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CHAPTER-I
INTRODUCTION
Motivation originally comes from the Latin word Movere., which means to
move. It is derived from the word motive.
Motivation is the action that impels or urges an individual to assume an attitude
generally favorable towards his wor leading him to perform satisfactorily. It concerns the study
of urges, drives, impulses, preference, aspirations etc., of people at wor, who, if, satisfied tend
to promote and maintain high morale. Motivation is an internali!ed force. It is self generating,
self controlling and self rewarding and not as sub"ect to e#ternal control as traditional
management and organi!ational practices would have it. $s industrys problems of manpower
utili!ation have continues to grow, so has the need to better understanding the comple#ity of
employee motivation.
Motivation is not simple or fi#ed human %uality that can be turned on and off with
some sort of ey. &ut, there e#its no single techni%ue, no universal approach to tae with all
employees. Motivation has both short and long' range aspects. Motivation is a productivity
factor in industry. Motivating a worer is to create a need and desire on the part of a worer to
better his present performance. Motivation concerns itself with the will to wor. Motivation
means inspiring persons with !eal to do wor for the accomplishment of ob"ectives of the
organi!ation.
(hus in simple words motivation may be defined as the willingness to e#ert high
level of efforts towards organi!ational goals, conditioned by the efforts %uality to satisfy some
individual needs.
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Nature of Motivation:
Motivation is internal to man.
$ single motive can cause different behaviors
Motives interact with the environment )
Types of Motivation:
(he motivations are two types, where it encourage and discourage the human forces. (he
following are type of motivation.
Positive Motivation:
*ositive motivation or incentive motivation is based on rewards. (he worers are offered
incentives for achieving the desired goals. (he incentives may be in the shape of more pay,
promotion, recognition of wor etc., positive motivation is achieved by the cooperation of
employee and they have a feeling of happiness. (he real and positive motivation are responsible
for placement high standard of performance, information ade%uate for self control and the
participation of the worer as a responsible citi!en in the plant community.
Negative Motivation:
+egative motivation or fear motivation is based on force or fear. ear causes employees
to act in a certain way. In case, they do not act accordingly then they may be punished with
demotions or lay offs. (he negative motivation act as a push mechanism. (he employee wor up
to a level where punishment is avoided but this type of motivation causes anger and frustration.
Motivation is an efficiency instrument in the hands of management to ma#imi!e
efficiency of operations. It inspires employees to mae best possible use of different factors of
production. (he enterprise can mae ma#imum use of its physical and financial resources.
Motivation has a pervasive influence on the enterprise. $s a result labour absenteeism and
turnover are low. Increased labour productivity in turn results in higher wages for employees.
(his will reduce labour unrest and create better relations between management and worers. $n
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enterprise that offers abundant financial and non'financial incentives en"oys reputation in the
labour maret. (hese are important factors of motivation.
(he individual manger should develop an appropriate motivation, performance appraisal,
effective supervision, "ob satisfaction, depending upon the organi!ation culture, management
vision, mission and philosophy and the maturity level of the employees and the manager has to
analy!e and understand variety of needs and has to use variety of rewards to satisfy them.
Fators to !otivate "or#ers:
(o motivate, three factors are re%uired
a- (ricle the mind
b- (ouch the heart
c- (rain the hand
*rovide for basic needs
*roper "ob design
a- ob rotation
b- ob enlargement
c- ob enrichment
*roper placement
/et e#amples of high standard
+ecessary information to worers
/ense of freedom
0pportunity of participation
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$%$ NEED OF THE &TUD'
(he study is intended to evaluate motivation of employees in the organi!ation. $ good
motivational program procedure is essential to achive goal of the organisation. if efficient
motivational program of employees are made not only in this particular organi!ation but also any
other organi!ation1 the organi!ation can achive the efficiency also to develop a good
organi!ational culture.
Motivation has variety of effects. (hese effects may be seen in the conte#t of an individuals
physical and mental health, productivity, absenteeism and turnover. 2mployee delight has to be
managed in more then one way. (his helps in retaining and nurturing the believers.
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$%( O)*ECTI+E& OF THE &TUD'
Pri!ary o,etives:
(he main ob"ect of the research is to study the important factor
which are needed to motivate the employees.
&eon.ary o,etives:
(o studythe effect of monetary and non monetary benefits provided
by the organi!ation on the employees performance.
