. However, throughout a
lifetime, mans motivation is influenced by changing ambitions and/or leadership
style he works under or socializes with. Command-and-control leadership drains
off ambition while worker responsibility increases ambition.
GUIDELINES:
Leaders must have coaching skills, not control skills. Motivated people
have goals and seek ways to achieve them. Efficiency is the result of motivated
employees.
WORK ASSIGNMENT:
An overly controlling style de-motivates and results in poor delivery,
although intended to boost performance, this style is perceived as lacking trust.
Eventually individuals lose their motivation to make decisions or act, which
leaders see as proof of poor performance and so the cycle is reinforced.
Alternatively, leaders can treat individuals as good performers and use a more
motivational style allowing greater discretion. Parsing outputs, asking opinions
and giving interesting assignments.
1.2.1-PROFILE OF THE ORGANISATION
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INTRODUCTION:
CHAPTER-2
2. DATA ANALYSIS AND INTERPRETATION
TABLE: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS
Departments No. of RespondentsPercentage of
respondents (%)M/C Operators 6 30
Distillers 6 30
E.T Plant 5 25
Drivers 3 15
Total 20 100
CHART: NO: 2.1.1-DEPARTMENTS OF THE RESPONDENTS
30 30
25
15
0
5
10
15
20
25
30
35
M/C Operators Distillers E.T Plant Drivers
Departments
%oftherespondents
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INFERENCE: From the above table, it is found that all the respondents (100%)
belong to the different departments like M/C operators, distillers, E.T plant, and
drivers of the E.I.D PARRY.
TABLE: NO: 2.1.2-THE AGE GROUP OF THE RESPONDENTS
Age group No. of Respondents Percentage of respondents (%)
25 years below 1 5
26-30 years 2 10
31-35 years 3 15
Above 35 years 14 70
Total 20 100
CHART: NO: 2.1.2-AGE GROUP OF THE RESPONDENTS
510 15
70
0
20
40
60
80
25 years below 26-30 years 31-35 years Above 35
years
Age group
%o
ftherespondents
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INFERENCE:
From the above table, maximum of 80% of the respondents are
the age group of above 35 years, and least 5% of the respondents are below the
25 years.
TABLE: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS
Qualification No. of Respondents Percentage of respondents (%)
ITI 6 30
Diploma 2 10
Graduate 3 15Others 9 45
Total 20 100
CHART: NO: 2.1.3-QUALIFICATION OF THE RESPONDENTS
510
15
70
0
20
40
60
80
ITI Diploma Graduate Others
Qualification
%o
ftherespondents
INFERENCE:
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From the above table, it is found that 45% of the respondents are
other qualification and least 10% of the respondents are Diploma.
TABLE: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THE
RESPONDENTS
No. of times No. of Respondents Percentage of respondents (%)
1-5 times 12 606-10 times 4 20
11-15 times 3 15
Above 16 times 1 5
Total 20 100
CHART: NO: 2.1.4-TRAINING PROGRAM ATTENDED BY THERESPONDENTS
60
2015
5
0
20
40
60
80
1-5 times 6-10 times 11-15 times Above 16 times
No.of training program attended
%o
ftherespondents
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INFERENCE:
From the above table, it is found that 60% of the respondents
attended training program between 1-5 times and 5% of the respondents
attended training program above 16 times.
TABLE: NO: 2.1.5-SPECIAL WAGES SHOULD BE INCREASED
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 11 55
Agree 5 25
Strongly disagree 1 5
Disagree 3 15
Total 20 100
CHART: NO: 2.1.5-SPECIAL WAGES SHOULD BE INCREASED
55
25
5
15
0
10
20
30
40
50
60
Strongly agre e Agre e Strongly disagre e disagre e
Employee's opinion status
%o
ftherespondent
s
INFERENCE:
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From the above table, it is found that 55% of the employees
are strongly agreed that the special wages should be given to the employees
who do their jobs very well and 1% of the employee is strongly disagree.
