i
A STUDY ON EMPLOYEE MOTIVATION
Submitted in partial fulfillment of the requirements for the award of
MASTER OF BUSINESS ADMINISTRATION
by
VISHAL.V
Register No.40410199
SCHOOL OF MANAGEMENT STUDIES
SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119
APRIL 2022
ii
BONAFIDE CERTIFICATE
This is to certify that this Project Report is the bonafide work of VISHAL.V 40410199 who
carried out the project entitled “A STUDY ON EMPLOYEE MOTIVATION” under my
supervision from January 2022 to March 2022.
Dr Ms. M. SUDHA PAULIN MBA PhD.,
Internal guide External Guide
Dr. BHUVANESWARI .G
Dean – School of Management Studies
Submitted for Viva voce Examination held on_____________________
Internal Examiner External Examiner
iii
DECLARATION
I VISHAL.V (40410199) hereby declare that the Project Report entitled “A STUDY ON
EMPLOYEE MOTIVATION” done by me under the guidance of MS.M.SUDHA PAULIN
is submitted in partial fulfillment of the requirements for the award of Master of Business
Administration degree.
DATE:
PLACE: VISHAL.V
iv
ACKNOWLEDGEMENT
I am pleased to acknowledge my sincere thanks to Board of Management of
SATHYABAMA for their kind encouragement in doing this project and for completing
it successfully. I am grateful to them.
I convey my sincere thanks to Dr. G. Bhuvaneswari, Dean - School of Management
Studies and Dr. A. Palani, Head - School of Management Studies for providing me
necessary support and details at the right time during the progressive reviews.
I would like to express my sincere and deep sense of gratitude to my Project Guide
DR. SUDHA PAULINfor her valuable guidance, suggestions and constant
encouragement paved way for the successful completion of my project work.
I wish to express my thanks to all Teaching and Non-teaching staff members of the
School of Management Studies who were helpful in many ways for the completion
of the project.
VISHAL.V
v
vi
TABLE OF CONTENTS
CHAPTER
NO.
TITLE
PAGE NO.
ABSTRACT
VII
LIST OF TABLES
VIII
LIST OF CHARTS
IX
PERMISSION LETTER
V
1
INTRODUCTION
1.1 .Introduction
1
1.2 .Company profile
3
1.3 .Objectives of the study
3
1.4 .Need for study
4
2
REVIEW OF LITERATURE
2.1 Review of Literature
5
3
RESEARCH METHODOLOGY
3.1 Research Methodology
8
3.2. Structure of questionnaire
8
3.3. Sources of Data
8
3.4. Sample Size
8
3.5. Hypothesis
8
4
DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis
10
4.2.ANOVA
31
4.3.CHI SQUARE
33
5
FINDINGS,SUGGESTIONS AND CONCLUSION
5.1. Findings of the Study
35
5.2. Suggestions & Recommendations
36
5.3. Conclusion
36
REFERENCES
37
ANNEXURE I – QUESTIONNAIRE
40
vii
ABSTRACT
Employee Motivation is the key factor to help up the capacity of an association. In the
globalization stage, each organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show the business objectives
into the real world. Subsequently, in the present world each association attempts to deal
with its human asset office to keep its representatives inspired. In that specific
circumstance, some of the administration speculations have been rehearsing by them.
Business work or their presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can assume a lead job to get the
expert achievement in each budgetary year in a less exertion way. While trying to find
what inspires representatives, representative inspiration inquire about papers report
that what spurs laborers today is fundamentally connected to the qualities and objectives
of the person. Starting in the 1970's, it appears that there was a sensational move in the
qualities and needs of the ordinary laborer. As individuals turned out to be progressively
taught and the economy saw a sharp decay of the Protestant hard working attitudes,
what representatives needed from their managers changed also.
viii
LIST OF TABLE
PARTICULARS
PAGE NO.