(o studythe effect of "ob promotions on employees.
(o learn the employees satisfaction on the interpersonal relationship e#ists in the
organi!ation.
(o provide the practical suggestion for the improvement of
organi!ation s performance.
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$%/ &I0NIFICANCE OF THE &TUD'
Motivationinvolves getting the members of the group to pull weight effectively, to
give their loyalty to the group, to carry out properly the purpose of the organi!ation. (he
following results may be e#pected if the employees are properly motivated.
3. (he worforce will better satisfied if the management provides them with opportunities
to fulfill their physiological and psychological needs. (he management provides them
with cooperate voluntarily with the management and will contribute their ma#imum
towards the goals of the enterprise.
4. 5orers will tend to be as efficient as possible by improving upon their sills and
nowledge so that they are able to contribute to the progress of the organi!ation .(his
will also result in increased productivity.
6. (he rates of labors turnover and absenteeism among the worers will be low.
7. (here will be good human relations in the organi!ation as friction among the worers
themselves and between the worers and the management will decrease.
8. (he number of complaints and grievances will come down .$ccident will also be low.
9. (here will be increased in the %uality and %uality of products. 5astage and scrap will
be less. &etter %uality will also increased the public image of the business.
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$%1 &COPE OF THE &TUD'
(o identify what motivates people for better performance.
(o identify the study of providing motivational factors and to
formulate steps to be more effective.
(o identify the most influencing Motivation factors.
(o identifying the ways and means to motivate employees leading to
increase performance through which the company can attain its goals
and ob"ectives.
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$%2 RE&EARCH METHODO3O0'
:esearch in common parlance refers to a search for nowledge. 0ne can also define
research as a scientific and systematic search for pertinent
$%4%$ RE&EARCH DE&I0N:
:esearch design is a specified framewor for controlling the data collection.
It is the basic plan which guides the data collection and analysis phase of the research pro"ect. $
good design will mae sure the information gathered is consistent with the study ob"ective and
economical.
(he analysis is done with the help of statistical tools. ;ence this is a descriptive
research which tries to analy!e the views of respondents using, the information collected from
them.
$%4%( DE&CRIPTI+E RE&EARCH:
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&eon.ary Data:
>ompany *rofile
ournals
Maga!ines
Internet
$%4%1 METHOD OF DATA CO33ECTION
(he data were collected through structured %uestionnaire.
$%4%2 &3IN0 METHOD
/ampling is a tool, which helps to now characteristics of the universe ?or-
population by e#amining only a small part of it.
&a!p5ing Te6ni7ue:>onvenience /ampling
$%4%4 TOO3& U&ED FOR ANA3'&I&
(he data collected was analy!ed by using statistical tools. (he following tools were used
for this study
*ercentage $nalysis
>hi' s%uare test
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$%8 )AC90ROUND OF THE &TUD' COMPAN' AND INDU&TR'
PROFI3E
COMPAN' PROFI3E
T6e &A9THI +INA'A0A &PINNIN0 MI33& +EERRIAMPATT' on 49.43
acres of land in (he veeriampatty @illage, Athangarai (alu, Brishnagiri district. (he mill was
registered under /ocieties $ct on 3C.DC.3CE3 and commenced on D4.33.3CE7 with an installed
spindle capacity of 4884D.
(he main aim for the establishment of the &A9THI +INA'A0A &PINNIN0 MI33&
is to provide employment opportunities to the
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3A'OUT:
(he mill is constructed in a land measuring an e#tent of 49.43 acres. (he built up area is
38488 s%.ft.consisting of a separate cotton godown, actory &loc and $dministrative 0ffice
&loc, >ycle /hed, >anteen and :est /hed.
PO>ER
(he sanctioned power capacity of mill is C8D B@$. 0ut of this 4DD B@$ was
surrendered on $pril 0ct 4DDC I 4D3D in order to save power cost. (he permitted B@$ as on
date is F8D B@$. (he ma#imum recorded B@$ is F6D
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OR0ANI@ATION CHART
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PRODUCT PROFI3E
(he company manufactures cotton yarn cone yarn of different types of 7Ds, 74s, 97s,
EDs, 3DDs.
Purposes of pro.ution:
(he origination should produce for the handloom purpose only
Future prospetive an. gro"t6:
(he company aims to moderate the e%uipment and to attain the profit.