TABLE: NO: 2.1.6-BETTER JOB DISCRIPTION TO THE EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 8 40
Agree 7 35
Strongly disagree 1 5
Disagree 4 20
Total 20 100
CHART: NO: 2.1.6-BETTER JOB DISCRIPTION TO THE EMPLOYEES
4035
5
20
0
10
20
30
4050
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftheresponde
nts
INFERENCE:
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From the above table, it is found that 40% of the employees
are strongly agreed that better job description is important and 5% of them are
strongly disagree.
TABLE: NO: 2.1.7-SUPERVISORS DEAL OF ATTENTION WITH THE
EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 9 45
Agree 8 40
Strongly disagree 0 0
Disagree 3 15
Total 20 100
CHART: NO: 2.1.7-SUPERVISORS DEAL OF ATTENTION WITH THE
EMPLOYEES
4540
15
0
10
20
30
40
50
Strongly agree Agree Stronglydisagree
disagree
Employee's opinion status
%o
ftherespondents
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INFERENCE:
From the above table, it is found that 45% employees are
strongly agreeing that supervision deal of attention is important.
TABLE: NO: 2.1.8-SUPERVISORS WORK HARD WITH THE EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 13 65
Agree 6 30
Strongly disagree 0 0
Disagree 1 5
Total 20 100
CHART: NO: 2.1.8-SUPERVISORS WORK HARD WITH THE EMPLOYEES
65
30
05
0
20
40
60
80
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%o
ftherespond
ents
INFERENCE:
From the above table, it is found that 65% of them strongly
agreed that supervisors should work hard with the employees.
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TABLE: NO: 2.1.9-INDIVIDUAL RECOGNITION GIVEN TO THEEMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 7 35
Agree 7 35
Strongly disagree 0 0
Disagree 6 30
Total 20 100
CHART: NO: 2.1.9-INDIVIDUAL RECOGNITION GIVEN TO THE EMPLOYEES
35 35
30
26
28
30
32
34
36
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%o
ftherespon
dents
INFERENCE:
From the above table, it is found that 35% of the employees
strongly agreed that individual recognition should be given.
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TABLE: NO: 2.1.10-INDIFFERENT SUPERVISORS BRUSE FEELINGS THE
EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 0 0
Agree 9 45
Strongly disagree 3 15
disagree 8 40
Total 20 100
CHART: NO: 2.1.10-INDIFFERENT SUPERVISORS BRUISE FEELINGS OF
THE EMPLOYEES
45
15
40
0
10
20
30
4050
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 45% of the employees
are agreeing that indifferent supervisors bruise feelings.
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TABLE: NO: 2.1.11-EMPLOYEES SKILLS ON THEIR JOB:
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 14 70
Agree 6 30
Strongly disagree 0 0
Disagree 0 0
Total 20 100
CHART NO: 2.1.11-EMPLOYEES SKILLS ON THEIR JOB
70
30
0
20
40
60
80
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%
oftherespondents
INFERENCE:
From the above table, it is found that 70% of the employees
are strongly agreed that their skills in their job.
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TABLE NO 2.1.12-COMPANY RETIREMENTS BENEFITSTO THE
EMPLOYEES
Employees opinion No. of Respondents Percentage of
respondents (%)Strongly agree 13 65
Agree 6 20
Strongly disagree 0 0
Disagree 1 5
Total 20 100
CHART NO: 2.1.12-COMPANY RETIREMENTS BENEFITSTO THE
EMPLOYEES
65
20
5
0
20
40
60
80
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
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From the above table, it is found that 65% of the employees
are strongly agreed that company benefits should be given.
TABLE NO: 2.1.13-STIMULATED AND CHALLENGING JOB
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 15 75
Agree 5 25
Strongly disagree 0 0Disagree 0 0
Total 20 100
CHART NO: 2.1.13-STIMULATED AND CHALLENGING JOB
75
25
0
20
40
60
80
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
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From the above table, it is found that 75% of the employees
are strongly agreed that they should do their job stimulated and challenging.
TABLE NO: 2.1.14-EMPLOYEES BEST IN JOB
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 14 70
Agree 6 30
Strongly disagree 0 0
Disagree 0 0
Total 20 100
CHART NO: 2.1.14-EMPLOYEES BEST IN JOB
70
30
0
20
40
6080
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespond
ents
INFERENCE:
From the above table, it is found that 70% of the employees
are strongly agreed that they should do best in their job.