Age of the respondents
10
Gender of the respondents
11
Marital status of the respondents
12
Education of the respondents
13
Experience of the respondents
14
Factor which increase the motivation level at
work place
15
Type of approaches motivates you more
16
Which of the following factor motivates you
most
17
Are you motivated by officers
18
Do you get the opportunity to express your
view in the company
19
Salary as the motivational factor to
employees performance
20
Increment as the motivational factor to
employees performance
21
Working condition as the motivational factor
to employees performance
22
Flexible time as the motivational factor to
employees performance
23
Promotional as the motivational factor to
employees performance
24
Appreciation for the work performance as the
motivational factor to employees performance
25
Compensation as the motivational factor to
employees performance
26
ix
Are you satisfied with the company
management
27
Opinion regarding participation in decision
making
28
Relation with superior as the motivational
factor to employees performance
29
What is your satisfaction level at your
workplace
30
x
TABLE NO.
PARTICULARS
PAGE NO.
4.1.1
Age of the respondents
10
4.1.2
Gender of the respondents
11
4.1.3
Marital status of the respondents
12
4.1.4
Education of the respondents
13
4.1.5
Experience of the respondents
14
4.1.6
Factor which increase the motivation level at
work place
15
4.1.7
Type of approaches motivates you more
16
4.1.8
Which of the following factor motivates you
most
17
4.1.9
Are you motivated by officers
18
4.1.10
Do you get the opportunity to express your
view in the company
19
4.1.11
Salary as the motivational factor to
employees performance
20
4.1.12
Increment as the motivational factor to
employees performance
21
4.1.13
Working condition as the motivational factor
to employees performance
22
4.1.14
Flexible time as the motivational factor to
employees performance
23
4.1.15
Promotional as the motivational factor to
employees performance
24
4.1.16
Appreciation for the work performance as
the motivational factor to employees
performance
25
xi
4.1.17
Compensation as the motivational factor to
employees performance
26
4.1.18
Are you satisfied with the company
management
27
4.1.19
Opinion regarding participation in decision
making
28
4.1.20
Relation with superior as the motivational
factor to employees performance
29
4.1.21
What is your satisfaction level at your
workplace
30
1
CHAPTER 1
1.1 INTRODUCTION
The efficiency of a person depends on two factors, firstly, the level of ability to do a certain
work, secondly, the willingness to do the work. So for as the first factor is concerned it
can be acquired by education and training, but the second factor can be created by
motivation. A person may have several needs and desires. It is only strongly felt needs
which becomes motives.
Thus motives are a product of needs and desires motives are many and keep on changing
with time motives are invisible and directed towards certain goals.
Motivation means that process which creates on inspiration in a person to motivation is
derived from the word ‘motive’ which means the latest power in a person which impels
him to do a work.
Motivation is the process of steering a person’s inner drives and actions towards certain
goals and committing his energies to achieve these goals. It involve a chain reaction
starting with felt needs, resulting in motives which give rise to tension which census action
towards goals. It is the process of stimulating people to strive willingly towards the
achievement of organizational goals motivation may be defined as the work a manager
performs an order to Induce Subordinates to act on the desired manner by satisfying their
needs and desires.
Thus motivations is concerned with how behaviour gets started, is energized, sustained
and directed. Motivation results from the interaction of both conscious and unconscious
factors such as the intensity of desire or need, incentive or reward value of the goal, and
expectations of the individual and of his or her peers. These factors are the reasons one
has for behaving a certain way.
2
An example is a student that spends extra time studying for a test because he or she
wants a better grade in the class. Internal and external factors that stimulate desire and
energy in people to be continually interested and committed to a job, role or subject, or to
make an effort to attain a goal. Most employees need motivation to feel good about their
jobs and perform optimally.
Some employees are money motivated while others find recognition and rewards
personally motivating.
Motivation levels within the workplace have a direct impact on employee productivity.
Workers who are motivated and excited about their jobs carry out their responsibilities to
the best of their ability and production numbers increase as a result. An incentive is a
motivating influence that is designed to drive behavior and motivate employees to be
produce quality work. Employers use several types of incentives to increase production
numbers. Employee incentives come in a variety of forms including paid time off,
bonuses, cash and travel perks. Incentives drive employee motivation because they offer
workers more to strive for than a regular paycheck.
Many employees need recognition from their employers to produce quality work.
Recognition and employee reward systems identify employees who perform their jobs
well. Acknowledging a job well done makes employees feel good and encourages them
to do good things. Employers recognize workers by tracking progress and providing
feedback about how they have improved over time. Public recognition is also a motivating
factor that drives worker productivity.