Pro.ution proess
/athi @inayaga /pinning Mills totally C steps are used to produce the cotton yarn, in this
mill totally three taes place. 2ach shift caries, J hours. or this mill per day 7DDD g is enough
production, according to the maret demand only the production taes place. It has eight of
production process they are,
&lue room
>arding
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&tep-(:
>arding is the second stage in this mi#ed cottons are to be purified and then the purified
cotton are collected in a can sliver can.
In this stage itself the wastages are being omitted in the v e#cel room which contains wastes,
here two types of wastages are being separated they are,
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&tep-4:-
(he si#th stage is the spinning stage, this spinning is a huge machine which contains 34DD
needles then in this each bobbin is "oined with a single needle totally 34DD bobbins are used in
this stage, from bobbin we get each cops.
&tep-8:
In this stage two machines are used they are,
$utoconer
5inding
Autooner:-
$fter the spinning stage the each cops are sent to the autoconer, from that autoconer each
cone is being given as ;output. (his autoconer is the new machine which done all its wor
through machine coding, in this all the instructions are being inserted in the machine. It is a
machine wor. It wors faster and produces large no of cones.
>in.ing:-
It is also same as the autoconer in this highly man power is used here it is an older machine it
is slower than the autoconer. It produces fewer cones.
&tep-;:-
$fter the finishing of all these stages the cones are collected and paced, then the pacaged
goods are sent for maret where trade process taes place.
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INDU&TR' PROFI3E
India is currently the worlds top 3D producers of the te#tiles. Indian te#tile industry is one
among the top 3D producers of the te#tiles in the world. It has and continues to be the bacboneof the Indian economy. (he te#tile industry promises to be one of the most attractive growth
marets in the world.
/ince there is a continuous demand for the clothes and there is a continuous growth for the
te#tile industry. (he te#tile maret in India is of total self'sufficiency with an appropriate mi# of
the local te#tile marers, foreign players, and private Indian players so as to develop a globally
competitive industry.
(he sector has made significant contribution in terms of ore# earnings and employment is
one of the mainstays of the economy. /ince the 3CCDs, the business environment in India has
changed. (he economy is e#posed to a greater degree of e#ternal competition, more liberal trade
and investment policies, and improvements in the balance of the payments and foreign e#change
positions. (he liberali!ation has stimulated a wave of moderni!ation and within the countrys
clothing industry too. &oth international and national players have been vying for a share of the
Indian clothing maret.
(he growth of the cotton spinning sector, in the terms of capacity, received an impetus in
3CC3 with the deli censing of spindle age. Installed spindle age has been rising steadily since
then. In 3CC3, the number of spindles installed was around 49.4F million and the number of went
to nearly 6D million in 3CC8 ?in non'ssi-. (he total spindles installed by 4DD3 are estimated to
have gone up to 68.86 million. ;owever, adverse factors such as the /outheast $sian crisis,
worldwide economic slowdown and increased costs hit the spinning industry which could not
benefit the e#panded capacity.
(he phenomenal rise in the cotton prices in the 3CC7'C8 seasons added a new dimension to
the economies of the spinning sector. $ll these were reflected in the stagnant production in the
past four years. >otton spun yarn production ?e#cluding blended and 3DD percent non'cotton
yarn- declined from 4,436 million Bg in 3CCF'CE to 4,499.E million Bg in 4DDD'4DD3 spindle
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capacity utili!ation, which was F9 percent in 3CC3'C4, had gone up to E8 percent in 3CC9'CF, fell
to FC percent in3CCE'CC before bouncing bac to E8 percent in 4DDD'4DD3.
(he share of spinning capacity of the south Indian mills ?includes small scale spinning
units- in all India capacity is estimated to be around 8D percent. $s on march 63, 4DD4, the
spinning capacity of the southern mills was 3C.86 million spindles while the all India capacity
was 6E.66 million.
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has allowed large firms to setup garment manufacturing units. (he te#tile industry of India is
obviously receiving new input which is provided a faster growth to the industry.
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$%; RE+IE> OF 3ITERATURE
0rganisations re%uire a number of resources, strategies and techni%ues in order to
succeed. rom capital, to a business site and to employees, all of these are essential for a
business to wor. 5hile these components are significant, values, particularly motivation, is also
recognised as a vital business element, especially in enabling organisational transformation and
enhancement. Motivation permits the business owners and employees to be resourceful,
responsible and productive in performing daily business tass, which in turn helps in uniting the
business with its consumers. &y means of motivating the employees, managers are able to
encourage them to wor towards a common goal. (his business principle also helps the
employees to become more productive, enabling enhancement and transformation to place.