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TABLE NO: 2.1.15-MANAGEMENT INTEREST BY SPONSORING SOCIAL
EVENTS AFTER OFFICE HOURS TO THE EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 11 55
Agree 8 40
Strongly disagree 0 0
Disagree 1 5
Total 20 100
CHART NO: 2.1.15-MANAGEMENT INTEREST BY SPONSORING SOCIAL
EVENTS AFTER OFFICE HOURS TO THE EMPLOYEES
55
40
5
0
10
20
30
40
50
60
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%o
ftherespondents
INFERENCE: From the above table, it is found that 55% of the employees
are strongly agreed that management should interest by sponsoring social
events after office hours to the employees.
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TABLE NO: 2.1.16-PRIDE IN ONES WORK IS ACTUALLY AN IMPORTANT
REWARD
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 11 55
Agree 7 35
Strongly disagree 0 0
Disagree 2 10
Total 20 100
CHART NO: 2.1.16-PRIDE IN ONES WORK IS ACTUALLY AN IMPORTANTREWARD
55
35
10
010
20
30
40
50
60
Strongly agree Agree Strongly disagree disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 55% of the employees
are strongly agreed that pride in ones work is actually an important reward.
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TABLE NO: 2.17-EMPLOYEES THINK AS THE BEST AT THEIR JOB
Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 14 70
Agree 6 30
Strongly disagree 0 0
Disagree 0 0
Total 20 100
CHART NO: 2.1.17-EMPLOYEES THINK AS THE BEST AT THEIR JOB
70
30
0
20
40
60
80
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%oftherespondents
INFERENCE:
From the above table, it is found that 70% of the employees
are strongly agreed that employees should think as the best at their job.
TABLE NO: 2.1.18-THE QUALITY OF THE RELATIONSHIP IS IMPORTANT
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Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 13 65Agree 7 35
Strongly disagree 0 0
Disagree 0 0
Total 20 100
CHART NO: 2.1.18-THE QUALITY OF THE RELATIONSHIP IS IMPORTANT
65
35
010203040506070
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 65% of the employees
are strongly agreed that the quality of relationship is important.
TABLE NO: 2.1.19-INCENTIVE BONUSES INCREASE THE PERFORMANCE
OF THE EMPLOYEES
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Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 9 45
Agree 8 40
Strongly disagree 0 0
Disagree 3 15
Total 20 100
CHART NO: 2.1.19-INCENTIVE BONUSES INCREASE THE PERFORMANCEOF THE EMPLOYEES
4540
15
0
10
20
30
40
50
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 45% of the employees
are strongly agreed that incentives bonuses increase the performance of the
employees.
TABLE NO: 2.1.20-VISIBILITY OF THE UPPER MANAGEMENT
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Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 10 50
Agree 8 40
Strongly disagree 0 0
Disagree 2 10
Total 20 100
CHART NO: 2.1.20-VISIBILITY OF THE UPPER MANAGEMENT
50
40
10
0
10
20
30
40
50
60
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 50% of the employees
are strongly agreed that visibility of upper management is important.
TABLE NO: 2.1.21-EMPLOYEES DECISION PROCESS
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Employees opinion No. of Respondents Percentage of respondents (%)
Strongly agree 13 65
Agree 7 35
Strongly disagree 0 0
Disagree 0 0
Total 20 100
CHART NO: 2.1.21-EMPLOYEES DECISION PROCESS
65
35
010203040506070
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 65% of the employees
are strongly agreed that they should take the decision process.
TABLE NO: 2.1.22-JOB SECURITY OF THE EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
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Strongly agree 12 60
Agree 5 25
Strongly disagree 0 0
Disagree 3 15
Total 20 100
CHART NO: 2.1.22-JOB SECURITY OF THE EMPLOYEES
60
2515
010203040506070
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 60% of the employees
are strongly agreed that job security is important.