3
1.2.COMPANY PROFILE
Gopi Engineering & Sons in Ranipet Vellore, Vellore
Gopi Engineering & Sons in Ranipet Vellore, Vellore is known to satisfactorily cater to the
demands of its customer base. The business came into existence in 2013 and has, since
then, been a known name in its field. It stands located at 141, M.B.T. Road, Ranipet-
632509.The business strives to make for a positive experience through its offerings. The
accepted modes of payment such as Cash make every business transaction easy and
seamless, contributing to making the entire process even more effective.
Customer centricity is at the core of Gopi Engineering & Sons in Ranipet Vellore, Vellore
and it is this belief that has led the business to build long-term relationships. Ensuring a
positive customer experience, making available goods and/or services that are of top-
notch quality is given prime importance.
India’s leading B2B market place, Jd Mart ensures engaging in business activities is a
seamless process for small and medium enterprises as well as large businesses. In a
wake to enable these businesses to reach their audience, this portal lets them showcase
their offerings in terms of the products and/or services through a digital catalogue. This
business has a wide range of product offerings and the product/catalogue list includes
Leather Machinery etc.
1.3.OBJECTIVES
1.To study the effect of job promotions on employees.
2.To learn the employee’s satisfaction on the interpersonal relationship exists in the
organization.
3. To provide the practical suggestion for the improvement of organization’s performance.
4
1.4.NEED FOR STUDY
1. Every successful organization is backed by a committed employee base, and the
commitment is the outcome of motivation and job satisfaction.
2. It is the energy that compels employees towards organizational objective. It would be
impossible for the organization to generate performance without commitment.
3. In order to create a competitive advantage organization need to have a competitive
employee policies and practices.
5
CHAPTER 2
2.1.REVIEW OF LITRATURE
Rensis Likerthas called motivation as the core of management. Motivation is the
core of management. Motivation is an effective instrument in the hands of the
management in inspiring the work force .It is the major task of every manager to
motivate his subordinate or to create the will to work among the subordinates .It
should also be remembered that the worker may be immensely capable of doing
some work, nothing can be achieved if he is not willing to work .creation of a will
to work is motivation in simple but true sense of tern. Motivation is an important
function which very manager performs for actuating the people to work for
accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has
to make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in
gaining a determination to see that it is executed efficiently and effectively. In
order to motivate workers to work for the organizational goals, the managers
must determine the motives or needs of the workers and provide an environment
in which appropriate incentives are available for their satisfaction .If the
management is successful in doing so; it will also be successful in increasing the
willingness of the workers to work, This will increase efficiency and effectiveness
of the organization .There will be better unlization of resources and workers
abilities and capacities.Job satisfaction is a fulfilling or optimistic expression
consequential of the consideration of one’s activity (Azash et al, 2011).
Organizations today have realized the importance of motivated and satisfied
employees as important contributors towards long term objectives. It has made
organizations to cater to the expectations and needs of the employees and could
expect the similar response. Motivation also positively influences performance at
individual and group level ultimately affecting the organizational performance
(Risambessy et al 2012).
6
It has been long thought that learning new things and competency development
opportunities raises the morale and satisfaction of the employees but it is also
realized that the significant effect on the motivation and job satisfaction is created
by goal achievement (Lather and Jain, 2005).
Also the managers and the supervisors support towards encouraging employee
participation, mutual commitment, and understanding of the diversity issues play
a significant role in motivating and enabling performance (Snyder et al, 2004).
The prerogative lies with the organization management, in order to extract
performance should create an alignment between the organizational and
employee goals and objective. It is the organizational behavior represented by
the organizational senior management which effects the level motivation and
satisfaction through its beliefs, principle and underlying values which are closely
followed by organization (Roos, Van Eeden, 2008).
Organizations core potential lies in its motivated and satisfied employees who
consistently contribute towards organization goals and objective. Effective HRM
system could be a great deal of assistance in keeping employee morale high
(Kumar and Garg, 2011).