$ccording to >reech ?3CC8-, motivation is typically defined by psychologists as a
stimulation that causes the creation of aroused, sustained and directed behavior. (his behavior in
turn leads individuals to wor and perform towards goal achievement. /everal authors had also
studied on the principal concept behind motivation. Breitner ?3CC8- for instance, has defined
motivation as the psychological process that results to a directional and purposeful behavior.
Motivation is also defined as the tendency to behave in an appropriate manner to attain certain
needs ?&uford, &edeian Lindner, 3CC8-.
(he introduction of several researches on employee motivation has also introduced a
number of theories e#plaining the factors that motivate employees. (hese theories include the
need'hierarchy theory and the two'factor theory. (he need'hierarchy theory of Maslow ?3C76- is
among the first motivation theories that had been introduced. In this theoretical model, Maslow
noted five levels of employee needs, which include the physiological, social, ego, safety and self'actualising needs. rom his wor, Maslow is a challenging process and that motivation basically
wors through a series of needs that are arranged in a certain level. ;ersberg on the other hand
?;ersberg, Mausner/nyderman, 3C8C- had classified motivation into two factors. (hese two
factors are motivators and hygienes. Intrinsic or motivator factors pertain to recognition,
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achievement and attainment of "ob satisfaction. $lternatively, e#trinsic or hygiene factors refer to
"ob security and payments.
&ased from these theoretical perspectives, it is clear that employees would have to
receive something in return in order to encourage them to wor productively towards
transformation and enhancement. (here are many specific ways on how the theories of
motivation can be applied in actual wor settings. Hranting due promotion is one e#ample.
&enham ?3CC6- stated that promotion is also synonymous to career success where employees are
given higher responsibilities or place on higher authority levels. *romotion is considered an
important element of human resource management as it encourages employees to perform with
%uality. (his also represents a significant aspect of the internal selection system.
(he organisational members affective reactions towards their "ob and to the company
are also influenced significantly based on their promotional opportunities ?ohnston et al., 3CC6-.
$s e#plained by the theories of Maslow and ;ersberg, motivation can help in drawing out the
best each employee can provide1 this can be achieved by promotion.
$nother means of applying the theories of motivation is through the employment of
business coaches, a role which managers themselves can play. /imilar to sports, a business coach
helps in maing the business grow and succeed. (he business coach is one who serves as thementor, counselor and tutor of an organisation. (hey are very much related to motivations
theories as they act as inspirations for the employees to improve and remain challenged ?;alle,
3CCC-. $ccording to +yman and (hach ?4DD4-, business coaching can be done through holistic
coaching, performance coaching, content coaching or through manager as coach. urthermore,
the process can be done in various setting such as one'on'one coaching, focus group coaching or
organisational coaching.
;alle ?3CCC- noted that business coaching has a number of significant purposes in the
organisation, particularly in relation to transformation and enhancement. or instance, this
techni%ue helps in motivating the employees, especially when problems or issues arise. (hrough
business coaches, the essence of teamwor is emphasised. Moreover, by providing polite
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criticisms to the employees, they are able to realise their wea points, resulting to developed and
more efficient worers.
(he ability of business coaches to guide the employees also helps in bringing about
transformation in their woring sills and performance1 this transformation occurs as business
coaches stimulate the worers to search for new sills and methods that would help them cope
with various business challenges. &usiness coaches also help in identifying the strong points of
the worers and assist in enhancing them further. &usiness coaching is also related to the
enhancement factor as it utilises the concept of constant evaluation. &y monitoring both the
strengths and weanesses of the employees, business coaches are able to send in the right
feedbacs to each employee, which would allow for continuous enhancement in their sills and
wor attitudes ?;alle, 3CCC-.
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$%= 3IMITATION& OF THE &TUD'
(he study is carried only on the basis of data collected from employee of sathi vinayaga
spinning mills p ltd.
(here is a chance of bias in the respondents response
/ome of the respondents were hesitating to co'operate as they believe that the
information given by them may be used against them in future.
(he information given by the employee may be sub"ective to an e#tent.