TABLE NO: 2.1.23-GOOD EQUIPMENTS AT WORK TO THE EMPLOYEES
Employees opinion No. of Respondents Percentage of respondents (%)
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Strongly agree 12 60
Agree 6 30
Strongly disagree 1 5
Disagree 1 5
Total 20 100
CHART NO: 2.1.23- GOOD EQUIPMENTS AT WORK TO THE EMPLOYEES
60
30
5 5
010203040506070
Strongly agree Agree Strongly
disagree
disagree
Employee's opinion status
%o
ftheresponde
nts
INFERENCE:
From the above table, it is found that 60% of the employees
are strongly agreed that Good equipments should be provided.
TABLE NO: 2.1.24-RECEIVED APPRECIATION FROM TOP LEVEL
Employees opinion No. of Respondents Percentage of respondents (%)
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Often 4 20
Sometimes 9 45
Rarely 3 15
Never 4 20
Total 20 100
CHART NO: 2.1.24-RECEIVED APPRECIATION FROM TOP LEVEL
20
45
1520
0
10
20
30
40
50
Often Sometimes Rarely Never
Employee's opinion status
%o
ftherespondents
INFERENCE:
From the above table, it is found that 45% of the said that they
sometimes received appreciation from top level.
CHAPTER-3
3. SUMMARY AND CONCLUSIONS
3.1-FINDINGS
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It is found that all the 100% respondents belong to the different
departments of the E.I.D PARRY.
Maximum of 80% of the respondents are the age group of above 35 years.
It is found that 45% of the respondents are other qualification.
It is found that 60% of the respondents attended training program between
1-5 times.
55% of the employees are strongly agreed that the special wages should
be given to the employees who do their jobs very well.
40% of the employees are strongly agreed that better job description is
important.
45% employees are strongly agreeing that supervision deal of attention isimportant.
65% of them strongly agree that supervisors should work hard with the
employees.
35% of the employees strongly agreed that individual recognition should
be given.
45% of the employees are agreeing that indifferent supervisors bruise
feelings.
70% of the employees are strongly agreed that their skills in their job.
65% of the employees are strongly agreed that company benefits should
be given.
75% of the employees are strongly agreed that they should do their job
stimulated and challenging.
70% of the employees are strongly agreed that they should do best in their
job.
55% of the employees are strongly agreed that management should
interest by sponsoring social events after office hours to the employees.
55% of the employees are strongly agreed that pride in ones work is
actually an important reward.
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70% of the employees are strongly agreed that employees should think as
the best at their job.
65% of the employees are strongly agreed that the quality of relationship
is important.
45% of the employees are strongly agreed that incentives bonuses
increase the performance of the employees
50% of the employees are strongly agreed that visibility of upper
management is important.
65% of the employees are strongly agreed that they should take the
decision process.
60% of the employees are strongly agreed that job security is important.
60% of the employees are strongly agreed that Good equipments should
be provided.
45% of the said that they sometimes received appreciation from top level.
3.2-SUGGESTION
The following suggestions are used to motivate the employees:
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The company should give the special wages to the employees who do
their jobs very well.
The management should give job description to the employees.
The supervision deal of attention is important to the employees.
The supervisors should work hard with the employees.
The company should give the individual recognition to the employees.
The supervisors should not bruise the feelings of the employees.
The company should give the retirements benefits and stock programs to
the employees.
The managements should show interest by sponsoring social events after
office hours to the employees.
The company should reward the employees who pride in ones work.
There should be a good relationship between the management and
employees.
The company should give the incentives and bonus to improve the
performance of the employees.
The visibility of the upper management is important to the employees.
The management should accept the decision process taken by the
employees.
The company should give the job security to the employees.
The company should provide the good equipments to the employees.
There should be appreciation from the top level to the employees.
3.3-CONCLUSION
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This research is aimed to find the EMPLOYEE MOTIVATION on the
E.I.D PARRY. This research is carried out in NELLIKUPPAM, CUDDALORE
DISTRICT and surveyed the user with the help of carefully prepared
questionnaire. All data are analyzed and then interpreted.
From the research, the research is able to understand about how to
motivate the employees by using the some of the questionnaire. This research
has given great result researcher to motivate the employees.