It is not possible for any division to solely motivate and satisfy employees without
support of the senior management active participation and interest (K R. Solanki,
2013Elizabeth Boye et al (2016) focussed on the risk factors associated with the
mining industry, management has to ensure that employees are well motivated to
curb the rate at which employees embark on industrial unrest which affect
performance, and employees are to comply with health and safety rules because
the industry contribute hugely to the Gross Domestic Product (GDP) of the
country.
7
Hackman and Oldham (1980) urged that organizations have to restructure work
to induce intrinsic motivation. Greater skill variety, task identity, and task
significance increases the experienced meaningfulness of work, autonomy raises
experienced responsibility, and feedback provides knowledge of results.
Hafiza et al. (2011) found that there are several factors that can affect employee
performance like training and development opportunities, working conditions,
worker-employer relationship, job security and company over all policies and
procedures for rewarding employees. Among the factors that affect employee
performance, motivation that comes with rewards is of utmost importance.
Ioan Moise Achim, Larisa Dragolea, George Balan (2013) said that the financial
side of motivation is widely preferred and known by the both parts –employer and
employee.In the present study we shall insist and plead for the possibilities of
application and the results of the efficient non - financial motivation plan to the
internal climate and the lasting performance of the firm.
Ismajli et al.(2015) identified that the factors that motivate employees as human
resources in local government serve as a basis for increasing the service quality.
He found that salary of workers, professional advancement and opportunity for
promotion appear to be among the most important factors of motivation. The
other important factorthat the study revealed are work conditions, as well as the
evaluation and the objective assessment of performance measurement.
Muogbo U.S (2013) found that there existed relationship between employee
motivation and the organizational performance. The study reveals that extrinsic
motivation given to workers in an organization has a significant influence on the
workers performance.
8
CHAPTER 3
RESEARCH METHODOLOGY
3.1 RESEARCH METHODOLOGY
Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose. Research
methodology helps to find the customer satisfaction based on product. This time
research methodology is framed for the purpose of finding the level of“A STUDY ON
EMPLOYEE MOTIVATION”
3.2. STRUCTURE OF QUESTIONNAIRE
Questionnaire was divided into two sections. First part was designed to know the
general information about customers and the second part contained the respondent‘s
opinions about employees
3.3 SOURCES OF DATA
PRIMARY DATA: Are collected by the investigator conducting the research.
SECONDARY DATA: Is collected from various articles ,published research and review
papers , magazines ,published statistics,
3.4. SAMPLE SIZE: 102
3.5. HYPOTHESIS
One way anova test
▪ Null hypothesis H0:There is no significant difference between age of the
respondents and satisfaction level with the company management.
▪ Alternative hypothesis H1:There is significant difference between age of the
respondents and satisfaction level with the company management
9
Chi square test
▪ Null Hypothesis H0: There is no significant relationship between the experience
of the respondents and salary as the motivational factor to employee performance.
▪ Alternate Hypothesis H1: There is significant relationship between the
experience of the respondents and salary as the motivational factor to employee
performance.
10
CHAPTER 4 – DATA ANALYSIS AND INTERPRETATION
4.1.PERCENTAGE ANALYSIS
4.1.1.Age of the respondents
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
20-30
62
60.8
30-40
27
26.5
40-50
9
8.8
ABOVE 50
4
3.9
INTERPRETATION:
• In the table 60.8% maximum in 20-30
• And 3.9 minimum in Above 50
INFERENCE: Maximum 60.8% in 20-30
Chart 4.1.1.Age of the respondents
11
4.1.2 Gender of respondents
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
MALE
63
61.8%
FEMALE
39
38.2%
INTERPRETATION:
• In the table 61.8% maximum in Male
• And 38.2% minimum in Female.
INFERENCE : Maximum 61.8% in male
Chart 4.1.2 Gender of respondents
12
4.1.3. Marital status of respondents
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
SINGLE
60
58.2%
MARRIED
42
41.8%
INTERPRETATION:
• In the table 58.8% maximum in Single
• And 41.2% minimum in Married
INFERENCE : Maximum 58.8% are in single
Chart 4.1.3. Marital status of respondents
13
4.1.4 Education of the respondents
INTERPRETATION:
• In the table 72.5% maximum in Graduate
• And 0% minimum in Below matric and Matric.