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CHAPTER-II
DATA ANA3'&I& AND INTERPRETATION
TA)3E NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&
/ourceG *rimary
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CHART NO (%$ A0E >I&E C3A&&IFICATION OF THE RE&PONDENT&
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TA)3E NO (%( 0ENDER >I&E C3A&&IFICATION OF THE
RE&PONDENT&
&%NO
PARTICU3AR& NO% OF
RE&PONDENT&
PERCENTA0E
3Male FD FD
4
emale 6D 6D
(0($L 3DD 3DD
/ourceG *rimary
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CHART NO (%( 0ENDER >I&E C3A&&IFICATION OF THE
RE&PONDENT&
CHART NO: 02
GENDER WISE CLASSIFICATION OF RESPONDENTS
70%
30%
Male
Female
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TA)3E NO (%/ EDUCATIONA3 BUA3IFICATION OF THERE&PONDENT&
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 Ander Hraduate 3F 3F
4 *ost Hraduate 79 79
6 *rofessional
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CHART NO (%/ EDUCATIONA3 BUA3IFICATION OF THE
RE&PONDENT&
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TA)3E NO (%1 OPINION OF THE RE&PONDENT& RE0ARDIN0
INCENTI+E& PRO+IDED )' THE OR0ANI@ATION
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 7D 7D
4 /atisfied 46 46
6 /atisfied to an e#tent 43 43
7
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TA)3E NO (%2 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON
>OR9IN0 HOUR& IN THE COMPAN'
30
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&%NO PARTICU3AR& NO% OF RE&PONDENT& *2:>2+($H2
3 ;ighly /atisfied 87 87
4 /atisfied 6E 6E
6 /atisfied to an e#tent 7 7
7
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TA)3E NO (%4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
RE>ARD& 0I+EN )' THE COMPAN' FOR THEIR PERFORMANCE
PARTICU3AR& NO% OF PERCENTA0E
32
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&%NO RE&PONDENT&
3 ;ighly /atisfied 83 83
4 /atisfied 63 63
6 /atisfied to an e#tent 37 37
7
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TA)3E NO (%8 OPINION OF THE RE&PONDENT& RE0ARDIN0 ON
THEIR &A3AR' PAID IN THE COMPAN'
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 87 87
4 /atisfied 6E 6E
6 /atisfied to an e#tent 6 6
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TA)3E NO (%; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
PROMOTION PO3IC' OF THE OR0ANI&ATION
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 33 33
4 /atisfied 49 49
6 /atisfied to an e#tent 43 43
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TOTA3 $
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11%
26%
21%
35%
7%
Highly Satisfied
Satisfied
Satisfied to an extent
Dissatisfied
Highly Dissatisfied
TA)3E NO (%= OPINION OF THE RE&PONDENT& RE0ARDIN0
DE0REE OF MOTI+ATION RECEI+ED FROM 'OUR &UPERIER
PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
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&%NO
3 ;ighly /atisfied 77 77
4 /atisfied 37 37
6 /atisfied to an e#tent 33 33
7
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44%
14%
11%
29%
2%
Highly Satisfied
Satisfied
Satisfied to an extent
Dissatisfied
Highly Dissatisfied
TA)3E NO (%$< OPINION OF THE RE&PONDENT& A)OUT THE
ENCOURA0EMENT PRO+IDED )' THE COMPAN' FOR 0I+IN0
&U00E&TION& FOR THE IMPRO+EMENT OF >OR9
PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
40
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&%NO
3 ;ighly /atisfied 66 66
4 /atisfied 8D 8D
6 /atisfied to an e#tent 34 34
7
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33%
50%
12%
3% 2%
Highl y Sati sf ied Sati sf ied Satisf ied to an ex tent Dissati sf ied Highly Di ssati sfi ed
TA)3E NO (%$$ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
PH'&ICA3 >OR9IN0 CONDITION&
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 89 89
4 /atisfied 66 66
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6 /atisfied to an e#tent F F
7
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TA)3E NO (%$( OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
0RE+INCE HAND3IN0 PROCEDURE OF THE COMPAN'
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 8D 8D
4 /atisfied 74 74
6 /atisfied to an e#tent 7 7
7
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TOTA3 $
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TA)3E NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0 THEIR
RE3ATION&HIP >ITH &UPERIOR&
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 ;ighly /atisfied 7D 7D
4 /atisfied 84 84
6 /atisfied to an e#tent 8 8
7
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INFERENCE:
rom the table it is inferred that nearly 7DK of the respondents are ;ighly /atisfied, 84K
of the respondents are satisfied, 8K of the respondents satisfied to an e#tent, 6K of the
respondents dissatisfied, DK of the respondents highly dissatisfied regarding their relationship
with superiors.