CHAPTER-4
4. ANNEXURE
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A STUDY OF EMPLOYEE MOTIVATION WITH REFERENCE
TO EID PARRY (INDIA) LIMITED,
NELLIKUPPAM,
CUDDALORE-DISTRICT.
PERSONAL INFORMATION OF THE EMPLOYEE:
1. Name :
2. Age : 25 Yrs & below 26-30 Yrs
31-35 Yrs Above 35 Yrs
3. Educational ITI DiplomaQualification :
Graduate Others
4. Designation :
5. Department : Technical Non technical
6. Sex : Male Female
7. Residential status: Company Quarters Rented House
Leased House Own House
8. Monthly income: Rs.5000 Rs.5001-10000
Rs.10001-15000 above Rs.15000
9. Experience : 1-5 Yrs 6-10 Yrs
11-15 Yrs Above 16 YrsEMPLOYEES MOTIVATION QUESTIONNAIRE:
10. Number of motivation training programs attended:
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1-5 times 6-10 times
11-15 times Above 16 times
11. Special wage increase should be given to employees who do their jobs very well.
Strongly agree Agree
Strongly disagree Disagree
12. Better job descriptions would be helpful so that employees will know exactly what is
expected of them.
Strongly agree Agree
Strongly disagree Disagree
13. Supervisors should give a good deal of attention to the physical working conditions of
their employees.
Strongly agree Agree
Strongly disagree Disagree
14. Supervisors ought to work hard to develop a friendly working atmosphere among
employees.
Strongly agree Agree
Strongly disagree Disagree
15. Individual recognition for above standard performance means a lot to employees.
Strongly agree Agree
Strongly disagree Disagree
16. Indifferent supervision can bruise feelings.
Strongly agree Agree
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Strongly disagree Disagree
17. Employees want to feel that their real skills and capacities are put to use on their jobs.
Strongly agree Agree
Strongly disagree Disagree
18. The company retirements benefits and stock programs are important factors in
keeping employees on their jobs.Strongly agree Agree
Strongly disagree Disagree
19. Almost every job can be made more stimulated and challenging.
Strongly agree Agree
Strongly disagree Disagree
20. Many employees want to give their best in everything they do.
Strongly agree Agree
Strongly disagree Disagree
21. Management could show more interest in the employees by sponsoring social events
after office hours.
Strongly agree Agree
Strongly disagree Disagree
22. Pride in ones work is actually an important reward.
Strongly agree Agree
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Strongly disagree Disagree
23. Employees want to be able to think of themselves as the best at their own jobs.
Strongly agree Agree
Strongly disagree Disagree
24. The quality of the relationship in the informal work group is quite important.
Strongly agree Agree
Strongly disagree Disagree
25. Individual incentive bonuses would improve the performance of employees.
Strongly agree Agree
Strongly disagree Disagree
26. Visibility with upper management is important to employees.
Strongly agree Agree
Strongly disagree Disagree
27. Employees generally like to schedule their own work and to make job-related
decisions with a minimum of supervision.
Strongly agree Agree
Strongly disagree Disagree
28. Job security is important to employees.Strongly agree Agree
Strongly disagree Disagree29. Having good equipments to work with is important to employees.
Strongly agree Agree
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Strongly disagree Disagree
30. Have you received appreciation from top level for your regularity/punctuality?
Often Sometimes
Rarely Never
31. Feedback& suggestions to improve the employee motivation, if any..
CHAPTER-5
5. BIBLIOGRAPHY
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REFERENCES:
Decenco and Robbins, Human resource management, Wilsey, 6th
edition, 2001.
Biswajeeet Pattanayak, Human resource management, prentice hall of
India, 2001.
Eugence McKenna and Nic beach, Human resource management,
Pearson Education limited.
MamoriaC.B. and Mamoria,Personnel management, Himalaya
Publishing Company, 1997.
Wayne cascio,managing Human Resource, McGraw Hill,1998.
www.eidparry.com
www.google.com/employeemotivation.htm
http://www.eidparry.com/http://www.google.com/employeemotivation.htmhttp://www.eidparry.com/http://www.google.com/employeemotivation.htm