INFERENCE: Maximum 72.5% are graduate
Chart 4.1.4 Education of the respondents
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
BELOW MATRIC
0
0%
MATRIC
0
0%
INTERMEDIATE
2
2%
GRADUATE
74
72.5%
POST GRADUATE
26
25.5%
14
4.1.5 Experience of the respondents
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
0-5 YEARS
52
51%
5-10 YEARS
23
22.5%
10-15 YEARS
18
17.6%
15-20 YEARS
8
7.6%
20-25 YEARS
0
0%
ABOVE 25 YEARS
1
1%
INTERPRETATION:
• In the table 51% maximum in 0-5 years
• And 0% minimum in 20-25 years.
INFERENCE : Maximum 51% in 0-5years
Chart 4.1.5 Experience of the respondents
15
4.1.6. Factors which increase the motivation level at workplace
INTERPRETATION:
• In the table 50% maximum in Promotion
• And 13.7%minimum in Rewards.
INFERENCE : Maximum 50% in promotion
Chart 4.1.6. Factors which increase the motivation level at workplace
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
AWARDS
21
20.6%
REWARDS
14
13.7%
PROMOTION
51
50%
RECOGNITION
16
15.7%
16
4.1.7. Types of approaches motivates you more
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
PHYSIOLOGICAL
19
18.6%
BEHAVIORAL
29
28.4%
COGNITIVE
28
27.5%
SOCIAL
18
17.6%
PROMOTIONS
4
3.9%
JOB SECURITY
2
2%
CAREER
1
1%
BEHAVIORAL
1
1%
INTERPRETATION:
• In the table 28.4% maximum in Behavioral
• And 1% minimum in Career.
INFERENCE : Maximum 28.4% in behavioral
Chart 4.1.7. Types of approaches motivates you more
17
4.1.8 Which of the following factors motivates you most
INTERPRETATION:
• In the table 42.2% maximum in Promotion
• And 3.9% minimum in Leave.
INFERENCE : Maximum 42.2% in promotion
Chart 4.1.8 Which of the following factors motivates you most
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
SALARY INCREASE
39
38.2
PROMOTION
43
42.2
LEAVE
4
3.9
MOTIVATIONAL TALKS
10
9.8
RECOGNITION
6
5.9
18
4.1.9. Are you motivated by the officers
INTERPRETATION:
• In the table 84.3% maximum in Yes
• And 15.7% minimum in No.
INFERENCE : Maximum 84.3% in yes.
Chart 4.1.9. Are you motivated by the officers
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
YES
86
84.3
NO
16
15.7
19
4.1.10. Do you get the opportunity to express your view in the company
INTERPRETATION:
• In the table 80.4% maximum in Yes
• And 19.6% minimum in No.
INFERENCE : Maximum 80.4% in yes.
Chart 4.1.10. Do you get the opportunity to express your view in the company
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
YES
82
80.4
NO
20
19.6
20
4.1.11. Salary as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
3
2.9
NEUTRAL
19
18.6
AGREE
61
59.8
STRONGLY AGREE
19
18.6
INTERPRETATION:
• In the table 59.8% maximum in Agree
• And 0% minimum in Strongly Di
INFERENCE : Maximum 59.8% in agree
Chart 4.1.11. Salary as the motivational factor to employees performance
21
4.1.12. Increment as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
0
0
NEUTRAL
16
15.7
AGREE
64
62.7
STRONGLY AGREE
22
21.6
INTERPRETATION:
• In the table 62.7% maximum in Agree
• And 0% minimum in Strongly Disagree and Disagree.
INFERENCE : Maximum 62.7% in agree
Chart 4.1.12. Increment as the motivational factor to employees performance
22
4.1.13. Working condition as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
2
2
NEUTRAL
20
19.6
AGREE
71
69.6
STRONGLY AGREE
9
8.8
INTERPRETATION:
• In the table 0% maximum in Strongly Disagree
• And 69.6%minimum in Agree.
INFERENCE : Maximum 69.6% in agree
Chart 4.1.13. Working condition as the motivational factor to employees performance
23
4.1.14. Flexible time as the motivational factor to employees performance
INTERPRETATION:
• In the table 56.9% maximum in Agree
• And 0% minimum in Strongly Disagree.