CHART NO (%$/ OPINION OF THE RE&PONDENT& RE0ARDIN0
THEIR RE3ATION&HIP >ITH &UPERIOR&
47
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TA)3E NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE
&ATI&FIED >ITH THE >OR9IN0 CONDITION
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 87 87
4 $gree 6E 6E
6 $gree to an e#tent 6 6
7
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rom the table it is inferred that nearly 87K of the respondents are strongly agree, 6EK of
the respondents are agree, 6K of the respondents are agree to an e#tant, 6K of the respondents
are disagree 4K, of the respondents are strongly disagree that indifferent supervision may affect
the wor.
CHART NO (%$1 OPINION OF THE RE&PONDENT& A)OUT THE
&ATI&FIED >ITH THE >OR9IN0 CONDITION
49
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TA)3E NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
&PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T
PERFORMANCE
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 7D 7D
4 $gree 7E 7E
6 $gree to an e#tent E E
7
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rom the table it is inferred that nearly that special wage increase should 7DK of the
respondents are strongly agree, 7EK of the respondents are agree, EK of the respondents are
agree to an e#tant, 4K of the respondents are disagree 4K, of the respondents are strongly
disagree given to the employees who do their "obs very well
CHART NO (%$2 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
&PECIA3 >A0E& PRO+IDED )' THE COMPAN' FOR THEIR )E&T
PERFORMANCE
51
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TA)3E NO (%$4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 46 46
4 $gree 87 87
6 $gree to an e#tent 36 36
7
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CHART NO (%$4 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
IMPORTANCE OF THE COMPAN' RETIREMENT )ENEFIT&
23%
54%
13%
9%1%
Stongly !gee
!gee
!gee to an extent
Disagee
Stongly Disagee
53
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TA)3E NO (%$8 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
*O) &ECURIT' IN THE COMPAN'
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 89 89
4 $gree 69 69
6 $gree to an e#tent 7 7
7
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CHART NO (%$8 OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
*O) &ECURIT' IN THE COMPAN'
55
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TA)3E NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0
EBUIPMENT& PRO+IDED FOR THE >OR9
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 4C 4C
4 $gree 76 76
6 $gree to an e#tent 37 37
7
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CHART NO (%$; OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
0OOD EBUIPMENT PRO+IDED FOR THE >OR9
57
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TA)3E NO (%$= OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
ADDITIONA3 RE&PON&I)I3IT' TO PERFORM THE *O) )ETTER
&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 3C 3C
4 $gree 6D 6D
6 $gree to an e#tent 76 76
7
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TA)3E NO (%(< OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
NECE&&IT' OF &PECIA3 TA&9 TRAININ0
59
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&%NO PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
3 /trongly $gree 79 79
4 $gree 3F 3F
6 $gree to an e#tent 4C 4C
7
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TA)3E NO (%($ OPINION OF THE RE&PONDENT& RE0ARDIN0 THE
RECRUITMENT PROCEDURE )' THE COMPAN'
PARTICU3AR& NO% OF RE&PONDENT& PERCENTA0E
61
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&%NO
3 /trongly $gree 4F 4F
4 $gree 4E 4E
6 $gree to an e#tent 67 67
7
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CHI- &BUARE TE&T
CA3CU3ATION: I
;D(here is no significant relationship between educational level of employees and
promotional policy of the company%
63
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;3 (here is significant relationship between educational level of employees and
promotional policy of the company.
E.uation &atisfie. Dissatisfie. Tota5
Ander Hraduate 37 6 3F
*ost Hraduate 63 38 79
*rofessional 39 8 43
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7 4.93 3.6C 3.C6 D.F6C
4 4.D6 'D.D6 D.DDDC D.DDD7
(%2
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Male 78 48 FD
emale 3E 34 6D
4/ /8 $
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CONC3U&ION:
N
(he calculated value of >hi'/%uare value is less then the table value. /oHois accepted.