INFERENCE : Maximum 56.9% in agree
Chart 4.1.14. Flexible time as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
2
2
NEUTRAL
35
34.3
AGREE
58
56.9
STRONGLY AGREE
7
6.9
24
4.1.15. Promotion as the motivational factor to employees performance
INTERPRETATION:
• In the table 65.7% maximum in Agree
• And 1% minimum in Strongly Disagree and Disagree.
INFERENCE : Maximum 65.7% in agree
Chart 4.1.15. Promotion as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
1
1
DISAGREE
1
1
NEUTRAL
15
14.7
AGREE
67
65.7
STRONGLY AGREE
18
17.6
25
4.1.16. Appreciation for the work performed as the motivational factor to employees
performance
INTERPRETATION:
• In the table 59.8% maximum in Agree
• And 0% minimum in Strongly Disagree and Disagree.
INFERENCE : Maximum 59.8% in agree
Chart 4.1.16. Appreciation for the work performed as the motivational factor to
employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
0
0
NEUTRAL
25
24.5
AGREE
61
59.8
STRONGLY AGREE
16
15.7
26
4.1.17. Compensation as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
STRONGLY DISAGREE
0
0
DISAGREE
2
2
NEUTRAL
35
34.3
AGREE
55
53.9
STRONGLY AGREE
10
9.8
INTERPRETATION:
• In the table 53.9% maximum in Agree
• And 0% minimum in Strongly Disagree.
INFERENCE : Maximum 53.9% in agree
Chart 4.1.17. Compensation as the motivational factor to employees performance
27
4.1.18. Are you satisfied with the company management
INTERPRETATION:
• In the table 51% maximum in Neutral
• And 0% minimum in Highly Dissatisfied.
INFERENCE : Maximum 51% in neutral
Chart 4.1.18 Are you satisfied with the company management
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
HIGHLY SATISFIED
9
8.8
SATISFIED
36
35.3
NEUTRAL
52
51
DISSATISFIED
5
4.9
HIGHLY DISSATISFIED
0
0
28
4.1.19. Opinion regarding participation in decision making
INTERPRETATION:
• In the table 55.9% maximum in Neutral
• And 0% minimum in Highly Dissatisfied.
INFERENCE : Maximum 55.9% in neutral
Chart 4.1.19. Opinion regarding participation in decision making
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
HIGHLY SATISFIED
9
8.8
SATISFIED
29
28.4
NEUTRAL
57
55.9
DISSATISFIED
7
6.9
HIGHLY DISSATISFIED
0
0
29
4.1.20. Relation with superior as the motivational factor to employees performance
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
HIGHLY SATISFIED
9
8.8
SATISFIED
44
43.1
NEUTRAL
48
47.1
DISSATISFIED
1
1
HIGHLY DISSATISFIED
0
0
INTERPRETATION:
• In the table 47.1% maximum in Neutral
• And 0% minimum in Highly Dissatisfied.
INFERENCE : Maximum 47.1% in neutral
Chart 4.1.20. Relation with superior as the motivational factor to employees
performance
30
4.1.21.What is your satisfactional level at your workplace
PARTICULARS
NO.OF.RESPONDENTS
PERCENTAGE
1
0
0
2
0
0
3
9
8.8
4
72
70.6
5
21
20.6
INTERPRETATION:
• In the table 70.6% maximum in 4
• And 0% minimum in 1,2.
INFERENCE : Maximum 70.6% in 4
Chart 4.1.21.What is your satisfactional level at your workplace
31
4.2. ANOVA
One-way Anova Test:
Null Hypothesis H0: There is no significant difference between age of the respondents
and satisfaction level with the company management.
Alternate Hypothesis: There is significant difference between age of the respondents
and satisfaction level with the company management.
ONEWAY
Descriptives
age
N
Mean
Std.
Deviatio
n
Std. Error
95% Confidence Interval
for Mean
Minim
um
Maximum
Lower Bound
Upper
Bound
HS
9
1.00
.000
.000
1.00
1.00
1
1
S
36
1.00
.000
.000
1.00
1.00
1
1
N
52
1.83
.678
.094
1.64
2.02
1
3
D
5
3.80
.447
.200
3.24
4.36
3
4
Total
102
1.56
.815
.081
1.40
1.72
1
4
ANOVA
age
Sum of
Squares
df
Mean
Square
F
Sig.