(here is no significant relationship between educational level of employees and promotional
policy of the company%
CHAPTER-III
&UMMMARIE& OF FINDIN0& &U00E&TION& AND CONC3U&ION
/%$ FINDIN0&
+early 6DK of respondents are lying under the age group of 43'6D years followed by
6DK of respondents are under the age group of
63'7D.
+early 7DK of the respondents are ;ighly /atisfied and 46K of the respondents aresatisfied regarding the incentives provided by the company.
+early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are
satisfied regarding the special bonus provided by the company during festival days.
+early 83K of the respondents are ;ighly /atisfied and 63K of the respondents are
satisfied regarding the rewards provided by the company for their performance.
67
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+early 87K of the respondents are ;ighly /atisfied and 6EK of the respondents are
satisfied regarding the method of appreciation.
+early 68K of the respondents are dissatisfied and FK of the respondents are highly
dissatisfied regarding the method of promotion.
+early 77K of the respondents are ;ighly /atisfied and 4CK of the respondents are
dissatisfied regarding the level of freedom given by the company in taing "ob related
decisions.
+early 66K of the respondents are highly satisfied and 8DK of the respondents are
satisfied regarding encouragement provided by the company for giving suggestions for
the improvement of wor.
+early 89K of the respondents are highly satisfied and 66K of the respondents are
satisfied regarding woring environment providing in the company.
+early 8DK of the respondents are highly satisfied and 74K of the respondents are
satisfied regarding the method of grievance handling procedure in the company.
+early 7DK of the respondents are highly satisfied and 84K of the respondents are
satisfied regarding relationship with superiors in the company.
+early 87K of the respondents are strongly agreed and 6EK of the respondents agreed
regarding indifferent supervision affecting the peoples wor.
+early 7DK of the respondents are strongly agreed and 7EK of the respondents agreed
regarding special wage increases who do their "ob very well.
+early 44K of the respondents are strongly agreed and 87K of the respondents agreed
regarding important of company retirement benefits of employees.
+early 89K of the respondents are strongly agreed and 69K of the respondents agreed
regarding "ob security is important to employees.
+early 79K of the respondents are strongly agreed and 4CK of the respondents agree to
an e#tent regarding special tas training.
(here is no significant relationship between educational level of employees and
promotional policy of the company%
(here is no significant relationship between educational level of employees and
promotional policy of the company.
68
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/%( &U00E&TION&
(he company may implement proper motivational programme to the worers. (o change theattitude of the employees regarding promotional policies prevailing in that company to give
counselling to the unsatisfied employees to change their attitude positively. (he company has to
follow some motivational programme given below, which will improve the performance.
&est employee of the year.
(he company should recogni!e the performance at proper time.
In the organi!ation the worers "ob is routine, repetitive, removing all challenges and maing the
worer a part of machine culture. (his will lead to frustration and boredom. (his can be reduced
by,
ob :otation
ob 2nlargement
69
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ob 2nrichment
70
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/%/CONC3U&ION
Motivation itself is not a cause and effect relationship rather than it is a comple#
phenomenon. (he motivation has influences on the performances and it plays a vital role in
every organi!ation. (he best way to motivate the employee are providing individual recognition,
good woring conditions, informal groups and effective supervision leads to increase
performance of the employees through which the company can attain goals and ob"ectives.
71
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ANNEGURE
A &TUD' ON EMP3O'EE& MOTI+ATION IN
&A9THI +INA'A0A &PINNIN0 MI33&P3 TD%
3. +ame G
4. $ge G a- &elow 4D Oears b- 43'6D Oear c- 63'7D Oears
d- $bove 7D Oears
6. Hender G a- Male b- emale
7. 2ducational Pualification
a- A.H b- *.H c- *rofessional
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d-
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a- ;ighly satisfied b- /atisfied c- /atisfied to an e#tend
d-
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the "ob RRRRRRRRRRRRRRRRRRRRRRRRRRR..
)I)3IO0RAPH'
Bothari, research methodology, third edition1 +ew
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ohnston, M et al 3CC6, $n e#ploratory investigation into the relationships between
promotion and turnoverG a %uasi'e#perimental longitudinal study, Journal of
Management, vol. C, no. 3, pp. 66'7C.
Breitner, : 3CC8,Management, 9th edn, ;oughton Mifflin >ompany, &oston.
Maslow, $; 3C76, $ theory of human motivation, Psychological Review, ?uly-, pp.
6FD'6C9.