Between
Groups
42.905
3
14.302
57.814
.000
Within Groups
24.242
98
.247
Total
67.147
101
32
Post Hoc Tests
Homogeneous Subsets
age
Duncan
a,b
satisfaction_level_wit
h_company_manage
ment
N
Subset for alpha = 0.05
1
2
3
HS
9
1.00
S
36
1.00
N
52
1.83
D
5
3.80
Sig.
1.000
1.000
1.000
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 11.169.
b. The group sizes are unequal. The harmonic mean of the
group sizes is used. Type I error levels are not guaranteed.
INTERPRETATION:
Since p value is 0.000 is less than 0.05 so the null hypothesis is rejected and alternate
hypothesis is accepted.
33
4.3 CHI-SQUARE TEST:
Null Hypothesis H0: There is no significant relationship between the experience of the
respondents and salary as the motivational factor to employee performance.
Alternate Hypothesis H1: There is significant relationship between the experience of
the respondents and salary as the motivational factor to employee performance.
Crosstabs
Case Processing Summary
Cases
Valid
Missing
Total
N
Percent
N
Percent
N
Percent
salary_as_motivation
al_factor * experience
102
100.0%
0
0.0%
102
100.0%
salary_as_motivational_factor * experience Crosstabulation
experience
Total
0-5
5-10
10-15
15-25
salary_as_motivation
al_factor
SA
Count
19
0
0
0
19
Expected
Count
9.7
4.3
3.4
1.7
19.0
A
Count
33
23
5
0
61
Expected
Count
31.1
13.8
10.8
5.4
61.0
N
Count
0
0
13
6
19
Expected
Count
9.7
4.3
3.4
1.7
19.0
D
Count
0
0
0
3
3
34
Expected
Count
1.5
.7
.5
.3
3.0
Total
Count
52
23
18
9
102
Expected
Count
52.0
23.0
18.0
9.0
102.0
Chi-Square Tests
Value
df
Asymptotic
Significance
(2-sided)
Pearson Chi-Square
116.946
a
9
.000
Likelihood Ratio
110.600
9
.000
Linear-by-Linear
Association
63.736
1
.000
N of Valid Cases
102
a. 10 cells (62.5%) have expected count less than 5.
The minimum expected count is .26.
INTERPRETATION:
Since p value is 0.000 is less than 0.05 so the null hypothesis is rejected and alternate
hypothesis is accepted.
35
CHAPTER 5
FINDINGS, SUGGESTION, CONCLUSION
5.1.FINDINGS
1. Maximum 60.8% in 20-30
2. Maximum 61.8% in male
3. Maximum 58.8% are in single
4. Maximum 72.5% are graduate
5. Maximum 51% in 0-5years
6. Maximum 50% in promotion
7. Maximum 28.4% in behavioral
8. Maximum 42.2% in promotion
9. Maximum 84.3% in yes.
10. Maximum 80.4% in yes.
11. Maximum 59.8% in agree
12. Maximum 62.7% in agree
13. Maximum 69.6% in agree
14. Maximum 56.9% in agree
15. Maximum 65.7% in agree
16. Maximum 59.8% in agree
17. Maximum 53.9% in agree
18. Maximum 51% in neutral
19. Maximum 55.9% in neutral
20. Maximum 47.1% in neutral
21. Maximum 70.6% in 4
36
5.2.SUGGESTION
▪ More financial benefits should be given.
▪ Promotion system should be communicated among the workers.
▪ Today, as there is a atmosphere of worker participation in the decisions regarding
organization worker should have given opportunity to express their views in the
company.
▪ Money incentives should be given more
▪ Management policies and practices should be communicated so that workers
could understand them easily.
5.3.CONCLUSION
▪ On the basis of the data analysis and interpretations the research come to know
that following points :
▪ Respondents get opportunity to express their views.
▪ There is a cooperative relationship between workers and management.Motivation
is abstract quality, for which measurement become to difficult task because of the
non-availability of standardized test for it.
▪ Attitude of workers towards supervisor and co-workers is also extremely
favourable.
▪ Attitude of workers towards organization is extremely favourable.
37
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39
ANNEXURE
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